P. 1
7 Habits of Highly Effective People

7 Habits of Highly Effective People

|Views: 337|Likes:
Published by Atul Diwakar

More info:

Published by: Atul Diwakar on Jul 15, 2011
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PPT, PDF, TXT or read online from Scribd
See more
See less

07/07/2014

pdf

text

original

The Seven Habits of Highly Effective People

The 7 Habits Effectiveness Process provides the foundation necessary to foster change and improvement at the personal, interpersonal, managerial, and organizational levels. The 7 Habits will help our organization experience: yIncreased overall effectiveness; yStrengthened relationships at all levels; yA heightened ability to cope with change; yReduced turnover rates through an increase in the ability of employees to see the "big picture" and commit to the organization's strategy and vision;

The 7 Habits will help our organization experience:

y Improved quality through greater collaboration of cohesive work teams; y Better client relations and enhanced customer loyalty; y Fewer misunderstandings, which result in the loss of time and money; y Improved innovation, decision-making, and problem-solving capabilities by improving skills of cooperation.

How does one prioritize & sustain Fundamental Principle effectively Internalise & Act out these 7 Habits . Effective practical way of using 7 Habits in Indian Context to work as a Cohesive Group Determine what is lacking in us & work on one or two first Create a plan to put to practice Move from urgency to importance .Live these Habits Transfer to others to create cultural change Learn.DESIRED RESULTS Positive Frame of Mind Grasp. Sustain & Internalise Fundamental Principles enabling Applications in daily life Under Complex & Dynamic Environmental Pressures. do Introspection. Discover Gaps & Bridge them.

To apply the habits at work and at home and enjoy life more Create highly effective individuals & a highly effective organisation by applying these principles Achieve spectacular results by determining what are the most important things to do Discover & build on Inherent strengths How do you want the right things so that you will do something about it? How do we µPractice¶ Excellence so that it becomes a Habit? To make things these principles a culture in MAHINDRA & MAHINDRA It should lead to highly effective Teamwork and Leadership Improve sensitivity through Habits of Listening and Empathy To understand these 7 Habits thoroughly. try to Internalise & apply & seek total transformation How to increase the Emotional Bank Account How do we manage ownership of results that a team is responsible for? .

the principles of effectiveness .Foundation Principles ‡ Introduction ‡ The Maturity Continuum ‡ Principles ‡ Paradigms ‡ Processes ‡ P / PC Balance .

DEVELOPING HABITS A habit is defined as the intersection of knowledge. .What to do & Why to do it. Why To] HABITS SKILL [How To] DESIRE [Want To] Knowledge is understanding . KNOWLEDGE [What To.Want to do it.How to do it. Desire is motivation or . skill & desire. Skill is knowing .

skill. and / or desire do you need to develop to meet the problems or challenges you listed above? SKILL [How To] DESIRE [Want To] .DEVELOPING HABITS Think of a significant problem or challenge in both of the following areas: ‡ Personal ‡ Professional KNOWLEDGE [What To. Why To] H What knowledge.

6 Character ‡ Start with own character building first H 1.2.Character & Personality Interpersonal Trust Personality H 4.5.3 Personal Trustworthiness .

NEXT 50 YEARS : 1926 -1976 PERSONALITY DOING Image Techniques Language Methods 1st 150 YEARS : 1776 -1926 CHARACTER Honesty Service Industry Integrity Thrift Humility BEING .

K PAIN S D GAIN PROCESSES HABIT 2 ASTAR ATTEND REVIEW STUDY APPLY ACTION TEACH .

TRUST PERSONAL TRUST WORTHINESS .ALIGNMENT MANAGERIAL .FOUR LEVELS OF LEADERSHIP ORGANISATIONAL .EMPOWERMENT INTERPERSONAL .

CHARACTER & COMPETENCE Trust T/W COMPETENCE ‡ Knowledge ‡ Skill + CHARACTER ‡ Integrity ‡ Maturity ‡ Abundance Mentality .

4. 3 . 5. 2. 6 INTER .PERSONAL TRUST PERSONAL TRUSTWORTHINESS 1.

U T.F.U WE PUBLIC VICTORY 4. Synergize 1+1=3 or more M o v I n g f r o m DEPENDENCE 3. Begin with the end in mind DEPENDENCE YOU .T.B.T. S.Relationships between ‡ 7 Habits ‡ Public Victory ‡ Private Victory MATURITY CONTINUUM 7. Think Win-Win 5. Put First Things First I PRIVATE VICTORY 1. Sharpen the Saw INTERDEPENDENCE 6. Be Proactive 2.

Sharpen the Saw INTERDEPENDENCE Build deep.MATURITY CONTINUUM 7. lasting. highly effective relationship with PUBLIC VICTORY other people WE INDEPENDENCE I PRIVATE VICTORY Learn self mastery & self-discipline DEPENDENCE YOU .

Person Teaching T T CAPTURE EXPAND APPLY SHARE L L BENEFITS : Credibility due to it coming from real-life situations Learn better .practice what we preach Feedback Multiplier effect .learn twice Ability to contextualise to own situation Gain confidence Becomes a habit Creates trust and become trustworthy Helps create a community Greater clarity Internal control .Three .

3 PERSON TEACHING 1 2 CAPTURE EXPAND APPLY 3 BASIC CHANGE MODEL : SEE PARADIGMS PRINCIPLES DO (Processes) GET (Results) .

CHANGE CYCLE MODEL PARADIGMS See PROCESSES STAKEHOLDER NEEDS PRINCIPLES Anchor on Do RESULTS BEHAVIORS Get Competence Character On the job .

Outside-In (Compliance) Systems. Structure Role Personality Character Personal Trustworthiness Inter Personal Trust Managerial Empowerment Organisational Alignment Inside-out (Commitment) . Strategy.

PRESERVING & ENHANCING THE RESOURCES THAT PRODUCE THE DESIRED RESULTS .P / PC BALANCE P = PRODUCTION DESIRED RESULTS PRODUCED PC = PRODCUTION CAPABILITY MAINTAINING.

PERSONAL W / W RELATIONSHIP EBA MANAGERIAL W / W AGREEMENTS DR G R A C .INTER .

It suggests that every interaction with another human being may be classified as a deposit or withdrawal. Withdrawals lessen trust in relationships.THE EMOTIONAL BANK ACCOUNT The Emotional Bank Account is a metaphor for the amount of trust that exists in a relationship. . Deposits build and repair trust in relationships.

B. Is a Metaphor for the amount of trust that exists in a relationship Deposit Withdrawal . A.E.

B.E. Conceit. Arrogance ‡Unclear expectations ‡Destructive criticism . Duplicity ‡Pride.A DEPOSITS WITHDRAWALS ‡Kindness & courtesy ‡Keeping promises ‡Honoring expectations ‡Loyalty to the absent ‡Making Apologies ‡Clear expectations ‡Constructive criticism ‡Unkindness & discourteous ‡Breaking promises ‡Violating expectations ‡Disloyalty.

society. subjective. things.PRINCIPLES PRINCIPLES Natural laws or fundamental truths. and personal reflection . ideas or principles. ‡ Universal. based on how we see the world ‡ Influenced by upbringing. timeless ‡ Produce predictable outcomes ‡ External to ourselves ‡ Operate with or without our understanding or acceptance ‡ Self-evident and enabling when understood VALUES The worth or priority we place on people. ‡ Self-chosen beliefs and ideals ‡ Internal.

The Structure of Scientific Revolutions. and no two individuals share the same knowledge base or the same set of experiences. first we must change our paradigms. Individuals are products of learning and experience. made a point that almost every significant breakthrough in science is first a break with tradition. no two people share identical paradigms. old ways of thinking. the author of a landmark book. A mental map. . Thomas Kuhn. Consequently. PARADIGM SHIFT If we want significant changes.PARADIGMS PARADIGM The way an individual perceives. or old paradigms. understands and interprets the surrounding world.

1 Be Proactive ‡ Responding according to values ‡ Accepting responsibility ‡ Focusing on the Circle of influence ‡ Becoming a Transition Figure .HABIT .

3 Characteristics of a Proactive Person ‡ Responding according to the values ‡ Accepting responsibility for their own behavior ‡ Focusing on their Circle of Influence Reactive Proactive Outside influence Control response Use freedom to make choices that best apply .

Father DNA) Psychic (Father) Environmental (Boss.WHERE DOES THE RESPONSE COME FROM? FREEDOM TO CHOOSE ACCORDING TO VALUES STIMULUS RESPONSE PROACTIVE Self Awareness Imagination Conscience Independent Will Vs REACTIVE Genetic (G. wife) .

³BE PROACTIVE³ INDIVIDUALS ARE RESPONSIBLE FOR THEIR OWN CHOICES & HAVE THE FREEDOM TO CHOOSE RESPONSIBILITY RESPONSE + ABILITY ABILITY TO CHOOSE YOUR RESPONSE .

to choose one¶s own way.Viktor Frankl Man¶s Search for Meaning . .³BE PROACTIVE³ ³ We who lived in concentration camps can remember the men who walked throughout the huts comforting others. giving away their last piece of bread. but they offer sufficient proof that everything can be taken away from a man but one thing: the last of the human freedom. They may have been few in number.´ .to choose one¶s attitude in any given set of circumstances.

Orientation Team Player REACTIVITY Wait for things to happen Exhibit emotion Find reasons for failure Defensiveness Does not take responsibility Aggressive tendencies Poor listener Self .centered Defensive Blaming mindset Problem .oriented VALUES .PROACTIVITY Being anticipatory Taking initiative Being creative Being a risk-taker Excide Confidence Willingness to delegate Respond with empathy Willing to try new things Flexible Solutions orientation Concern for others Prevention .DRIVEN PRINCIPLES FEELINGS DRIVEN .

and behaviors. They respond to stimulus. and following personal integrity Independent will Acting independent of external influence .Theories of Determinism Reactive people blame their attitude & behavior on things they think they cannot control. Imagination Visualizing beyond experience and present reality Conscience Understanding right and wrong.Our upbringing. often attributing their behavior to three determinants: Genetic . Environmental .Our surroundings.Trait we inherited. 4 Human Endowments Self awareness Examining thoughts. Psychic . moods.

Circle of Influence A person¶s Circle of influence includes those things he or she can affect directly. ³ You can choose your actions.´ .Stephen R.The Circle of Influence A person's Circle of Concern comprises all matters about which he or she cares. but you cannot choose the consequences. They are governed by natural laws or principles. Covey .

Expanding your Circle of Influence Circle of Influence Circle of Influence Proactive Focus ³ I choose to go´ Reactive Focus ³ I Have to go´ .

Eleanor Roosevelt .Some Quotes ³ They cannot takeaway our self-respect if we do not give it to them.Mahatma Gandhi ³ Nothing can make you feel inferior without your consent.´ .´ .

Any Questions? .

OTHERS TAKE OVER HABIT 2 SAYS ³WRITE THE PROGRAMME´ .HABIT .1ST CR.2 BEGIN WITH THE END IN MIND ALL THINGS ARE CREATED TWICE PHYSICAL CREATION BEGINS AS A MENTAL CREATION .AS A THOUGHT THE EXTENT DETERMINES SUCCESS WORK WITH YOUR MIND TILL YOU GET CLEAR IMAGE OF WHAT YOU WANT TRUE IN ALL AREAS OF LIFE LEADERSHIP .2ND CR IF NOT DEVELOP . MANAGEMENT .

SUMMARY First (Mental) Creation Habit of Personal Leadership Rescript Ineffective Thoughts & Behaviour Center that Guides our Decisions and Motivates Principle Centered Personal Mission Statement Personal Mission Statement is as Road An Act of Discovery as a Creation Roles and Goals give Measure and Object to Life .2 .HABIT .

PMS INTERNAL MONITOR .A Conscience ³We need to ANSWER our OWN QUESTION´ Way to respond life is being responsible A PERSONAL CONSTITUTION What I want to have What I want to do What I want to be H 1 Says : You are the Programme Scope : Write .

S. INTROSPECT ANALYZE RERIGHT BRING OUT MISSION STATEMENT Review Regularly + Make changes as per additional insights or Changing Circumstances Lead Time : Several Weeks / Months Scope : Measurement tape for everything else in our life .SOP to Write M.

Results you want to acheive ‡ List the things you want to have that you feel are important ‡ Identify the five most important items .

Results you want to acheive ‡ List the things you want to have that you feel are important ‡ Identify the five most important items .

CLOCK URGENT QI ‡ Achievement ‡ Involvement ‡ Value .motivated ‡ Neglected C O M P A S S I M P O R N T A N T N O T I M P O R N T A N T .Addition ‡ Delighted ‡ Challenged ‡ Indispensable ‡ Burnt-out ‡ Fire-fighting ‡ Stress ‡ No L-T focus ‡ Live for Today ‡ Reactive ‡ No creativity Q III ‡ Some Satisfaction ‡ No stress ‡ Avoiding Crises ‡ Relaxed ‡ Highly Stressed ‡ Irritated ‡ Non-value additional ‡ Lost ‡ Acting on others Priorities ‡ De-motivating ‡ Being Used ‡ Wasted NOT URGENT Q II ‡ Satisfaction ‡ At peace ‡ Creative ‡ In control ‡ Self motivated ‡ Involved ‡ Satisfaction of having avoided ‡ Future urgencies ‡ Strategic Orientation ‡ Proactive ‡ Lost ‡ No immediate feedback ‡ Lacking sense of achievement Q IV ‡ Freak .off ‡ Paid holiday ‡ Time to introspect ‡ Frustrating ‡ Stupid ‡ Direction .less ‡ Disastrous ‡ De .

Values .Passion & Energy Value the Difference Interaction Ground Rule Humility . Vision. Mission.PRE-REQUISITES FOR SYNERGY Private Victory H4&5 Common Purpose.

SYN ERGY WORK TOGETHER FOR A GREATER MUTUAL BENEFIT WIN .WIN D SYNERGY 3rd ALTERNATIVE A 1st C COMPROMISE B 2nd .

Partial Listening Attentive Self .Referenced .Not Listening Pretending Selective .Holistic Listening .LEVELS Ignoring .Referenced Empathic Other .

Self awareness 4. Imagination 2. Action : Building : Private victory ³FIRST THING FIRST´ 1. Independent Will EMPOWERMENT come from learning how to use this great endowment in the decision we make from day to day (Function of Personal Integrity) (Comes From WITHIN) . Conscience 3.3 (HABIT OF PERSONAL MANAGEMENT) 1. Proactive 2.HABIT . Mission (End in Mind) (Blue Print) 3.

LASTLY ³ Everything Can Be Taken Away From A Man BUT ONETHING The last of the Human FREEDOMS TO CHOOSE ONE¶s ATTITUDE IN ANY set of CIRCUMSTANCES TO CHOOSE ONE¶s OWN WAY .

³BECOMING A TRANSITION FIGURE´ (IN THE ORGANISATION CONTEXT) HABIT .let the management bother about it!) . I am just a small fry ! What can I do? Its not my problem .1 Responding according to values Accepting responsibility (ownership) Focus on the circle of influence (not on the circle of concern) ³Become a transition figure´ MAKING A DIFFERENCE With COURAGE & CONVICTION Rising above the FEELING OF HELPLESSNESS (Eg.

C. SAHYOG (FAZILKA). APRIL 2000 REVIEW ³ANY TIME YOU THINK THERE IS A PROBLEM OUT THERE THAT ITSELF IS THE BIGGEST PROBLEM´ . . Ugandan Football Player It is no easy to blame the system ³The management does not listen´ .S.But What Am I Doing About This Issue ! FOCUS ON THE CHALLENGE .NOT THE PROBLEM Eg.GOOD PAST BAD Positive & Proactive Actions In the Family At Work For the Community PRESENT FUTURE Eg. IDAM.

and if it contributes to your MISSION. VALUES and HIGH PRIORITY GOALS URGENCY An activity is urgent if you or others feel that it requires immediate attentions .IMPORTANCE An activity is Important if you personally find it valuable.

Pressing Issues . Reduce time spent on QI & QII thro¶ better preparation & planning ‡ Target ‡ How 3.No Interruptions .Some Reports 4.Weekly Schedule Adherence . Improving P & P/C balance .building relationship ‡ Examples . Only by saying no the unimportant can we say yes to the important QII ‡ Examples . Focus on QII Activities ‡ 6 steps Approach ‡ My Area 2.NEXT STEPS FOR M & M 1.

Review time spent in Different Quadrants & draw up Improvement Plan & Targets ‡ QI + QIII Time Target from 68% to 50% Dec¶ 00 50% to 40% Mar¶ 01 ‡ QIV Time Target from 8% to < 1% (60 hrs/week) > 2 hrs/week Sep¶ 00 > 1/2 hr/week Dec¶ 00 E.5. Timings . Meetings Over Lunch or clubbed with L.g. Reduce QIII & QIV time ‡ Eliminate QIV Activities 6.

Performance Agreement Date . 2000 MOP . SCPC Cost A/c Accountability .8th July.Schedule Adherence Between .SYG will review weekly schedule adherence and Quarterly report will be published F2000 F2001 Q1 Q2 Q3 Q4 78% 80% 90% 95% 98% Consequences . other Mfg. other Mfg.EPU Desired Results .Daily Schedule Adherence from 78% in F2000 to 98% by F-2001 Guidelines . Operation Manager keeping Inventory levels as per targets Resources .Performance Pay accordingly . Operation Manager.Can meet SCPC.PUL & PGL (SYG) .Quarter / Weekly plan PU planner.

Specify Boundaries.Desired Results G .Specify Good & Bad as a result of the evaluation Achieve W-W situation with W-W systems and Process .Resources A .Accountability C .Guidelines R . GRAC´ DR.WIN Agreement ‡ Gives Definition and Direction to W-W ‡ Effective tool for establishing w-w foundation necessary for long term effectiveness ‡ Creates clear Mutual Understanding 5 ELEMENTS ³DR. T.WIN .Consequences .Clarify End in Mind. What / When OBJECTIVES . Principles. Policies .Sets Targets / Std of performance and time Evaluation . F) . Deadlines.Organisation Support (H. .

HABIT - 4
THINK WIN - WIN Thing which matter must never be at the mercy of things which matter least Principles, Paradigms & Processes An Underlying Principle Effectiveness requires balancing important Relationships, Roles & Activities Key Paradigms: ‡ Things which matter most never be at the mercy of things which matter least ‡ I will improve P/PC balance within my circle of influence ‡ I will focus on important instead of urgency ‡ I will fulfill mission by acting on important goals in my key roles

Key Process: ‡ Focus on the truly important and say to no to the unimportant ‡ Focus on Q-V activities ‡ Plan weekly & Implement daily based on your Mission, Roles, Goals & Priorities

Win - Win is a belief in the third Alternative. Its not your way or my way: It¶s a better way Principles, Paradigms & Processes: ‡ An underlying principles effective, long-term relationships require mutual Benefits ‡ Key Paradigms ³ I seek the ;benefits of others as well as my own´ I get better results in my relationships by co-operating interdependently then by competing independently ‡ Key Process ‡ Balance courage and consideration in seeking mutual benefits ‡ Persists in looking for Win - Win outcomes despite past win - lose conditioning

SIX PARADIGMS OF HUMAN INTERACTION 1. WIN - LOSE People want to win and they want others to lose Achieve success at the expense of others Driven by competition, comparison, position and power Characteristics Common scripting for most people Authoritarian approach Uses position, power, personality Boss - Subordinate relationship

LOSE .2.WIN Show high consideration for others Lack courage and act on feeling and beliefs Easily intimidated and borrow strength from acceptance and popularity Characteristics Voices no demands.LOSE Low on courage and consideration Put themselves and others down Characteristics Mindset of a highly dependent individual Nobody benefits . expectations Quick to please or appease Weak Management in dealing with Union 3. LOSE .

4. WIN Think only about themselves Don¶t want others to lose Think independently in interdependent situations Lack of sensitivity or awareness of others Characteristics Self centered Think µMe First¶ Doesn¶t care if other¶s win or lose .

communicates with consideration for others WIN .People who choose to win and make sure others win too.WIN or NO DEAL Characteristics Allows the party to say NO Most realistic at the beginning of a relationship . Characteristics Seek mutual benefit Co-operative and not competitive Listens.

PRINCIPLES Natural Laws / Fundamental Truth Universal / Timeless Predictable outcomes eg : honesty. things and ideas Self chosen beliefs and ideals . respect VALUES Worth or priority to people. non-violence.

PARADIGMS Way we see the world eg. Copernicus Group exercise SOCIAL MIRROR Way we see ourselves SELF FULFILLING PROPHESY Way we see others .

BLOCKS Defensiveness Prior _ NE Experiences Not Team Players Attitude EGO Insecurity Power Centrics Clarity of Goals Culture Lack of Maturity / Courage Hierarchy Prejudice Lack of Trust Poor Communication Closed Mindset Lack of T/P Internal Competition .

CELEBRATE VALUE ACCEPT TOLERATE .

LEVERAGE (SELF) TRANSFER (ORGANISATION) CONSCIOUS COMPETENCE PRINCIPLES UNCONSCIOUS COMPETENCE PRACTICES .

PROSPER CHANGE SUFFER .

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->