Each chapter is dedicated to one of the habits, which are represented by the following imperatives: The First Three

Habits surround moving from dependence to independence (i.e. self mastery) 

Habit 1: Be Proactive

Synopsis: Take initiative in life by realizing your decisions (and how they align with life's principles) are the primary determining factor for effectiveness in your life. Taking responsibility for your choices and the subsequent consequences that follow. 

Habit 2: Begin with the End in Mind

Synopsis: Self-discover and clarify your deeply important character values and life goals. Envisioning the ideal characteristics for each of your various roles and relationships in life. 

Habit 3: Put First Things First

Synopsis: Planning, prioritizing, and executing your week's tasks based on importance rather than urgency. Evaluating if your efforts exemplify your desired character values, propel you towards goals, and enrich the roles and relationships elaborated in Habit 2. The Next Three are to do with Interdependence (i.e. working with others) 

Habit 4: Think Win-Win or No Deal

Synopsis: Genuinely striving for mutually beneficial solutions or agreements in your relationships. Valuing and respecting people by understanding a "win" for all is ultimately a better long-term resolution than if only one person in the situation had gotten their way. 

Habit 5: Seek First to Understand, then to be Understood

Synopsis: Using empathetic listening to be genuinely influenced by a person, which compels them to reciprocate the listening, take an open mind to being influenced by you, which creates an atmosphere of caring, respect, and positive problem solving. 

Habit 6: Synergize

Synopsis: Combining the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. How to yield the most prolific performance out of a group of people through encouraging meaningful contribution, and modeling inspirational and supportive leadership. The Last habit relates to self-rejuvenation;

.scheduling events and activities. Quadrant III activities are urgent and not important. 2)calendars and appointment books . Habit 2 . Habit 3 is Personal Management. The "Yes" is our purpose. 3) prioritizing. clarifying values . you must have a burning "YES!" inside. energy.Execute the Program. impulses and moods to your values. thus maintaining the P/PC balance (production versus building production capacity).activities that are not urgent and not important. Methods of time management have developed in these stages: 1) notes and checklists . goals and mission. the exercise of independent will to create a life congruent with your values. making it possible to say "No" to other things. 4)managing ourselves rather than managing time . passion. Management involves developing the specific application of the ideas. The fourth human endowment. Time management is an essential skill for personal management.Write the Program.recognizing multiple demands on our time. Focusing on Quadrant I results in it getting bigger and bigger until it dominates you.called problems or crises. and often misclassified as Quadrant I. value or high-priority goals as "Important. The essence of time management is to organize and execute around priorities. Integrity is our ability to make and keep commitments to ourselves." Quadrant I activities are urgent and important . Habit 3 .Principles of Personal Management Habit 3 Habit 1 ." List the activities contributing to your mission.I am the Programmer. classifying them as urgent or not urgent. is the ability to make decisions and choices and act upon them.). Put First Things First .focusing in preserving and enhancing relationships and accomplishing results. Habit 7: Sharpen the Saw Synopsis: The balancing and renewal of your resources.integrating our daily planning with goal setting (The downside of this approach is increasing efficiency can reduce the spontaneity and relationships of life. Quadrant IV is the escape Quadrant . List the activities screaming for action as "Urgent. In order to subordinate your feelings. and health to create a sustainable longterm effective lifestyle. Effective people stay out of Quadrants III and IV because they aren't important. Independent Will. clear sense of direction and value. A matrix can be made of the characteristics of activities. important or not important. They shrink Quadrant I down to size by spending more time in Quadrant II. We should lead from the right brain (creatively) and manage from the left brain (analytically).

keeps various roles before you so they're not neglected.integrates roles. The first person to consider in terms of effectiveness is yourself. 6. Flexibility . 3) It defines your unique mission. 5) It gives greater perspective through weekly organizing.including the freedom and flexibility to handle unanticipated events and the ability to be spontaneous 4) Daily Adapting .the organizer is your servant.it enables you to organize your life around your deepest values.activities that when done regularly would make a tremendous difference in your life. Quadrant I can't be ignored. but to schedule your priorities. because people are more important than things. Working on this Quadrant is the heart of personal time management. Quadrant II Focus . 2) It's conscience directed . Balance . but should eventually shrink with attention to Quadrant II. but not urgent. but effectiveness when dealing with people.each day respond to unanticipated events. 3. (Including implementing the Seven Habits. Schedules are subordinated to people. 1) Prioritize 2) Organize Around Priorities 3) Discipline yourself Self discipline isn't enough. goals. Effectively delegating to others is perhaps the single most powerful high-leverage activity there is. Here are five advantages of this organizer: 1) It's principle-centered . Coherence .) Initially. relationships and experiences in a meaningful way. including values and long-term goals. 4) It helps you balance your life by identifying roles. 4. The second critical skill for personal management is delegation. focusing on what you want to accomplish for the next 7 days: 1) Identify Roles 2)Select Goals . . The practical thread is a primary focus on relationships and a secondary focus on time. including some of your longer term goals and personal mission statement 3) Scheduling/Delegating .Quadrant II activities are important. Delegation enables you to devote your energies to high level activities in addition to enabling personal growth for individuals and organizations.the key is not to prioritize what's in your schedule. There are four key activities in Quadrant II organizing. 2. Without a principle center and a personal mission statement we don't have the necessary foundation to sustain our efforts. and priorities.two or three items to accomplish for each role for the next week. Quadrant II activities are high impact .Weekly . the time for Quadrant II activities must come from Quadrants III and IV. These are PC activities. not your master Portability 5. Covey has developed a Quadrant II organizer meeting six criteria: 1.it enables you to see your time in the context of what's important and what's effective. A People Dimension .think of efficiency when dealing with things.

which focuses on results instead of methods. Stewardship Delegation depends on trust. Resources . make a quality statement of what the results will look like and by when they will be accomplished. Using Stewardship Delegation. Accountability . 4. Consequences ." The supervisor thus loses a lot of the leveraging benefits of delegation because of the demands on his time for follow up.Set standards of performance to be used in evaluating the results and specific times when reporting and evaluation will take place. 3. 2.Identify the parameters within which the individual should operate. Stewardship Delegation requires a clear. Desired Results . It takes more time up front. Keep the responsibility for results with the person delegated to.Specify what will happen as a result of the evaluation. but has greater benefits. describe it. Guidelines . we are developing a goose (to produce golden eggs) based on internal commitment. including the commitment to agreed-upon desired results. 5." micromanaging the progress of the "subordinate." This approach is a new paradigm of delegation.Have the person see it.Using delegation enables the manager to leverage the results of their efforts as compared to functioning as a "producer.Identify the resources available to accomplish the required results. but it takes time and patience. We must avoid Gofer Delegation to get the golden egg or we kill the goose . The people may need training and development to acquire the competence to rise to the level of that trust. and what potential "failure paths" might be.the worker reverts to the gofer's credo: "Just tell me what to do and I'll do it. but how to do it. People are able to choose the method to achieve the results. It also releases his creative energies toward doing whatever is necessary in harmony with correct principles to achieve those desired results. Think Win-Win Habit 4 . More effective managers use Stewardship Delegation. including psychic or financial rewards and penalties. An adversarial relationship may also develop between the supervisor and subordinate. Immature people can handle fewer results and need more guidelines and more accountability interviews." There are two types of delegation: Gofer Delegation and Supervision of Efforts (Stewardship). Using Gofer Delegation requires dictating not only what to do. The steward becomes his own boss governed by his own conscience. Mature people can handle more challenging desired results with fewer guidelines and accountability interviews. up-front mutual understanding of and commitment to expectations in five areas: 1. The supervisor then must function as a "boss.

Win/Win .Subordinate) to horizontal (Partnership/Team). Whatever the orientation of the person you are dealing with (Win/Lose. cooperative energy focused on understanding and resolving issues is built. Win . This approach is most realistic at the beginning of a business relationship or enterprise. productive interaction. Lose/Win . Guidelines . if both people aren't winning. both are losing.the parameters within which the results should be accomplished Resources . d. positive. 2. Principle-based behavior. 1. There must be integrity in order to establish trust in the relationship and to define a win in terms of personal values. c.). (If nobody wins. Negative energy focused on differences in personality or position is eliminated. 3.When people become obsessed with making the other person lose. The abundance mentality flows from a deep inner sense of personal worth and security. In a competitive situation where building a relationship isn't important.Focusing solely on getting what one wants. it's no longer an option. b. The individual seeks strength from popularity based on acceptance. Relationships are the focus on Win/Win. There are five dimensions of the Win/Win model: Character. or of highly dependent persons. 4.People can seek mutual benefit in all human interactions. 6. Win/Lose may be appropriate. In a continuing relationship. regardless of the needs of others. The leadership style is permissiveness.no deal. In relationships. . When there is a relationship of trust and emotional bank account balances are high.) 5. Agreements. the Scarcity Mentality). Accountability .what is to be done and when.human. Win/Win is the only viable alternative. being a loser isn't so bad. The agreement should include elements to create a standard by which people can measure their own success. 3. a. 1. there is a much greater probability of a successful. Win/Win or No Deal .The competitive paradigm: if I win. This is the philosophy of adversarial conflict.If we can't find a mutually beneficial solution. Relationships. Performance agreements or partnership agreements give definition and direction to Win/Win. Supportive Systems and Processes.the standards of performance and time(s) of evaluation. war. Living this paradigm can result in psychosomatic illness from repressed resentment. we agree to disagree agreeably . When relationships are paramount. etc. The most appropriate model depends on the situation. A key trait is the abundance mentality that there is plenty for everybody (v. Defined results (not methods) . you lose.The "Doormat" paradigm. Character is the foundation of Win/Win. Lose/Lose .Win/Win is one of six total philosophies of human interaction. The leadership style is authoritarian. even at their own expense. Win/Lose . technical or organizational support available to accomplish the results. They shift the paradigm of production from vertical (Superior .. the relationship is the key to turning the situation around. 2. financial.

Identify new options to achieve those results. The spirit of Win/Win cannot survive in an environment of competition or contests. The Win/Win process has four steps. but cooperation in the workplace is as important to free enterprise as competition in the marketplace. 4. BEGINNING WITH THE END IN MIND IS ABOUT VISION. develop individual achievable goals and team objectives to be rewarded. The Reward System is a key element in the Win/Win model. CREATION. The agreement may be written by the employee to the manager to confirm the understanding. VALUES. Identify the key issues and concerns (not positions) involved. HABIT 3: PUT FIRST THINGS FIRST TO LIVE A MORE BALANCED EXISTENCE. ALL IT TAKES IS REALIZING THAT IT'S ALL RIGHT TO SAY NO WHEN NECESSARY AND THEN FOCUS ON YOUR HIGHEST PRIORITIES. IT DEALS WITH MANY OF THE QUESTIONS ADDRESSED IN THE FIELD OF TIME MANAGEMENT. AND PRIORITIES. ROLES. THIS HABIT IS WHERE HABITS 1 AND 2 COME TOGETHER. Determine what results would make a fully acceptable solution. last year's performance.e. All of the company's systems should be based on the principle of Win/Win. in terms of the needs and concerns of the other party. Consequences . the organizational consequences of behaviors should be identified. In addition to personal consequences. Then the manager can initiate action and resolve obstacles so employees can do their jobs. You can only achieve Win/Win solutions with Win/Win procedures. YOU'RE THE CREATOR. c. Psychic. 5. .what will happen as a result of the evaluation. Instead. or another location or individual where cooperation and interdependence aren't required. a. HABIT 2 IS THE FIRST. enabling employers to manage themselves within the framework of the agreement. Opportunity and Responsibility. Talking Win/Win but rewarding Win/Lose results in negating the Win/Win paradigm. HABIT 1 SAYS. Win/Win is not a personality technique. Competition has its place against market competitors. d. IT HAPPENS DAY IN AND DAY OUT. See the problem from the other point of view. It's a total paradigm of human interaction.Financial. "YOU'RE IN CHARGE. Reward both P (production) and PC (building production capacity). Developing Win/Win performance agreements is the central activity of management. the other team members will be losers. THE PHYSICAL CREATION. OR MENTAL. b. HABIT 3 IS THE SECOND CREATION. BUT THAT'S NOT ALL IT'S ABOUT." BEING PROACTIVE IS ABOUT CHOICE. YOU HAVE TO RECOGNIZE THAT NOT DOING EVERYTHING THAT COMES ALONG IS OKAY. MOMENT-BY-MOMENT. THERE'S NO NEED TO OVEREXTEND YOURSELF. The Compensation system of the managers should be based on the productivity and development of their people. There are four kinds of consequences that management or parents can control . If the outstanding performance of a few is rewarded. HABIT 3 IS ABOUT LIFE MANAGEMENT AS WELL--YOUR PURPOSE.

or if you win. YOU ARE ORGANIZING AND MANAGING TIME AND EVENTS ACCORDING TO THE PERSONAL PRIORITIES YOU ESTABLISHED IN HABIT 2. . and it tastes pretty darn good! A person or organization that approaches conflicts with a win-win attitude possesses three vital character traits: 1. IF YOU PUT FIRST THINGS FIRST. it's not fair. Maturity: expressing your ideas and feelings with courage and consideration for the ideas and feelings of others 3. you lose. but you also have to be confident. values. if I win. but how much fun is it really? Win-win sees life as a cooperative arena. We think about succeeding in terms of someone else failing--that is. you not only have to be empathic. not a competitive one. To do that--to achieve that balance between courage and consideration--is the essence of real maturity and is fundamental to win-win. To go for win-win.WHAT ARE "FIRST THINGS?" FIRST THINGS ARE THOSE THINGS YOU. We all play the game. There is only so much pie to go around. It is a character-based code for human interaction and collaboration. Most of us learn to base our self-worth on comparisons and competition. Integrity: sticking with your true feelings. and I'm going to make sure you don't get anymore. nor is it a quick-fix technique. there is less for me. It is a balancing act between courage and consideration. You not only have to be considerate and sensitive. Win-win requires that you be both. you also have to be brave. and if you get a big piece. I lose. Win-win means agreements or solutions are mutually beneficial and satisfying. PERSONALLY. and commitments 2. We both get to eat the pie. FIND OF MOST WORTH. Life becomes a zero-sum game. Win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Abundance Mentality: believing there is plenty for everyone Many people think in terms of either/or: either you're nice or you're tough. HABIT 4: THINK WIN-WIN Think Win-Win isn't about being nice.

Sign up to vote on this title
UsefulNot useful