7 Habits Participant Guide

SIGNATURE EDITION 4.
0
SIGNATURE EDITION 4.0
The Proven Personal-Leadership System

Based on Timeless Principles of Effectiveness
Ligia Cajas
Name
IMPORTANT NOTICE
Copyright © Franklin Covey Co. All rights reserved.
FranklinCovey owns or controls all proprietary rights and copyrights to the content contained
herein. Except as provided for under a license agreement, no part of this publication may be
transferred, resold (in part or whole), file-shared, copied, reproduced, modified, stored in a
retrieval system, transmitted (e.g., sent via email), or made public (e.g., posted to Slideshare,
Facebook, YouTube) in any form without the express written permission of FranklinCovey.
FranklinCovey may pursue criminal and civil claims for any unauthorized use, misappropriation,
or distribution of any content contained herein.
ABOUT FRANKLINCOVEY
FranklinCovey is a global company specializing in performance improvement.
We help organizations achieve results that require a change in human behavior. Our expertise
is in seven areas: Leadership, Execution, Productivity, Trust, Sales Performance, Customer
Loyalty, and Education.
For FranklinCovey All Access Pass® inquiries, call 855-711-CARE (2273). Product and program
catalogs can be requested by calling 888-868-1776 in the United States or by contacting your
local representative outside the United States.
Franklin Covey Co.

2200 W. Parkway Blvd.
Salt Lake City, UT 84119
www.franklincovey.com
0617S
30% Post-Consumer Fiber.
LEA1813835 Version 1.2.4

Paradigms and
Principles of
Effectiveness
“ People who live by the character ethic
have strong roots, deep roots. They
withstand the stresses of life, and they keep
growing and progressing.”
Stephen R. Covey
PARADIGMS AND PRINCIPLES OF EFFECTIVENESS
The 7 Habits® Promise

By living the 7 Habits, you will become profoundly more effective in the things that
matter most to you in your work and personal life. List some things you would like
to change in order to become more effective.
WORK:
Work just 8 hours with good results

Achieve the plan for the year
PERSONAL:
Have a better balance in my work and personal life

Study and learn other things: PNL - Programación Neuro Linguística
2 © Franklin Covey Co. All rights reserved.

EFFECTIVENESS DEFINED
The essence of effectiveness is that you

get the results you want today in such a
way that you can get even better results in
the future.
© Franklin Covey Co. All rights reserved. 3

If you apply even one of the 7 Habits today,
you can see immediate results; but it’s a
lifetime adventure—a life promise.
- Stephen R. Covey

P 1 2 3 4 5 6 7
The 7 Habits Process
PREPARE LEARN & PRACTICE LIVE
• The 7 Habits • The 7 Habits

Assessment Work Session
YOU ARE HERE
CREATE AN EFFECTIVE LEARNING ENVIRONMENT:

Character: The Roots of Effectiveness

Like the top of a tree, our personality is what people see first. Although image,
techniques, and skills can influence our success, the real source of lasting
effectiveness lies in a strong character—the roots.
PERSONALITY
CHARACTER
Our first energies should go to our own character

development, which is often invisible to others, like the roots
that sustain great trees. As we cultivate the roots, we will
begin to see the fruits.
- Stephen R. Covey

P 1 2 3 4 5 6 7
Introduction to the Maturity Continuum
INTERDEPENDENCE
INDEPENDENCE
Decision making
Self suficiency - Self initiative -

(+) new ideas (-) proactivity
DEPENDENCE

Stages of Maturity
Like a mature tree, personal and interpersonal effectiveness comes through a process
of natural growth. Identify below the behaviors you observe at each level of
maturity in your work or personal life. Then determine the results (positive and/or
negative) people get from using those behaviors.
INTERDEPENDENCE
Behaviors
Results
INDEPENDENCE
Behaviors Self sufficiency, take risks

Self initiative - proactive
Results Projects good for yourself (innov, loose opport,etc)

Decision making
DEPENDENCE
Behaviors
Results

P 1 2 3 4 5 6 7
The Maturity Continuum
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
Habit 6
BE UNDERSTOOD SYNERGIZE
PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PUT FIRST THINGS FIRST
PRIVATE VICTORY
Habit 1 Habit 2
BE PROACTIVE BEGIN WITH THE
END IN MIND
DEPENDENCE
Each of the 7 Habits is based on principles of effectiveness,

paradigms that are aligned with principles, and practices that
produce effective results.

How to Change Your Habits

The results we get in our lives depend on what we do. What we do depends on
how we see the world around us.
PARADIGMS
SEE
PRINCIPLES
OF EFFECTIVENESS
T
GE
DO
RESULTS PRACTICES
See-Do-Get Cycle

P 1 2 3 4 5 6 7
What Are Your Paradigms?
Paradigms are the way we see,

understand, and interpret the
world—our mental map.
IDENTIFY YOUR PARADIGMS:
If you want to make minor changes in your life, work on

your behavior. But if you want to make significant, quantum
breakthroughs, work on your paradigms.
- Stephen R. Covey

Paradigm Shifts
Think of a time in your life where you experienced a Paradigm Shift (e.g., you
experienced a role change, witnessed a dramatic event, or learned new information).
1. What was the event or circumstance?
2. What did you learn that changed your paradigm? (SEE)
3. How did that Paradigm Shift affect your behavior? (DO)
4. What results did you get? (GET)
SEE
5. Which principles of effectiveness applied?
PRINCIPLES
OF EFFECTIVENESS
T
GE
DO

Principles are timeless, universal, self-evident,
and in operation, whether we accept or understand
them or not.
7 HABITS PRINCIPLES
Habit 1: Be Proactive®
Responsibility, choice, accountability, initiative, resourcefulness
Habit 2: Begin With the End in Mind®

Vision, commitment, purpose
Habit 3: Put First Things First®

Focus, integrity, discipline, prioritization
Habit 4: Think Win-Win®

Mutual benefit, fairness, abundance
Habit 5: Seek First to Understand, Then to Be Understood®

Respect, mutual understanding, empathy, courage
Habit 6: Synergize®
Creativity, cooperation, diversity, humility
Habit 7: Sharpen the Saw®

Renewal, continuous improvement, balance

Teach to Learn
Paradigms and Principles of Effectiveness
The 7 Habits of Highly Effective People
Effectiveness
Getting the results you want in such a way that you can get even better
results in the future.
Key Concepts
Roots of Effectiveness
SEE
The Maturity Continuum PRINCIPLES OF

EFFECTIVENESS
T
GE
DO
SEE
How to Change Your Habits

PRINCIPLES OF
EFFECTIVENESS
T
GE
DO
SEE
Paradigms and Principles PRINCIPLES OF

EFFECTIVENESS
of Effectiveness
T
GE
DO

P 1 2 3 4 5 6 7
What did you find most insightful about “Paradigms and

Principles of Effectiveness”?
Sow a thought, reap an action; sow an action,

reap a habit; sow a habit, reap a character;
sow a character, reap a destiny.
- Samuel Smiles

Notes

HABIT 1
Be Proactive ®
The Habit of Personal Responsibility
“ While thumbing through a book, I came across

an idea that changed my whole outlook—
between what happens to us and our response
is a space, and the key to our growth and
happiness is how we use that space.”
Stephen R. Covey
HABIT 1
Be Proactive ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
Habit 6
PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
HABIT 1
PRIVATE VICTORY
Habit 2
END IN MIND
DEPENDENCE
Based on the principles of responsibility, choice, accountability,

initiative, and resourcefulness.

1 2 3 4 5 6 7
Common Highly Effective

Paradigm Paradigm
This is just the way things are and I am free to choose and am
there’s not much I can do about it. ultimately responsible for
my happiness.

Practices Practices
• React based on moods, • Pause and respond based on
feelings, and circumstances. principles and desired results.
• Blame, accuse, and use victim • Use proactive language.
language.
• Waste time and energy on • Focus on your Circle of
things you can’t control. Influence.
• Pass negative patterns along. • Become a Transition Person.
ASSESSMENT SCORE AND FOCUS AREAS

HABIT 1 BE PROACTIVE
Pause and Respond Based on

Principles and Desired Results
Reactive Behavior
When people are reactive, they allow outside influences (moods, feelings, and
circumstances) to control their response.
STIMULUS
STIMULUS RESPONSE
Proactive Behavior
When people are proactive, they pause to allow themselves the freedom to choose
their response based on principles and desired results. Their freedom to choose
expands as they wisely use the space between stimulus and response.
FREEDOM
STIMULUS
STIMULUS
STIMULUS RESPONSE
TO CHOOSE
STIMULUS
STIMULUS RESPONSE STIMULUS

1 2 3 4 5 6 7
Your Reactive Behavior

1. When are you most likely to respond reactively?
When I am stressed with a lot of work and
2. Describe a recent situation in which you were reactive.
3. What did you say, do, think, or feel?
4. Where do your reactive tendencies come from?
YOU ARE BEING REACTIVE YOU ARE BEING PROACTIVE

WHEN YOU: WHEN YOU:
• Get angry and say things • Remain calm.

you regret.
• Don’t take accountability for • Take responsibility.
your actions.
• Whine and complain. • Think before acting.
• Blame other people and things. • Focus on solutions.
• Act like a victim. • Take initiative to make things
happen.

Where Do My Behaviors Come From?
GENES
“I was born this way.”
UPBRINGING
“My parents raised me this way.”
ENVIRONMENT
“I can’t help it. I’m in a reactive environment.”

You are influenced by your genes, by your
upbringing, and by your environment,
but you are not determined by them.
- Stephen R. Covey

FREEDOM
STIMULUS
STIMULUS
STIMULUS RESPONSE
TO CHOOSE
Proactive Behavior
STIMULUS
STIMULUS FREEDOM
STIMULUS
STIMULUS
STIMULUS RESPONSE
TO CHOOSE
THE 4 UNIQUE HUMAN GIFTS
SELF-AWARENESS IMAGINATION CONSCIENCE INDEPENDENT WILL
The 4 Unique Human Gifts

SELF-AWARENESS
1 Our ability to stand apart from ourselves and examine our thoughts,
moods, and behaviors.
IMAGINATION
2 Our ability to visualize beyond our experience and present reality.
CONSCIENCE
3 Our ability to sense right from wrong.
INDEPENDENT WILL
4 Our ability to act, independent of external influences.

1 2 3 4 5 6 7
Apply the 4 Unique Human Gifts

Think about a specific situation in which you tend to respond reactively.
SELF-AWARENESS
What effect does your reactive behavior have on you, your relationships, and your
capacity to get effective results?
IMAGINATION
What effect do you want to have on yourself, relationships, and results?
CONSCIENCE
What is a better, more appropriate response?
INDEPENDENT WILL
What will you do to pause and respond in a better way next time?

Pause Before Responding

Situation: Your office is swirling with rumors that your company is about to be
acquired by a large multinational corporation. You’re worried that your department
will be eliminated because you’ve noticed increased scrutiny from senior managers.
In fact, just this week you received a scathing email from your manager about a fairly
minor issue.
You are confident that you and your team have done great work over the last
several years, saving the company a great deal of money. You enjoy your work and
have good working relationships across the company. You’re wondering if senior
leadership is aware of your contributions—and if it would matter if they were.
No matter how well you’ve performed, your team could be eliminated anyhow.
1. What are the moods, feelings, and circumstances associated with this situation?
2. What are some reactive responses to this situation? What would be the
consequences of responding reactively?
3. What are some proactive responses? What would be the consequences of

responding proactively?

1 2 3 4 5 6 7
Use Proactive Language

REACTIVE LANGUAGE PROACTIVE LANGUAGE
• “I can’t.” • “I can.”
• “It’s not my fault.” • “I’m sorry.”
• “I have to.” • “I choose to.”
• “We have no other choice.” • “Let’s look at all of our options.”
• “They won’t let me.” • “I will get this done.”
• “There’s nothing we can do.” • “There must be something we can do.”
Proactive language is the language of leadership.

- Rajan Kaicker

E OF CONCE
RCL R
CI
N
CIRCLE OF
INFLUENCE
Focus on Your Circle of Influence

Your Circle of Influence includes those things you can affect directly. Your Circle
of Concern includes all those things you care about but over which you have little
or no control.
E OF CONCE
R CL R
CI
CONC E OF CONCE OF CONC
N
E
ER RCL R CL ER
I IR
Reactive Focus
C
C
N
N
N
CIRCLE OF
When people focus on things they cannot INFLUENCE
E OF CIRCLE CIRCLE OF
ENCE control, they have less time andOF
energy to spend INFLUENCE
INFLUENCE
on things they can influence. Consequently,
their Circle of Influence shrinks.
OF CONC E OF CONCE
CLE ER RCL R
R I
Proactive Focus
C
C
N
N
CI
When people focus on things they can

CIRCLE OF CIRCLE OF
influence, they expand their knowledge and
INFLUENCE INFLUENCE
experience, and they build trustworthiness.
As a result, their Circle of Influence grows.

1 2 3 4 5 6 7
Circle of Influence Activities

Consider where you spend your time and energy in a typical day. Write each
activity in the appropriate circle.
F CONC
CLE O ER
IR N
C
CIRCLE OF
INFLUENCE

Circle of Influence Challenge

1. Identify a challenging work or personal situation—one that frustrates you and
for which you have some responsibility.
2. Identify areas of concern.

E OF CONCE
RCL R
CI
N
CIRCLE OF
INFLUENCE
3. Identify areas you can influence.
4. What actions will you take this week within your Circle of Influence?
OF CONC E OF CONCE
CLE ER RCL R C
R I IR
C
C
N
N
CI
CIRCLE OF CIRCLE OF
INFLUENCE INFLUENCE

1 2 3 4 5 6 7
YOU
PAST FUTURE
NEGATIVE POSITIVE
PATTERNS PATTERNS
Become a Transition Person

A Transition Person breaks unhealthy, harmful, abusive, or ineffective learned
behaviors and replaces them with proactive, helpful, effective behaviors. This person
models positive behavior and passes on effective habits that strengthen and build
others in positive ways.
PAST FUTURE
NEGATIVE POSITIVE
PATTERNS PATTERNS
YOU
1. Who has been a Transition Person for you personally?
2. What effect/influence did this person have on you?
3. Identify a specific situation in which you could become a Transition Person.

Consider your Circle of Influence at work, in your personal life, in your family,
and in your community.
To the world, you may be just one person; but to one

person, you may be the world.
- Josephine Billings

FREEDOM
STIMULUS
E OF CON
STIMULUS
STIMULUS RESPONSE
L CE TO CHOOSE
RC R
CI
N
Teach to Learn CIRCLE OF
INFLUENCE
Habit 1: Be Proactive
STIMULUS
STIMULUS FREEDOM
STIMULUS
STIMULUS
STIMULUS RESPONSE
TO CHOOSE
PAST
NEGATIVE Highly Effective Paradigm F CON F CON
OF CONC LE O CE LE O CE
PATTERNS
LE E C C
I am freeRto choose and am ultimately
IR R R
RC
THE 4 UNIQUE HUMAN GIFTS
responsible for my happiness.IR
YOU
C
C
N
N
N
CI
SELF-AWARENESS IMAGINATION CONSCIENCE INDEPENDENT WILL

CIRCLE OF CIRCLE OF CIRCLE OF
INFLUENCE INFLUENCE INFLUENCE
Highly Effective Practices
Pause and respond based on

principles and desired results.
Use proactive language. “I CHOOSE”
Focus on your Circle of Influence.
Become a Transition Person.

1 2 3 4 5 6 7
What did you find most insightful about Habit 1: Be

Proactive?
It’s not what people do to us that hurts us, it’s our chosen
response to what they do that hurts us.
- Stephen R. Covey

Notes

HABIT 2
Begin With the

End in Mind ®
The Habit of Personal Vision
“ It’s incredibly easy to work harder and harder at

climbing the ladder of success, only to discover
that it’s leaning against the wrong wall.”
Stephen R. Covey
HABIT 2
Begin With the End in Mind ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
Habit 6
PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 HABIT 2
BE PROACTIVE BEGIN WITH THE END IN MIND
DEPENDENCE
Based on the principles of vision, commitment, and purpose.

P 1 2 3 4 5 6 7

Paradigm Paradigm
I can’t predict how my life will Clearly defining my vision
turn out, so I just go with the flow. and purpose in life will make
all the difference.

Practices Practices
• Get started without a clear idea • Define outcomes before
of what you want to achieve. you act.
• Let others’ agendas and • Create and live by a Personal
circumstances define how you Mission Statement.
live your life.

HABIT 2 BEGIN WITH THE END IN MIND
Define Outcomes Before You Act
MENTAL PHYSICAL
FIRST CREATION SECOND CREATION
Define Outcomes Achieve Outcomes
A clear agenda and objective A productive meeting
Well-researched market A successful product in the
specifications marketplace
A goal with a clear end point A goal achieved with excellence
and deadline
A compelling Personal Mission A life of contribution and fulfillment
Statement
Do you Begin With the End in Mind:

At the start of every meeting?
When you plan a new year, week, or day?
When you begin a new project?
When you plan a vacation?
Before you begin a critical conversation?
When you enter an important relationship?

P 1 2 3 4 5 6 7
How Will You Know?

Choose two or three of the situations below (or choose your own). Define the
desired outcomes of those situations. Use your imagination to determine how you
will know whether or not you have succeeded. What does the final result look like?
How does it feel to you and others? Be specific and descriptive in your language.
How will you know that you have:
• Improved your health?

Yes, i do exercises 4 days a week and eat healthy
• Create a team that works all together?

I look for a team work, in the past I used to do meetings to create a team work a
Manage a crisis well?

•
I think so... I always keep calm and try to look for new
• Become an effective boss?
• Had a great activity?

Create and Live by a

Personal Mission Statement
Highly effective people shape their own future instead of letting other people, their
culture, or their circumstances determine it. A good mission statement:
• Is based on principles of effectiveness.
• Clarifies what is most important to you—your deepest values.
• Provides direction and purpose.
• Addresses the most important aspects of your life.
• Represents the best in you.
A PERSONAL MISSION STATEMENT IS
a constitution by which you make all the

decisions for your life.

P 1 2 3 4 5 6 7
People Who Have Influenced You

Imagine you could invite to dinner four or five people who have influenced you
the most—past or present—and all are sitting at the table with you. Write their names
below. Then record the qualities or attributes you admire most in these people.
Name: Guadalupe Catota

Qualities or Attributes:
Discipline, faith, love
Name: Gonzalo Cajas

Generosity, how to prioritize in life, family
Name: Carlos Montúfar

Charm, empathic, influence in people
Name: Gisela Palacios

Faith, love
Name:

Discover Yourself
As you answer the following questions, consider the unique human
gifts of self-awareness, imagination, and conscience. You will
exercise independent will when you put your answers to these
questions into action.
Self-Awareness
• I am at my best when:
I am with my family and friends, with people as overall
• I am at my worst when:
I see injustice
• What do I really love to do at work?

To analyze and to interact with my collegues
• What do I really love to do in my personal time?
Share with my family, dance, visit new places
• My natural talents and gifts are:
Be emphatic, generate confidence with people

We detect rather than invent our
missions in life.
- Viktor Frankl

Imagination
• If I had unlimited time and resources, what would I choose to do?
• Possible life goals for me are:
• I want to be a person who:
Conscience
• What do I consider to be my most important future contribution to others?
• Are there things I feel I really should do, even though I may have dismissed
such thoughts many times? What are they?

P 1 2 3 4 5 6 7
Tribute Statements
Being effective means taking the time to define the legacy you want to leave in
each of your key roles. These roles represent your most important relationships
and responsibilities.
Define the legacy you want to leave by completing on the next page the following steps:
1. Identify up to seven key roles (both work and personal).
2. Identify a key person’s name for each role.
3. V
isualize your 80th birthday celebration. At the celebration are the key people
from each role. In the “Tribute Statements” boxes, write what you would like
each person to say about your legacy and the impact you’ve had on his or her life.
There is no greater joy nor greater reward than to make a

fundamental difference in someone’s life.
- Mary Rose McGeady

Write Tribute Statements for Key Roles

Roles and
Relationships Tribute Statements
Role 1: Gracias por compartir tu vida conmigo, he sido

Wife
muy feliz a tu lado!
Key Person:
Sergio Sánchez
Role 2: Estamos orgullosos de ti, haz sido la persona

Daughter
llena de valores que formamos
Key Person:
Guadalupe Catota
Role 3: A pesar de la distancia siempre hemos estado

Sister
juntas, compartiendo nuestras vidas
Key Person:
Liria Cajas
Role 4: Gracias por ser mi cómplice y mi amiga que me

Aunt
apoya siempre
Key Person:
Mateo Palacio
Role 5: Hiciste un cambio en mi vida, gracias por tu

Stepmother
paciencia y cariño!
Key Person:
Sergio Sánchez L.
Role 6:
Key Person:
Role 7:
Key Person:

P 1 2 3 4 5 6 7
Identify Long-Term Goals

What two or three key things could you do in each role to help make these tribute
statements a reality?
Mantener el diálogo y la confianza mutua

Role 1
Disfrutar del tiempo juntos, entendiéndonos y complaciéndonos

Orar por nuestra relación, ojalá sea posible casarnos el eclesiástico
Seguir en nuestra comunicación diaria, escucharles sus necesidades

Role 2
Traerles a MX a compartir conmigo el mayor tiempo posible

Cuidarles en sus enfermedades y orar por su salud y vida
Compartir más tiempo con ella aunque sea en conversaciones

Role 3
telefónicas, ojalá presenciales

Orar por su vida y para que tenga la sabiduría de formar bien a Mateit
Mantener mi comunicación con él aunque fuera virtual para construir

Role 4
una relación con él, guiarle y aconsejarle desde mi rol

Orar cada día porque sea un hombre de bien en todos los roles de su
Aconsejarle desde mi rol para inculcarle y fortalecer valores y

Role 5
principios, ayudarle a que vea la vida de una forma diferente

Ayudarle a su encuentro con Dios, orar por él para que se oriente más
Role 6
Role 7

Draft Your Personal Mission Statement

• Write for 5 minutes without stopping.
• When you can’t think of anything else to write, keep your pen or pencil
moving until something else comes to mind.
• Don’t worry about what it looks like. Get your thoughts down on paper.
Vivir con amor cada día de mi vida, dar lo que tengo en mi corazón, construir
relaciones, cuidarlas y ayudarlas a ver la vida con el amor a Dios, ser
testimonio de su amor y mostrar al mundo que el Señor vive en nosotros, nos
ama y nos hace felices con su paz y su amor.
Disfrutar cada día de mi vida, disfrutar de las pequeñas cosas que me hacen
feliz y ser agradecida con Dios y con la vida, de todo lo que tengo y lo que soy.
Ayudar a mis sobrinos e hijastro a ver la vida con este lente del amor, de la paz
y de la comprensión, influir a mi alrededor para facilitar la vida y disfrutarla.
Fortalecer mi relación con Dios, quedarse en la fuente inagotable de su amor y
devolver todo lo que recibo de El a mis hermanos a mi alrededor.
Ver en mi interior y buscar la forma de expresarme mejor, encontrar para lo que
soy buena en mi tiempo libre, dejar de lado tanto trabajo y descubrirme mejor
como persona que busca transmitir amor y paz, descubrir mis suceptibilidades
y trabajar en canalizarlas a la acción.

P 1 2 3 4 5 6 7

Revise and Refine Your Personal Mission Statement

Take the next few weeks to revise and refine your mission statement. Consider the
following ideas:
• Use the Habit 2 activities in the 7 X 7 Contract ™.

• Use ideas from the “Mission Statement Builder” in the Living the 7 Habits™ app.
• Read: “Rescripting: Becoming Your Own First Creator” in The 7 Habits of
Highly Effective People (Habit 2).
• Review others’ mission statements, books of quotations, poetry, biographies,
and other literature for language that inspires you.
• Keep a personal journal or review a past journal to build a greater sense of
self-awareness.
• Create a one- or two-sentence mission statement and commit it to memory.
• Consider creating a visual or an audio version of your Personal Mission Statement.
• Share your Personal Mission Statement with others—friends, family, social media, etc.
It doesn’t really matter how fast you’re going if you’re

heading in the wrong direction.
- Stephen R. Covey

PERSONAL
Mission Statement Gallery
I want to be the kind

of person my dog
THE GOOD LIFE already thinks I am.
Keep kindness and goodness in
my heart
Live simply
Be happy for others
Replace worry with faith
Don’t waste energy on the what-ifs
Let go of things that hold me back
Keep my thoughts in believing
places
Live like there is no tomorrow Love everyone you meet

51
Laugh every chance you get Learn from your mistakes
© Franklin Covey Co. All rights reserved.
To laugh often and love much;
To win the respect of intelligent people
And the affection of children;
To earn the approbation of honest critics
And endure the betrayal of false friends;
To appreciate beauty;
To find the best in others;
To give of one’s self;
To leave the world a bit better,
Whether by a healthy child,
A garden patch,
Or a redeemed social condition;
To have played and laughed with
To strive honestly and enthusiasm
joyfully to become the And sung with exultation;
To know even one life has breathed
absolute best version of
easier
myself that is possible,
Because you have lived–
while sharing all that I have This is to have succeeded.
to offer with the world and
people around me. - Anonymous
Create an abundant life by serving my family, friends,

community, and those in need.

To use my
creativity &
positivity to
better the lives
of those around
me, and inspire
others through a
quiet and inner
strength.
Resolution
Let the first act of every morning be to make the following resolve for the day:
I shall not fear anyone on Earth. I shall fear only God. I shall not bear ill will toward
anyone. I shall not submit to injustice from anyone. I shall conquer untruth by
truth. And in resisting untruth, I shall put up with all suffering. - Mahatma Gandhi
my mission:
be tr ue.
be you.
put love
in what
you do.
TEAM AND ORGANIZATION
To provide the public with the Our purpose is to empower

best possible fire suppression, logistics for companies and
emergency, medical, and fire- organizations with winning
prevention service, and to treat all aspirations who seek to
individuals as if they were family. make a difference.
- Swedish Software-
- Fire Station 51 Development Company
We enable
greatness in
people and
organizations
everywhere.
- FranklinCovey
Developing
Leaders
One Child
at a Time.
54
- Elementary School © Franklin Covey Co. All rights reserved.
FAMILY
Our Family Mission:
No empty chairs
This family will...

Be Attentive Have Time Together
Be Respectful Have Compassion
Be Healthy & Active Have Gratitude
Be Positive Have Fun
nurturing and
Create a Have a Purpose
supportive environment
of unconditional
love and respect.
Encourage each other’s
creativity and
passion. To live each
day with integrity,
intention,
altruism, and with a thirst
for adventure.
Teach to Learn
Habit 2: Begin With the End in Mind
Highly Effective Paradigm

Clearly defining my vision and purpose in life will make all the difference.
Define outcomes before you act.
MENTAL PHYSICAL
FIRST CREATION SECOND CREATION
Create and live by a Personal

Mission Statement.

P 1 2 3 4 5 6 7
What did you find most insightful about Habit 2:

Begin With the End in Mind?
Lead your life or someone else will.

- Stephen R. Covey

Notes

Mission Statement
HABIT 3
Put First
Things First ®
The Habit of Personal Management
“ The main thing is to keep the main thing the

main thing.”
Stephen R. Covey
HABIT 3
Put First Things First ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
Habit 6
PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
HABIT 3 PUT FIRST THINGS FIRST
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE
Based on the principles of focus, integrity, discipline, and prioritization.

P 1 2 3 4 5 6 7

Paradigm Paradigm
I spend time on what’s most urgent. I spend time on what’s most
important.

Practices Practices
• Spend most of your time on • Focus on your highest priorities.
managing crises and other
people’s agendas.
• Try to do it all. • Eliminate the unimportant.
• Plan sporadically or not at all. • Plan every week.
• Give in to the pressures of the • Stay true in the moment
moment. of choice.

Things which matter most must never be at
the mercy of things which matter least.
- Johann Goethe

P 1 2 3 4 5 6 7
What Could Make a Difference?

What one thing could you do on a regular basis, that you
are not doing now, that would make a significant, positive
difference in your work and personal life?
WORK:
Focus on my work plan and not in the requests that I have

every day.
PERSONAL:
Accomplish the work schedule to have personal time to do

other things.

Focus on Your Highest Priorities

The Time Matrix®
NOT URGENT
URGENT
Q1 NECESSITY
Q2 EFFECTIVENESS
Proactive work
IMPORTANT
Crises Important goals

Emergency meetings Creative thinking
Last-minute deadlines Planning and prevention
Pressing problems Relationship building
Unforeseen events Learning and renewal
Recreation
Q3 DISTRACTION Q4 WASTE
NOT IMPORTANT
Needless interruptions Trivial work

Unnecessary reports Avoidance activities
Irrelevant meetings Excessive relaxation,
Other people’s minor issues television, gaming,
Unimportant email, Internet
tasks, phone calls, status Time-wasters
posts, etc. Gossip
IMPORTANT
Activities that represent your mission, roles, values, and high-priority goals.
URGENT
Activities that require immediate attention.

THE QUADRANT SELF-CHECK
Ask yourself these questions on a regular

basis:
1. Which quadrant am I in right now?
2. Why am I here?
3. How long have I been here?
4. What are the consequences of

staying here?

Eliminate the Unimportant

Identify activities in your typical day or week. Assign each activity to a quadrant.
URGENT NOT URGENT
Q1 NECESSITY Q2 EFFECTIVENESS
Responder mails Reuniones con OF para
IMPORTANT
Entregar presupuestos y planificar la semana de

reportes trabajo para las 2
Analizar la información Planificar la gestión
financiera de los países estratégica finan.SMT, finan
Resolver los temas que me Descansar y tomar mi tiemp
piden de los países Capacitación
Q3 DISTRACTION Q4 WASTE
NOT IMPORTANT
Reuniones que no me FB
agregan valor
Pedidos de otras áreas
donde solo apoyo
Describe how you will eliminate the unimportant Q3 and Q4 activities.

P 1 2 3 4 5 6 7
Q3 in the Workplace
URGENT NOT URGENT
Q1 NECESSITY Q2 EFFECTIVENESS
IMPORTANT
Crises Proactive work

Emergency meetings Important goals
Last-minute deadlines Creative thinking
Pressing problems Planning and prevention
Unforeseen events Relationship building
Learning and renewal
Recreation
Q3
Q3 DISTRACTION
DISTRACTION
Q4 WASTE
NOT IMPORTANT
Needless interruptions Trivial work

Needless interruptions
Unnecessary reports Avoidance activities
Unnecessary
Irrelevant reports
meetings Excessive relaxation,
Irrelevant
Othermeetings
people’s minor issues television, gaming,
Other people’s minor
Unimportant issues
email, Internet
Unimportant email,
tasks, phone calls, status Time-wasters
tasks, phone
posts, etc.calls, status Gossip
posts, etc.
What are the chronic Q3 activities in your workplace?
How can you help reduce or eliminate them?

Your Important Things

List five or six important things you want to put first in your
work and personal life, then prioritize them.
1 Fe - relación con Dios
2 Relación con mi familia: esposo, papás, hermana,

sobrino, familia política
5 Relación con amigos, mantener los que tengo y construir

nuevas relaciones
6 Descanso - relajación
4 Cuidar mi cuerpo: salud y equilibrio : ejercicios, vida

sana
3 Trabajar con amor y pasión

If you were to ask me what single practice
would do more to balance your life and in-
crease your productivity than any other, it
would be this: plan your week each week
before the week begins.
- Stephen R. Covey

Plan Every Week

1. Connect With Mission, Roles, and Goals
• Which key words from your Personal

Mission Statement will help guide your
direction this week?
• Which roles would benefit from your

attention this week?
Big Rocks WEEK OF: _________________________________________
ROLES BIG ROCKS
• How can you achieve balance in your roles

BODY:
Sharpen MIND:
1
the Saw® HEART:
SPIRIT:
2 each week?
3
4
• Which long-term goals do you want to
make progress on this week?
5
2. Schedule the Big Rocks © Franklin Covey Co. All rights reserved.
Ask the Big Rocks Question:

“What are the one or two most important things I can do in this role this week?”
WORK ROLE This Week’s Big Rocks:

Project Manager 1. Quarterly check-in with Juan
2. Prepare a budget proposal for next project.
PERSONAL ROLE This Week’s Big Rocks:

Parent 1. Schedule a meeting with Suzie’s teacher.
2. Family dinners

P 1 2 3 4 5 6 7
TIPS FOR WEEKLY PLANNING

• When? Before the week begins.
• Where? Someplace quiet.
• How long? 20–30 minutes.
3. Organize the Rest
Schedule your other activities, tasks, and appointments around your Big Rocks.
MON TUES WED THURS FRI SAT SUN
5 A.M.
Run Run Run Run
6
Int’l calls Int’l calls
8
Team Prepare Finish Review
mtg. budget client product
9 proposal report launch
10
11
Review Juan
graphics check-in
NOON
4
Dentist
appt.
5
Family Family Family
dinner dinner dinner
6
Schedule meeting
TASKS with Suzie’s teacher

Plan Weekly Practice
ROLES BIG ROCKS MONDAY

6 A.M.
BODY:
MIND: 7
1 Sharpen
the Saw® HEART:
SPIRIT: 8
9
2
10
11
3
12
4 2
4
5
6
6
7
7 TASKS

P 1 2 3 4 5 6 7
TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY

Stay True in the Moment of Choice

Situation: You are ready to meet with Will and you are way behind for the day.
You have 45 unopened emails and several voicemails you have not yet listened
to. Shelly comes to you and asks, “Have you completed that report you promised
me?” You haven’t. How will you stay true in the moment of choice, using Habit 3
concepts and practices?
Situation: You promised your family you’d be at Thursday’s family dinner, but as
you’re getting ready to leave work, a team member tells you there’s a serious issue
with an unhappy client. Your boss wants to jump right into problem-solving mode,
which could keep you at work all evening. How will you stay true in the moment
of choice, using Habit 3 concepts and practices?

P 1 2 3 4 5 6 7
Your Moment of Choice

Consider the two things you wrote on page 65. How will what you learned in
Habit 3 help you stay true in the moment of choice?
1. Be focus on my personal mission and objectives, look for my personal time and
respect it
You will only be able to say no to the popularity of Quadrant 3

if you have a bigger ‘yes’ burning inside.
- Stephen R. Covey

Teach to Learn
Habit 3: Put First Things First

I spend time on what’s most important.
Q2
Focus on your highest priorities.
Q3 Q4
Q2
Eliminate the unimportant. Q3 Q4
Big Rocks WEEK OF: _________________________________________
ROLES BIG ROCKS
Plan every week.

BODY:
Sharpen MIND:
1
the Saw® HEART:
SPIRIT:
Q2 3
Stay true in theQ3 Q4of choice.

4
moment
5

P 1 2 3 4 5 6 7
What did you find most insightful about Habit 3: Put First
Things First?
Action expresses priorities.

- Mahatma Gandhi

Winning the Private Victory®
HIGHLY EFFECTIVE PARADIGMS

SEE
Habit 1: I am free to choose and am
ultimately responsible for my
happiness.
Habit 2: Clearly defining my vision

PRINCIPLES
OF EFFECTIVENESS and purpose in life will make
all the difference.
T
Habit 3: I spend time on what’s most

GE
DO
important.
HIGHLY EFFECTIVE PRACTICES
Habit 1: • Pause and respond

RESULTS based on principles and
desired results.
Habit 1: I become the creative force of • Use proactive language.
my life. • Focus on your Circle of
Influence.
Habit 2: I have a clear vision of where • Become a Transition Person.
I want to go and who I want
to be. Habit 2: • Define outcomes before you act.
• Create and live by a Personal
Habit 3: I am disciplined and get the Mission Statement.
most important things done.
Habit 3: • Focus on your highest priorities.
• Eliminate the unimportant.
• Plan every week.
• Stay true in the moment of
choice.

P 1 2 3 4 5 6 7
Notes

Notes

Private Victory ®
to Public Victory ®
“ The Private Victory must precede the Public

Victory. You can’t invert that process any more
than you can harvest before you plant.”
Stephen R. Covey
Private Victory ®
to Public Victory ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
PUBLIC VICTORY
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE

P 1 2 3 4 5 6 7
Build Your Emotional Bank

Account With Others
The Emotional Bank Account (EBA) is a metaphor for the amount of trust that
exists in a relationship. Deposits build and repair trust in relationships. Withdrawals
break down and lessen trust in relationships.
Making Deposits and Withdrawals

Think of an associate with whom you have regular contact. Then mark the box
(withdrawal, neutral, or deposit) that best indicates how you would perceive the
other’s behavior if he or she:
WITHDRAWAL NEUTRAL DEPOSIT
Took you to lunch at an organic X

restaurant so you could talk about
how work was going.
Asked you to make a presentation in X

her place while she took the day off.
Found mistakes on a report you X - it

submitted and pointed out what you depends on
did wrong. the reaction
Tagged you in a photo on social X

media.
Sent you a text to wish you a happy X

birthday.

PRIVATE VICTORY TO PUBLIC VICTORY
Emotional Bank Account
Low Trust High Trust
WITHDRAWALS DEPOSITS
• Assume you understand. • Seek first to understand.
• Show unkindness, discourtesy, • Show kindness, courtesy, and
and disrespect. respect.
• Break promises. • Keep promises.
• Be disloyal; bad-mouth. • Be loyal to the absent.
• Create unclear expectations. • Set clear expectations.
• Be proud and arrogant. • Apologize.
• Hold grudges. • Forgive.
FOR A STRONG EBA…

• Know the person’s currency—what constitutes a deposit to one person may be a
withdrawal to another.
• Be sincere and consistent in your deposits.
• Make small deposits over time to build large account balances.
• Remember that close relationships require more deposits.
• Try not to make a withdrawal.

P 1 2 3 4 5 6 7
Building Your EBA

1. Identify an important work or personal relationship that is not as good as you
want it to be. What is your Emotional Bank Account balance with this person
(on a scale of –10 to +10)? Mark the graph below.
RELATIONSHIP
–10 –5 0 +5 +10
OVERDRAWN HIGH
BALANCE OF TRUST BALANCE OF TRUST
2. Describe three things you think the person you identified would consider deposits.
Lealtad en la ausencia
Cumplir promesas de entrega de resultados en tiempo y forma
Mostrar amabilidad y respeto
3. Describe three things you think the person you identified would consider
withdrawals.
Ser desleal
Crear falsas expectativas

Teach to Learn
Private Victory to Public Victory
Emotional Bank Account

A metaphor for the amount of trust that exists in a relationship.
Highly Effective Practice
Build your Emotional Bank Account

with others.

P 1 2 3 4 5 6 7
What did you find most insightful about the

Emotional Bank Account?
In relationships, the little things are the big things.

- Stephen R. Covey

PRIVATE VICTORY TO PUBLIC VICTORY
Notes

HABIT 4
Think Win-Win ®
The Habit of Mutual Benefit
“ In the long run, if it isn’t a win for both

of us, we both lose. That’s why win-win in
relationships is the only realistic alternative.”
Stephen R. Covey
HABIT 4
Think Win-Win ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
Habit 6
PUBLIC VICTORY
HABIT 4 THINK WIN-WIN
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE
Based on the principles of mutual benefit, fairness, and abundance.

P 1 2 3 4 5 6 7

Paradigm Paradigm
There is only so much, and the more There is plenty out there for
you get, the less there is for me. everyone, and more to spare.

Practices Practices
• Compare, compete, and feel • Have an Abundance Mentality.
threatened by other people’s
success.
• Be insensitive to the needs and • Balance courage and
wants of others, or relinquish consideration.
your needs and wants to the
demands of others.
• Consider only your own needs. • Consider other people’s wins as
well as your own.
• Expect to either win or lose. • Create Win-Win Agreements.

Six Paradigms of Human Interaction

1 WIN-LOSE:
“I’m going to win and you’re going to lose.”

• I use position, power, credentials, possessions, or personality to get my way.
• I care only about myself.
• I put down others so I look better.
• I compete rather than cooperate.
Thinking win-lose results in:
2 LOSE-WIN:
“Walk all over me; everyone else does.”

• I lack courage to express or ask for what I need.
• I am often intimidated; I give in and give up easily.
• I’m motivated by acceptance and popularity.
• I bury a lot of my feelings.
Thinking lose-win results in:

P 1 2 3 4 5 6 7
3 LOSE-LOSE:
“If I’m going to lose, so are you.”

• I am highly dependent.
• If I can’t win, neither will you.
• I want you to lose, even if it hurts me.
Thinking lose-lose results in:
4 WIN:
“As long as I win, I don’t care if you win or lose.”

• I’m self-centered and consider only my needs.
• I am unaware of how my win affects others.
• I don’t necessarily want others to lose; I just want to make sure I win.
Thinking win results in:

5 WIN-WIN:
“Let’s find a solution that works for both of us.”

• I value your needs and desires equally to my own.
• I seek mutual benefit.
• I cooperate rather than compete.
• I use courage and consideration when communicating.
Thinking win-win results in:
6 WIN-WIN OR NO DEAL:
“Let’s find a solution that works for both of us, or let’s

not play.”
• I seek win-win solutions.
• I can disagree respectfully if we cannot find an
acceptable solution.
• I have the ability to walk away from the negotiating table.
Thinking win-win or no deal results in:

Win-win is a frame of mind and heart
that constantly seeks mutual benefit in
all human interactions. Win-win is based
on the paradigm that there is plenty for
everybody—that one person’s success is
not achieved at the expense of others.
- Stephen R. Covey

Have an Abundance Mentality

Abundance Assessment
1. How often do you compare yourself to others to find a sense of self-worth? In
what ways do you compare yourself to others?
2. When negotiating, do you find it easier to think about your own needs, or the
needs of others? Why?

P 1 2 3 4 5 6 7
3. How do you feel when others close to you succeed at something you want to
succeed at?
4. Would the people you work and live with describe you as competitive or
cooperative? Why?

Maturity is the ability to express one’s own
feelings and convictions balanced with
consideration for the thoughts and feelings
of others.
- Hrand Saxenian

P 1 2 3 4 5 6 7
Balance Courage
and Consideration
Identify how you know when you are high or low in either courage or consideration.
You are high in You are high in

courage when: consideration when:
• You share your ideas and opinions • You acknowledge other people’s
with confidence. ideas and opinions.
• You are not threatened by honest • You make sure everyone has a
feedback from others. chance to speak.
• •
• •
• •
You are low in You are low in

courage when: consideration when:
• You have ideas you rarely voice • You interrupt people, finish their
out loud. sentences, or talk over them.
• You back away when interrupted. • You check email, take phone calls,
or answer texts while interacting
• You concede quickly when others
with others.
disagree with you.
• •
• •
• •

Strategies to Increase Courage and Consideration

I can increase my courage by:
I can increase my consideration by:

Win-win is the Golden Rule, basically. ‘Do
unto others as you would have them do unto
you.’ And the Golden Rule is a basic law of
life. It’s the law of all relationships that last. It’s
the essence of the interdependent world.
- Stephen R. Covey
© Franklin
FranklinCovey.
Covey Co. All rights reserved. 103
Consider Other People’s

Wins as Well as Your Own
Situation: Alan is part of a team undergoing a major reorganization. Alan’s boss,
Sarina, has asked Alan to assume the role of interim team manager. Already doing
the work of two, Alan is overworked and stressed out. Sarina’s boss is expecting
this team to deliver on a vital, deadline-driven customer initiative in order to meet
stakeholder expectations this quarter.
Alan’s Wins Sarina’s Wins

P 1 2 3 4 5 6 7
Identify Wins
Choose a relationship or situation that could benefit from win-win thinking.
Fill in the a T-chart by answering the questions below:
What would make this a win What would make this a win for
for you? the other person?

Create Win-Win Agreements

A Win-Win Agreement is created when two or more parties commit to work
together for mutual benefit. Win-Win Agreements can be formal or informal,
written or verbal, and can be made in just about any relationship or circumstance.
Vendor
Contract
Project
Team
Performance
Agreement
WIN-WIN
AGREEMENT
Department
Managers
Business
Partners
Parent & Family

Child Trip

P 1 2 3 4 5 6 7
Win-Win Agreement Example 1

Situation: David would like to have a more flexible work schedule where he can
work remotely two or three days a week. Ingrid, his boss, is concerned not only
with making sure the work gets done, but also that David achieves high-quality
results. She also wants to ensure sufficient team collaboration so the whole team can
work efficiently and effectively.
David’s Wins Ingrid’s Wins
• Wants to work remotely two or • Needs high-quality results—all work

three days a week. done on time and with excellence.
• Wants to have more flexible work • Needs to be able to contact David
hours on the days he is in the office during normal working hours.
(start and leave earlier or later). • Wants to make sure this does not
• Wants to be trusted to get his job start a trend everyone will want—not
done without needing face time in all jobs are this flexible.
the office. • Wants to ensure sufficient
• Feels confident he can use collaboration between David and
technology to stay connected with other team members.
co-workers. • Wants to ensure that her boss
• Is willing to work evenings on days continues to think she is managing
he leaves early. the team well.
Our Agreement:
David can work remotely two days a week for a three-month trial period.
He needs to be contactable during normal business hours. He can have
more flexible work hours as long as the work gets done on time and with
excellence. David will meet weekly with Ingrid to track his progress for the
first month and to course-correct if needed. They will review progress at the
end of each month and decide then to either stop or continue the flexible
work arrangement. Ingrid needs to feel that the work situation is as good, if
not better, than the current one.


Situation: John has a room to rent in his apartment and advertises for a roommate.
Samuel is looking for a room near the university and answers the ad. They email
each other about their ideal living situation.
John’s Wins Samuel’s Wins
• Have quiet time in evenings and • Be on bus line to the university.

mornings. • Avoid living alone, but prefer just
• Want my housemate to be my friend one roommate.
and share coffee or dinner occasionally. • Be able to study at home.
• Dog-sit when I travel. • Can have out-of-town visitors stay
• Pay half of Internet and housekeeping. as guests for up to a week at a time.
• Pitch in with household tasks—not • Keep rent the same.
as a chore, but as “ownership” of the • Have a clean and organized living
living space. space.
• Be generally tidy. • Have friends over for dinner once in
• Increase rent by 10 percent. a while.
Our Agreement:
John agrees to rent the room to Samuel. He requires a higher rent than
Samuel is able to pay, so Samuel agrees to contribute up to three days a
month of pet care instead of a rent increase.

P 1 2 3 4 5 6 7

Situation: Student drop-off and pick-up car lanes at the school are too congested
and potentially unsafe, especially during inclement weather.
Administration’s Wins Families’ Wins
• Families drop off and pick up • Student drop-off and pick-up lanes
students in a designated car lane. are safe near the school doors.
• Cars do not block the lane. • At least two drop-off points are
• Families do not park or remain in available so students can enter near
the car lane, in order to maintain the their homeroom.
flow of cars. • Traffic directors are provided on bad-
• Families maintain a safe perimeter weather (high-volume) days.
around the crossing guard. • Signs are posted to notify drivers not
• Families avoid crowding the crossing to leave vehicles unattended or block
guard or leaving cars unattended so the bus lane and pedestrian crossing.
city police citations are not issued. • Tickets are not issued until the
administration widely communicates
the requirement and offers one or
two warnings before taking action.
Our Agreement:
School administration and families agree to all wins to promote safety,
consideration, and student convenience in student drop-off and pick-up
lanes, especially on high-congestion days.


Situation: Luis, an 11-year-old child, wants a tablet.
Luis’s Wins Parents’ Wins
• Have my own tablet. • Earn it.

• Read more.
Our Agreement:
• Parents agree to take Luis to the library to get books to read.
• Luis will keep a reading log to write the titles of the books and number
of pages he reads every day.
• Parents will check the reading log once a week.
• When Luis has read 1,000 pages, he gets a new tablet!

P 1 2 3 4 5 6 7

Situation: Online Sales, Inc. is an online store that resells apps. Your App, Inc.
has newly developed/licensed apps to sell and is looking for buyers. The respective
company lawyers are in the process of determining the legal agreement for this sale.
Online Sales, Inc.’s Wins Your App, Inc.’s Wins
• Acquire high-quality apps to sell. • Apps will be maintained and sold

• Acquire the right to market, sell, and only in accordance with commercially
deliver apps to customers. reasonable security to prevent the
misuse, unauthorized access, and
• Have an opportunity to commercialize misappropriation of the apps.
acquired apps.
• Retain all rights, title, and interest,
• Conduct future business with Your including, without limitation,
App, Inc. all intellectual-property rights in
• Have apps delivered in a format and the apps and any other developer
manner appropriate for the customer. content, materials, or documents.
• Reseller will exercise due care to
protect the intellectual property
of the developer as embodied in
apps. Apps will not be used, copied,
modified, or distributed except as
expressly authorized.
Our Agreement:
A 10-page document that both parties sign.

Win-Win Agreement
Situation:
Wins Wins
Our Agreement:

P 1 2 3 4 5 6 7
Win-Win Agreement
Situation:
Wins Wins
Our Agreement:

Teach to Learn
Habit 4: Think Win-Win

There is plenty out there for everyone, and more to spare.
Have an Abundance Mentality.
Balance courage and consideration.
Consider other people’s wins as

well as your own.
Create Win-Win Agreements.

P 1 2 3 4 5 6 7
What did you find most insightful about Habit 4:

Think Win-Win?
You don’t have to blow out the other

person’s light to let your own shine.
- Bernard M. Baruch

Notes

HABIT 5
Seek First to
Understand,
Then to Be
Understood ®
The Habit of Empathic Communication
“ Next to physical survival, the greatest need of

a human being is psychological survival—to be
understood, to be affirmed, to be validated, to
be appreciated.”
Stephen R. Covey
HABIT 5
Seek First to Understand,

Then to Be Understood ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
HABIT 5
Habit 6
SEEK FIRST TO UNDERSTAND, SYNERGIZE
THEN TO BE UNDERSTOOD PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE
Based on the principles of respect, mutual understanding, empathy,

and courage.

P 1 2 3 4 5 6 7

Paradigm Paradigm
I need to make sure people I have greater influence with others
understand my point of view. if I truly understand them first.

Practices Practices
• Listen with the intent to reply. • Practice Empathic Listening.
• Confront and offend, or don’t • Respectfully seek to be
speak up at all. understood.

HABIT 5 SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD
What Gets in the Way?

1. Think about a time when someone didn’t listen to you. How did it feel?
2. What is the impact on relationships or on results when you prescribe before

you diagnose?
3. What gets in the way of listening effectively?
Listen, or your tongue will make you deaf.

- Native American Proverb

P 1 2 3 4 5 6 7
Autobiographical Listening
Autobiographical listening is filtering what others say through your own story,
experiences, prejudices, biases, and values. When you listen autobiographically, you
are often listening with the intent to reply rather than to understand.
TYPES OF AUTOBIOGRAPHICAL RESPONSES
Asking questions from your own frame of reference or agenda.

• What happened? • What led up to this situation?
Probe
• What did they say next? • Why would you say that?
• So where were you when that • What compelled you to do that?
happened? • How’s that working out for you?
• Who was with you?
Agreeing or disagreeing.
Evaluate
• That was really smart. • I can see what you mean.

• I can’t believe you did that! • You are overreacting.
• I totally agree with what you • I’m not surprised.
are saying.
Giving counsel, advice, and solutions to problems.

• The same thing happened to • Have you thought about doing...?
Advise
me; here’s what I recommend. • How about looking at it this way?

• Here’s what I think. • When I was in your position, I...
• This is what I would do if I were
you...
Trying to figure out or analyze the other person.

Interpret
• You always do that because... • I bet you wish you hadn’t done that.
• You know, when I was in that • You were probably just trying to
situation... save face.
• You must have felt angry!

Practice Empathic Listening

Empathic Listening is listening with the sole intent to understand another person
within his or her frame of reference. It requires both intent and skill.
INTENT SKILL
LISTEN TO REFLECT FEELINGS
UNDERSTAND AND WORDS
When I ask you to listen and you feel you have to do

something to solve my problem, you have failed me, strange
as it may seem. Listen! All I ask is that you listen; not talk or
do—just hear me.
- Ralph Roughton, M.D.

P 1 2 3 4 5 6 7
INTENT SKILL
AND WORDS
UNDERSTAND
Listen With the Intent to Understand

Think of a time when someone listened to you empathically with understanding
and respect (no probing, evaluating, advising, or interpreting).
Describe how you felt.
What was the impact on you, the relationship, and the results you wanted to achieve?
How can you ensure that you listen with the intent to understand?

Reflect Feelings and Words
INTENT SKILL
UNDERSTAND
AND WORDS
You feel _______________ about ________________.
angry, frustrated, excited, sad, irritated, content, topic, or meaning

ignored, misunderstood, happy, nervous, of what is being said
hesitant, embarrassed, foolish, upset,
discouraged, stifled, disrespected, emotional,
confused, speechless, unsure, enthusiastic
Unexpressed feelings never die. They are buried alive and

come back later in uglier ways.
- Stephen R. Covey

P 1 2 3 4 5 6 7
When to Listen Empathically: Watch the Signals
Stop talking and listen empathically when:

• Emotion is high.
• You must get to the heart of an issue.
• You feel that you don’t understand.
• The other person doesn’t feel understood.
Slow down.
• Watch and be ready to listen empathically.
Go forward and seek to be understood when:

• The issue is clear and mutually understood.
• The conversation is casual and unemotional.
• You’re asked to give counsel or advice.
EMPATHIC LISTENING TIPS:

• Focus on your intent; don’t worry about the correct response.
• Don’t be afraid of silence.

When you really listen to another person
from their point of view, and reflect back
to them that understanding, it’s like giving
them emotional oxygen.
- Stephen R. Covey

P 1 2 3 4 5 6 7
Ask Clarifying Questions

A clarifying question is one that comes from the speaker’s story, not your
autobiography. Ask clarifying questions to move the conversation along—especially
if you receive a short response from the speaker.
Speaker: I don’t think my boss trusts me to do the job.

EXAMPLE 1
Empathic Response: So you think your boss has lost confidence in you?
Speaker: Yeah.
Clarifying Question: When you say he doesn’t trust you, what do you mean?
Speaker: I really wish I could make a bigger contribution to the team.

EXAMPLE 2
Empathic Response: So you feel that, if given a chance, you could really add more
value to the team?
Speaker: Yeah.
Clarifying Question: What does it look like to make a bigger contribution to the team?
Speaker: I don’t like the assignments I’m working on. They’re demeaning.
EXAMPLE 3
Empathic Response: You don’t like your work right now.

Speaker: Right.
Clarifying Question: When you say your work assignments are demeaning, what
does that mean?
Speaker: I feel like the Sales team is performing way below par.
EXAMPLE 4
Empathic Response: You’re disappointed with the Sales team’s performance.

Speaker: Yes.
Clarifying Question: Can you help me understand what you mean when you say
they are performing way below par?
Speaker: I’m absolutely fed up with the lack of professionalism in the office.
EXAMPLE 5
Empathic Response: You sound really frustrated.

Speaker: Am I ever!
Clarifying Question: Can you tell me more?

Empathic Listening Practice

Describe a situation in your work or personal life that you feel strongly about and
wouldn’t mind sharing with others.
Speaker:
Share your situation with the
listener. Tell the story in the
first person. When you feel SPEAKER
completely understood, say,
“I feel understood.”
Listener: OBSERVER
Role-play the situation with the
speaker. Use Empathic Listening
to understand the situation.
1. Check your intent. LISTENER

2. Reflect the speaker’s feelings
and words.
3. Ask clarifying questions
when appropriate.
Observer:
Record the empathic or
autobiographical phrases used
by the listener. Share your
observations after 3 minutes.

P 1 2 3 4 5 6 7
Respectfully Seek to Be Understood

Seeking to be understood is the second half of effective communication. Once you
are confident the other person feels completely understood, you may share your
point of view with respect and openness. Just like Empathic Listening, seeking to
be understood requires both intent and skill.
SKILL
INTENT STATE YOUR POINT
SEEK TO OF VIEW USING
BE UNDERSTOOD “I” MESSAGES.
State your point of view:

• “I feel _______________ about ________________.”
• “I would like to...”
• “Based on my experience, I think we should…”
• “You could be right. However, I’d prefer...”
• “That sounds interesting. Can we come back to it later?”
• “I can see what you mean. I have a different point of view
I’d like to share.”
• “Thank you for sharing your thoughts. Would you be
willing to hear mine?”

Practice Both Parts of Habit 5

Describe another situation in your work or personal life that you feel strongly about
and wouldn’t mind sharing with others.
Speaker:
Share your situation with the
listener. Tell the story in the
first person. When you feel SPEAKER
completely understood, say,
“I feel understood.”
Listener: OBSERVER
Use your Empathic Listening
skills to understand the situation.
When you are confident
your partner feels completely
understood, share your point of LISTENER
view using “I” messages.
Observer:
Record empathic or
autobiographical phrases, “I” or
“You” messages, and examples of
courage and consideration. Share
your observations after 5 minutes.

Tips for Seeking to Be Understood
1. If the person you are speaking with interrupts you (probes,
evaluates, advises, or interprets), consider saying...
• “Would you be willing to listen to me like I’ve listened to you?”
• “Before we go there, do you mind if I finish my thought?”
• “That sounds interesting. Can we come back to it later?”
• “I appreciate your thoughts. Will you be willing to hear me out

before coming up with an answer?”
• “You could be right. I’d like to share my thinking without being

interrupted right now. Will that work for you?”
2. If the person you are speaking with becomes emotional...
• Return to Empathic Listening before you continue speaking.
• Take a break and return to the conversation later.
3. If you still don’t feel understood after the conversation...
• Follow up with a written version of your point of view.
• Agree to schedule a future time to finish the conversation.

Prepare for the conversation by using the Win-Win Agreement
tool in Habit 4.

Empathic Communication in the Digital World

Effective communication in the digital world requires the same intent and skills
used in face-to-face communication. The challenge often lies in reading and
relaying intent across different media.
TIPS FOR EMPATHIC COMMUNICATION

• Begin With the End in Mind. Define the outcome you desire from this
interaction.
• Consider the Emotional Bank Account. Think about the level of trust
in the relationship.
• Clearly state your intent. Be specific. Don’t leave the interpretation of
your motives to chance.
Empathy is the fastest form of human communication.

- Stephen R. Covey

P 1 2 3 4 5 6 7
Digital Strategies
Review the ideas below and add your own.
PHONE:
• Allow the other person to finish his or her thoughts completely before responding.
• If emotion is high, reflect feelings and words when listening. Use “I” messages
when speaking.
• Ask clarifying questions: “Do I understand you completely?”
• Follow up a phone conversation with an email summary asking for confirmation
and clarification.
• For video calls, dress appropriately. Sit up and smile.
•
•
•
EMAIL AND TEXT:
• Read and write emails and texts carefully and completely.

• If emotion is high, reflect feelings and words when responding. Use “I” messages
when writing.
• Pause or step away from your computer or phone before crafting and sending
your response.
• Schedule a phone or face-to-face conversation.
•
•
•

Teach to Learn
Habit 5: Seek First to Understand,
Then to Be Understood

I have greater influence with others if I truly understand them first.
Practice Empathic Listening. INTENT SKILL
Respectfully seek to be understood. INTENT SKILL

P 1 2 3 4 5 6 7
What did you find most insightful about Habit 5: Seek First
to Understand, Then to Be Understood?
With people, fast is slow and slow is fast.

- Stephen R. Covey
© Franklin
FranklinCovey.
Notes

HABIT 6
Synergize ®
The Habit of Creative Cooperation
“ Synergy is the highest activity in all life—the

true test and manifestation of all the other habits
put together.”
Stephen R. Covey
HABIT 6
Synergize ®
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO HABIT 6
BE UNDERSTOOD
PUBLIC VICTORY SYNERGIZE
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE
Based on the principles of creativity, cooperation, diversity,

and humility.

P 1 2 3 4 5 6 7

Paradigm Paradigm
Let’s compromise. Let’s come up with something
that’s better than what either of us
has in mind.

Practices Practices
• Reject or tolerate differences. • Value differences.
• Settle for conflict or • Seek 3rd Alternatives.
compromise.

HABIT 6 SYNERGIZE
Path to Conflict
HOSTILITY DEFENSIVENESS COMPROMISE

1 + 1 = –1 1+1=½ 1 + 1 = 1½
LIMITED ALTERNATIVES
UNWILLING
UNCLEAR MY WAY
END IN MIND YOUR WAY
REJECT OR TOLERATE
DIFFERENCES
You know you’re not in synergy when you:

• Feel defensive and protective of your position.
• Feel either stuck and limited, or lost in disorganization and chaos.
• See things the same old way and don’t believe they can change.
• Get stuck on evaluation and judgment.
• End up with predictable, uncreative, or boring results.

P 1 2 3 4 5 6 7
Path to Synergy™
3RD ALTERNATIVE
1 + 1 = 3, 10, 100
EXPLORE ALTERNATIVES
BE WILLING
SEEK FIRST
TO UNDERSTAND,
CLARIFY THE THEN TO BE
END IN MIND UNDERSTOOD
VALUE DIFFERENCES
You know you’re in synergy when you:

• Have a change of heart.
• Feel new energy and excitement.
• See things in a new way.
• Feel that the relationship has transformed.
• End up with an idea or a result that is better than what either of you started with
(3rd Alternative).

HABIT 6 SYNERGIZE
Value Differences
Think of someone who really challenges you. It could be a co-worker,
friend, or family member.
Round 1:
Round 2:

Insecure people have a high need to
clone others, to mold them over into
their own thinking. They don’t realize that
the very strength of the relationship is in
having another point of view. Sameness is
uncreative—and boring.
- Stephen R. Covey

HABIT 6 SYNERGIZE
Value Differences, Build on Strengths

One team identified the strengths of its members in the table below.
Victoria Kari Luciano Hamid Rachel
Strategic Creative Good Listener Natural Leader Communicator

Strengths
Problem Solver Planner Logical/Linear Sensible Prioritizer
Good
Intelligent Hard-Working Easygoing Determined
Organizer
Positive
Courageous Fun Collaborator Insightful
Attitude
In the space below, write the strengths of your team or family members, starting
with yourself.
You
Strengths

P 1 2 3 4 5 6 7
Seek 3rd Alternatives

3RD ALTERNATIVE
1 + 1 = 3, 10, 100
With the foundation of valuing differences in

place, you can begin the synergistic process of
seeking 3rd Alternatives. BE WILLING
SEEK FIRST
TO UNDERSTAND,
VALUE DIFFERENCES
Be Willing
Synergy depends on a willingness to seek a 3rd Alternative. It also requires humility
and the ability to keep your ego in check. When you find synergy is breaking down,
consider asking any of the following questions:
• Would you consider going for something better than what either of us has in mind?
• I’d like to find something better. Are you open to that?
• Are you willing to move off both of our solutions and find a better way?
Synergy is what happens when one plus one equals ten,

or a hundred, or even a thousand! ...It’s about the passion,
the energy, the ingenuity, the excitement of creating a new
reality that is far better than the old reality.
- Stephen R. Covey

HABIT 6 SYNERGIZE
Clarify the End in Mind 3RD ALTERNATIVE

1 + 1 = 3, 10, 100
In order to Synergize, it’s important to EXPLORE ALTERNATIVES
have a common end in mind. Uncover

the real issue or problem you are trying to
solve, and clarify your shared outcomes. BE WILLING
SEEK FIRST
TO UNDERSTAND,
Sample language to clarify VALUE DIFFERENCES
shared outcomes:
• “What are we really trying to achieve here?”

• “Are there some outcomes we both can agree on?”
• “What results would constitute a fully acceptable solution?”
•
Alone we can do so little; together we can do so much.

- Helen Keller

P 1 2 3 4 5 6 7
Seek First to Understand, 3RD ALTERNATIVE

1 + 1 = 3, 10, 100
Then to Be Understood EXPLORE ALTERNATIVES
Synergy requires the win-win attitude of

Habit 4 and the listening and speaking
skills of Habit 5. You need to fully BE WILLING
SEEK FIRST
understand others’ points of view and then CLARIFY THE
TO UNDERSTAND,
THEN TO BE
respectfully share your own. END IN MIND
UNDERSTOOD
VALUE DIFFERENCES
Sample language to reach greater understanding:
• “Could you tell me your deep concerns about this issue?”

• “I think I understand how you feel about this. Is there anything more?”
• “Now that I understand your point of view, would you mind if I share mine?”
•

HABIT 6 SYNERGIZE
Explore Alternatives 3RD ALTERNATIVE

1 + 1 = 3, 10, 100
When you approach a problem or an
opportunity with the willingness to
clarify a common end in mind and take
the time to identify everyone’s wins, you BE WILLING
SEEK FIRST
can Synergize. Everyone can share ideas TO UNDERSTAND,
without fear of criticism or judgment, and END IN MIND UNDERSTOOD
you can come up with new—even wild— VALUE DIFFERENCES

ideas. Synergizing happens when everyone
is willing to explore alternatives.
Consider these tips when seeking a 3rd Alternative:
Focus on Wins Encourage Wild Ideas

Explore alternatives that help you Gather unusual ideas to gain new
both achieve your wins. perspectives and better outcomes.
Withhold Criticism Don’t Get Trapped in Details

Defer all judgments. Keep an Stay at a high level so you can move
open mind. quickly to new ideas.
Focus on Quantity Write Everything Down

Create more ideas to have a greater It may help to record your ideas so you
chance of a 3rd Alternative. can refer to them later.
Build on Others’ Ideas Stick With It

Combine and add to ideas to make Sometimes it can take time to find a
an even better idea. 3rd Alternative, but it’s worth it.

Only when people are sincerely and
meaningfully involved are they willing to
commit the best that is within them.
- Stephen R. Covey

HABIT 6 SYNERGIZE
Path to Synergy™
3RD ALTERNATIVE
1 + 1 = 3, 10, 100
BE WILLING
SEEK FIRST
TO UNDERSTAND,
VALUE DIFFERENCES

P 1 2 3 4 5 6 7
Path to Synergy Practice 3RD ALTERNATIVE

1 + 1 = 3, 10, 100
Window Up, Window Down
Situation: Shelia and Anton share an office
with a window. Shelia frequently wants the
BE WILLING
window open to let fresh air into the room. SEEK FIRST
TO UNDERSTAND,
Anton is adamant that the window remain CLARIFY THE
END IN MIND
THEN TO BE
UNDERSTOOD
closed to minimize noise and drafts. Both
VALUE DIFFERENCES
want a stress-free workplace.
1. What is the end in mind?
2. What are everyone’s wins?
3. What are the alternatives, options, and wild ideas?
The 3rd Alternative:

HABIT 6 SYNERGIZE

1 + 1 = 3, 10, 100
Difficult Decisions
Situation: Olivia has been very unhappy
at her organization and just received an
BE WILLING
exciting new job offer that requires moving SEEK FIRST
TO UNDERSTAND,
to a new country. She really wants to say CLARIFY THE
END IN MIND
THEN TO BE
UNDERSTOOD
yes to this opportunity, but she knows her
VALUE DIFFERENCES
husband Raoul’s career is just taking off.
Raoul has been in his job for three years
and he loves it. Their children are settled in
their schools and have lots of friends. Raoul
wants to support Olivia’s career, but he is
concerned about his own. They are both
worried about the effect moving would
have on their children.

P 1 2 3 4 5 6 7

1 + 1 = 3, 10, 100
Project Team
Situation: Sonia is managing an important
project and has built a tight team that
BE WILLING
works very well together. They are making SEEK FIRST
TO UNDERSTAND,
better-than-expected progress. Recently CLARIFY THE
END IN MIND
THEN TO BE
UNDERSTOOD
Kris, another manager at the same company,
VALUE DIFFERENCES
started a new and very exciting project
and has begun recruiting heavily. Some
of Sonia’s team members have expressed
interest in Kris’s new project. Sonia is
concerned that if she requires her team
members to stay, she will lose the morale
she’s created; but if she lets them go, her
project will be severely at risk.

HABIT 6 SYNERGIZE

1 + 1 = 3, 10, 100
Your Situation
BE WILLING
SEEK FIRST
TO UNDERSTAND,
VALUE DIFFERENCES

P 1 2 3 4 5 6 7

1 + 1 = 3, 10, 100
Your Situation
BE WILLING
SEEK FIRST
TO UNDERSTAND,
VALUE DIFFERENCES

Teach to Learn
Habit 6: Synergize

Let’s come up with something that’s better than what either of us has in mind.
Value differences.
Seek 3rd Alternatives.

BE
WILLING

P 1 2 3 4 5 6 7
What did you find most insightful about Habit 6: Synergize?
It is amazing how much you can accomplish when it doesn’t

matter who gets the credit.
- Harry S. Truman
© Franklin
FranklinCovey.
HABIT 6 SYNERGIZE
Winning the Public Victory®
HIGHLY EFFECTIVE PARADIGMS

SEE
Habit 4: There is plenty out there
for everyone, and more
to spare.
Habit 5: I have greater influence with

PRINCIPLES
OF EFFECTIVENESS others if I truly understand
them first.
T
Habit 6: Let’s come up with

GE
DO
something that’s better than

what either of us has in mind.
HIGHLY EFFECTIVE PRACTICES
Private to Public Victory:

RESULTS • Build your Emotional Bank
Account with others.
Habit 4: I build rich and rewarding
relationships and Habit 4: • Have an Abundance Mentality.
partnerships. • Balance courage and
consideration.
Habit 5: I can listen and • Consider other people’s wins as
communicate effectively. well as your own.
• Create Win-Win Agreements.
Habit 6: We can solve problems
and create exciting new Habit 5: • Practice Empathic Listening.
ideas together. • Respectfully seek to be
understood.
Habit 6: • Value differences.

• Seek 3rd Alternatives.

P 1 2 3 4 5 6 7
Notes

HABIT 6 SYNERGIZE
Notes

HABIT 7
Sharpen
the Saw ®
The Habit of Daily Self-Renewal
“ The hour you invest in the Daily Private

Victory will affect every decision, every
relationship, and will greatly improve the
quality and effectiveness of every other hour
of the day.”
Stephen R. Covey
HABIT 7
Sharpen the Saw ®
HA
BIT
7
SH
AR
INTERDEPENDENCE
PE
N
Habit 5
TH
Habit 6
ES
SEEK FIRST TO
UNDERSTAND, THEN TO
SYNERGIZE
AW
BE UNDERSTOOD
PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE
Based on the principles of renewal, continuous improvement,

and balance.

P 1 2 3 4 5 6 7

Paradigm Paradigm
I’m too busy today to take time I take time for myself every day
for myself. because it gives me the ability to
do everything else.

Practice Practice
• Rarely invest in yourself. • Achieve the Daily Private Victory.

HABIT 7 SHARPEN THE SAW
Facing Life’s Challenges Effectively

Using the Maturity Continuum on the following page, consider which habits
would help you face the issues and challenges below:
Habits 4, 5, 6 My teammates don’t follow through.

I’ve got to start exercising, but there’s no time.
I’m in a dead-end job.
I set goals, but I find it hard to meet them.
I’m jealous of other people’s success.
I am afraid to express my point of view.
There’s a lot of conflict in my family relationships.
I really don’t trust what my boss says.
My teenager ignores curfew.
I have a temper.
I feel critical of others.
I feel out of balance—I’m so tired and worn down.
Habit 7 surrounds the other habits on the

7 Habits Maturity Continuum because it is the
habit that makes all the others possible.
- Stephen R. Covey

P 1 2 3 4 5 6 7
Personal Application
Habi
t7
SH
AR
PE
N
TH
E
INTERDEPENDENCE
SA
W
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
Habit 6
PUBLIC VICTORY
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PRIVATE VICTORY
Habit 1 Habit 2
END IN MIND
DEPENDENCE
Consider the two areas of effectiveness you identified at the start of the program on
page 2 (one work, one personal). To improve in these areas, which habits will you
apply, and how will you apply them?
Work: Personal:

The Four Dimensions of Renewal

Humans are made up of four dimensions. Each aspect requires continuous renewal
to remain in balance. If one is neglected, it will negatively impact the other three.
In the same way, if each is nourished, all four will flourish.
BODY HEART
Exercise, nutrition, Consistent deposits in
rest, stress management EBAs of key relationships
MIND SPIRIT
Reading, writing, Service, values
learning, study clarification, inspirational
literature, meditation,
nature

P 1 2 3 4 5 6 7
Start, Stop, and Continue

Think about one thing you would like to start, stop, or continue in each
dimensions of renewal.
BODY HEART
_________________________ __________________________
___________________________ ____________________________
____________________________ _____________________________
_____________________________ ______________________________
____________________________ ____________________________
MIND SPIRIT
_____________________________ ____________________________
_____________________________ ____________________________
____________________________ ____________________________
___________________________ ____________________________
________________________ _________________________

Ideas for Balanced Renewal

BODY
Options to build your physical capacity:
• Get the amount of sleep you know your body needs.

• Set health and fitness goals (run a marathon, reach a certain cholesterol
level or a target weight, etc.).
• Include vegetables, fruits, whole grains, fiber, and lots of water in your
diet.
• Ensure that your exercise routine is not one-dimensional, but includes
flexibility, strength training, and cardiovascular endurance.
• Reduce stress by eliminating Quadrant 3 activities.
•
•
MIND
Options to build your mental capacity:
• Keep a journal to collect your thoughts and allow you space for
working out problems.
• Read voraciously. And if you don’t understand that word... well, our
point exactly.
• Collect quotations that inspire you and stimulate your mind.
• Develop a hobby that allows you to do something you love.
• Practice standing apart and examining your own paradigms.
•
•

Habit 7 is preserving and enhancing the
greatest asset you have—you. It’s about
nurturing the goose that lays the golden eggs,
which is the essence of effectiveness.
- Stephen R. Covey

The spiritual dimension is your core, your
center, your commitment to your value
system. It’s a very private area of life and a
supremely important one.
- Stephen R. Covey

P 1 2 3 4 5 6 7
HEART
Options to build your social/emotional capacity:
• Keep your relationships in constant repair through continual deposits

into the Emotional Bank Account.
• Value the differences in others and look for opportunities to Synergize.
• Build on strengths—your own and others’.
• Practice Empathic Listening regularly with the people who are
important to you.
• Widen your circle of friends.
• Forgive yourself and others who may have hurt you.
• Build family relationships—both immediate and extended.
•
•
SPIRIT
Options to build your spiritual capacity:
• Create, review, and refine your Personal Mission Statement.

• Appreciate and enjoy the world of nature.
• Read inspirational literature or biographies of people who inspire you.
• Commit to a life of total integrity to your priorities and deepest values.
• Listen to inspirational, uplifting music.
• Commit to serve in your family and community. Give of your time,
money, and self.
• Practice meditation, reflection, or other activities that inspire you to be
your best self
•
•

Achieve the Daily Private Victory

ROLES BIG ROCKS MONDAY
6 A.M.
BODY:
MIND: 7
1 Sharpen
the Saw® HEART:
SPIRIT: 8
9
2
10
11
3
12
4 2
4
5
6
6
7
7 TASKS

P 1 2 3 4 5 6 7
TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY

Daily Private
Victory Gallery
Minji
I try to achieve my Daily Private Victory
every day. I start every day with yoga
and meditation (body and spirit), except
Saturdays, when I go to a yoga class with
some friends (heart). At work, I take 15
minutes during lunch to read posts on the
marketing blogs I’m following (mind). On the
weekends, I connect with my family heritage
by reading cultural histories (spirit) and I call
my mom (heart).
Liam
Each morning I take one hour, from
six to seven, to win my Daily Private
Victory. First, I do aerobic exercise for
30 minutes (body). Then, I take
15 minutes to connect with my
mission and long-term goals for each
of my roles (spirit) before I plan my
day. I read the front and commentary
pages of the newspaper to keep up
with the world while I eat breakfast
(mind). And finally, I tell Jill at least
one thing I appreciate about her every
174
single day (heart). © Franklin Covey Co. All rights reserved.
Arturo
Every morning I prepare and share
breakfast with my family, practicing
Empathic Listening (heart and body).
This grounds me in what’s really
important to me all day long and
keeps me balanced. Before breakfast,
I strength train for 30 minutes
(body), repeating daily positive
affirmations (mind and spirit). Once
a week, every week, I have lunch
with someone new (mind) and
volunteer with my community group
(spirit). That’s how I achieve my
Daily Private Victory.
Chanice
My Daily Private Victory is
framed by stretching exercises
in the morning and being
more “present” at the family
meal in the evening (body and
heart). Additionally, I’ve set a
goal to read two new books a
month—history and fiction—so
I read at least 30 minutes every
single day (mind). Painting really
renews my spirit, so I paint three
or four times a week (spirit).

Be Strong in the Key Moments

As you attempt to win your Daily Private Victory, you’ll encounter obstacles. These
difficult, pivotal moments include such things as:
• Getting up on time (“mind over mattress”).

• Controlling your temper and not saying the unkind thing.
• Disciplining yourself to eat healthy.
• Sticking to your reading regimen when you’re busy.
If you can discipline yourself to make it through these decisive moments, you will
reap great rewards.
What could stop you from achieving your Daily Private Victory?
What strategies can you use to overcome these obstacles?

DAILY PRIVATE VICTORY DEFINED
The Daily Private Victory is a practice. It’s

a pattern, routine, or regimen that you
follow every day to renew yourself in the
four dimensions of your life. The Daily
Private Victory allows you to master the
Public Victory. Achieving the Daily Private
Victory will affect every decision and every
relationship in a positive way.

Teach to Learn
Habit 7: Sharpen the Saw

I take time for myself every day because it gives me the ability to do
everything else.
Highly Effective Practice

BODY HEART
Achieve the Daily Private Victory.
MIND SPIRIT

P 1 2 3 4 5 6 7
What did you find most insightful about Habit 7: Sharpen

the Saw?
Iron rusts from disuse, stagnant water loses its purity and in
cold weather becomes frozen; even so does inaction sap the
vigor of the mind.
- Leonardo da Vinci

Living the 7 Habits

PREPARE LEARN & PRACTICE LIVE
• The 7 Habits • The 7 Habits • Complete the 7 X 7 Contract

Assessment Work Session • Use the Living the 7 Habits app
and the 7 Habits Cards
YOU ARE HERE
Living the 7 Habits requires us to learn, commit, and do on

increasingly higher planes. We deceive ourselves if we think
any one of these is sufficient. To keep progressing, we must
learn, commit, and do—learn, commit, and do—and learn,
commit, and do again.
- Stephen R. Covey

P 1 2 3 4 5 6 7
Notes

Notes

NOTES
Notes

THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
Notes

NOTES
Notes

Notes

NOTES
Notes

About FranklinCovey
The Ultimate Competitive Advantage
FranklinCovey is a global company specializing in performance improvement. We
help organizations achieve results that require a change in human behavior.
Our expertise is in seven areas:
LEADERSHIP
Develops highly effective leaders who engage others to achieve results.
EXECUTION
Enables organizations to execute strategies that require a change in human
behavior.
PRODUCTIVITY
Equips people to make high-value choices and execute w
ith excellence in the midst
of competing priorities.
TRUST
Builds a high-trust culture of collaboration and engagement, resulting in greater
speed and lower costs.
SALES PERFORMANCE
Transforms the buyer-seller relationship by helping c lients succeed.
CUSTOMER LOYALTY
Drives faster growth and improves frontline performance with accurate customer-
and employee-loyalty data.
EDUCATION
Helps schools transform their performance by unleashing the greatness in every
educator and student.

FRANKLINCOVEY
We Differentiate Ourselves in
Four Key Ways
World-Class, Principle-Centered Content
Our content is designed and proven to establish the new mindsets, build the new
skillsets, and utilize the most effective toolsets necessary to achieve sustained superior
results. Our content is not based on fads. Rather, it is anchored in timeless principles,
natural laws of human and organizational effectiveness, and proven applications. Our
content is researched for years, refined through hundreds of field beta tests, then
developed through proven developmental processes. As a result of this disciplined
approach, our content is enduring and often forms the basis for best-selling books
that broaden our reach.
Transformational Impact and Reach

Our content is extremely engaging for participants, which is essential to create lasting
change. Perhaps our most important differentiator, however, is that we hold ourselves
responsible for and measure ourselves by our clients’ achievement of transformational
results.
Our commitment to achieve lasting impact extends to all of our clients — from CEOs
to elementary school students, from senior management to frontline workers, and
from corporations to governmental and educational institutions.
By utilizing this process inside our organization, our leaders and teams have been able to
set and achieve extraordinary goals…. Any organization can create these same kinds of
breakthrough results if they apply the principles and processes.
— J.W. MARRIOTT, JR., EXECUTIVE CHAIRMAN, MARRIOTT INTERNATIONAL, INC.

Breadth and Scalability of Delivery Options

We offer a wide range of content-delivery options, including online learning;
blended learning; intellectual-property licenses; training through certified facilitators;
onsite delivery through our cadre of world-class consultants; and organization-wide
transformation processes, including coaching and consulting.
CONTENT ONLY FULL-SERVICE ENGAGEMENT
Consumer On-Demand Intellectual- Client Live Online FranklinCovey Integrated

Media, eLearning Property Facilitator- Learning Instructor-Led Transformation
Books, and Licenses Led Training Training Processes
Audio
Products
Global Capability
We serve clients in more than 150 countries with solutions translated and localized
into more than 30 languages.
For more information, go to www.FranklinCovey.com.


7 Habits Participant Guide

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

7 Habits Participant Guide

Uploaded by

Copyright:

Available Formats

SIGNATURE EDITION 4.

The Proven Personal-Leadership System

Franklin Covey Co.

30% Post-Consumer Fiber.

LEA1813835 Version 1.2.4

The 7 Habits® Promise

Work just 8 hours with good results

Have a better balance in my work and personal life

2 © Franklin Covey Co. All rights reserved.

The essence of effectiveness is that you

© Franklin Covey Co. All rights reserved. 3

4 © Franklin Covey Co. All rights reserved.

The 7 Habits Process

PREPARE LEARN & PRACTICE LIVE

• The 7 Habits • The 7 Habits

YOU ARE HERE

CREATE AN EFFECTIVE LEARNING ENVIRONMENT:

© Franklin Covey Co. All rights reserved. 5

Character: The Roots of Effectiveness

Our first energies should go to our own character

6 © Franklin Covey Co. All rights reserved.

Introduction to the Maturity Continuum

Self suficiency - Self initiative -

© Franklin Covey Co. All rights reserved. 7

Behaviors Self sufficiency, take risks

Results Projects good for yourself (innov, loose opport,etc)

8 © Franklin Covey Co. All rights reserved.

The Maturity Continuum

Each of the 7 Habits is based on principles of effectiveness,

© Franklin Covey Co. All rights reserved. 9

How to Change Your Habits

10 © Franklin Covey Co. All rights reserved.

What Are Your Paradigms?

Paradigms are the way we see,

IDENTIFY YOUR PARADIGMS:

If you want to make minor changes in your life, work on

© Franklin Covey Co. All rights reserved. 11

1. What was the event or circumstance?

2. What did you learn that changed your paradigm? (SEE)

3. How did that Paradigm Shift affect your behavior? (DO)

4. What results did you get? (GET)

5. Which principles of effectiveness applied?

12 © Franklin Covey Co. All rights reserved.

Habit 2: Begin With the End in Mind®

Habit 3: Put First Things First®

Habit 4: Think Win-Win®

Habit 5: Seek First to Understand, Then to Be Understood®

Habit 7: Sharpen the Saw®

© Franklin Covey Co. All rights reserved. 13

The Maturity Continuum PRINCIPLES OF

How to Change Your Habits

Paradigms and Principles PRINCIPLES OF

14 © Franklin Covey Co. All rights reserved.

What did you find most insightful about “Paradigms and

Sow a thought, reap an action; sow an action,

© Franklin Covey Co. All rights reserved. 15

16 © Franklin Covey Co. All rights reserved.

The Habit of Personal Responsibility

“ While thumbing through a book, I came across

The Habit of Personal Responsibility

Based on the principles of responsibility, choice, accountability,

18 © Franklin Covey Co. All rights reserved.

Common Highly Effective