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Covey uses somewhat of a free- flowing style during his presentation the attached slides will not be used in this order, and will not all be included. Additionally, Dr. Covey may choose to incorporate slides which are not part of this set. If that is the case, we will post those slides after his presentation. We hope you enjoy the broadcast.
KEY LEARNINGS COMMITMENT TO DO
Personal Emotional Subjective Arguable
What Is The Difference Between Values And Principles?
Natural Law Impersonal Factual Objective Self-Evident
Behavior is governed by values. Consequences are governed by principles.
1. Be Proactive: 2. Begin with the End in Mind: Vision/Values 3. Put First Things First: Integrity/Execution 4. Think Win-Win: 5. Seek First to Understand, Then to be Understood: 6. Synergize: 7. Sharpen the Saw: Mutual Respect/Benefit Mutual Understanding Creative Cooperation Renewal
Principles Embodied in the 7 Habits Responsibility/Initiative
Behavior is governed by values. Consequences are governed by principles. Therefore, value principles.
The 7 Habits of Highly Effective People
Sharpen the Saw Seek First to Understand, Then be Understood
Public Synergize Victory
Put First Things First Be Proactive Begin with Dependencethe End in Mind
Stimulus and Respons Proactive Stimulus Stimulus Freedom to Choose Response Response (Heart) (Mind) (Spirit) (Body) Self-Awareness Imagination Conscience Independent Will Reactive Stimulus Stimulus Response Response .
Stimulus and Respons Freedom to Choose Stimulus Response Stimulus Response Personal Level (Muscle Development) Stimulus Response Stimulus Response Relationship Level (Skill Development) Stimulus Response Stimulus Response Organizational Level (Team / System Development) Stimulus Stimulus Human Need Level (Competitive Play) Response Response (Home Place/Work .
r u o b Y Jo Circle of Influenc e .
Reactive Focus Circle of Influence r u o b Y Jo Wait Until Told (Co-dependent .
Proactive Focus r u o b Y Jo Circle of Influenc e .
o b Y Jo ke a ation Ma end omm Wait Until Rec Told Do it Do it and report periodically r Do it and report immediately u “I intend to” Ask .
Attentive Listening 3. Selective Listening 2. Ignoring 5.Listening Continuum 4. Pretend Listening (Patronizing) 1. EmpathicWITHIN THE OTHER’S ListeningFRAME OF REFERENCE WITHIN ONE’S OWN FRAME OF REFERENCE .
-100) . -10.Modes of Communication T Transformation SynergyThird (1+ 1 = 3.5) on Hostility (1+ 1 = -1.100) Alternative Respectful Communicatio (1+ 1 = 1.10.5) nCompromise Transaction Defensive Communicati (1+ 1 = .
preparations Planning. phone calls. mail Other people’s minor issues Trivia. busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV III IV . Recreation II ™ Habits 1-7 Needless interruptions Unnecessary reports Unimportant meetings.Urgent Quadrant II Time Management Not Urgent ot Important Important I Crises Pressing problems Deadline-driven projects. meetings. Prevention PC activities Recognizing new opportunities Relationship Building Renewal.
Other Organizations Not Urgent II ot Important Important I 20-25% (D) 25-30% 65-80% (D) 15% Habits 1-7 4 Roles 15% (D) 50-60% III less than 1% (D) IV .Urgent Deming Prize-Winning Organizations vs.
Between stimulus and response. In those choices lie our growth and our happiness. there is a space. . In that space lies our freedom and power to choose our response.
work on behavior and attitudes. work on paradigms. If you want to make minor improvements. If you want to make quantum improvements. an assumption.Every great breakthrough is a break WITH. A paradigm is like a mental model. . or a map.
will be its . most valuable asset Management Challenges for the 21st Centu whether business or nonbusiness. The Peter Drucker. and indeed the truly unique.The most important. contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing… on this achievement rests the economic and social gains of the 20th Century… The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER. The most valuable assets of a 20th -century company were its production equipment. of a 21st -century institution.
with a sense of loss we recall the vital task Charles we pushed aside. . . But in the light of time’s perspective.The important task rarely must be done today. their deceptive prominence fades. The momentary appeal of these tasks seems irresistible and important. . or even this week. We realize we’ve Hummel become slaves to the tyranny of the . The urgent task calls for instant action. and they devour our energy. .
000X.…the top software developers are more productive than average software developers not by a factor of 10X or 100X or even 1000X but by 10. Microsof . In fact. Quality knowledge work is so valuable that unleashing its potential offers organizations an extraordinary opportunity for value creation. Knowledge work leverages all of the other investments which an organization has already made. knowledge workers are the link to all of the organization’s other investments. Nathan Myhrvold. Chief Scientist. They provide focus.
.Now one of the first requirements for a man who is fit to handle pig iron as a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental makeup the ox than any Frederick Winslow Taylor other type.
(mostly unopened) •Freedom and Power to Choose •Principles (Natural Laws) •Universal •Timeless •Self-Evident “Hardwired ” Birthday Muscle Development Gifts •The 4 Intelligences/ Capacities IQ EQ PQ SQ To Leave To LearnTo Love To Livea Legacy .
Two Steps to Achieving Synergy: (Third Alternatives) Would you be willing to search for a solution that is better than what either one of you (us) have proposed? (Habits 4.6) Would you agree to a simple ground rule: No one can make his or her point until they have restated the other (Habit 5) person’s .
Economic Ages of Civilization N Wisdom Information/Knowledge Worker Industrial Agrarian Hunters/Gatherers .
whole person. expendable Expense on P & L. values An investment with highest leverage .ISSUE Leadership Management Structure Motivation Performance Appraisal Information Communication Culture Budgeting Training & Development People OLD INDUSTRIAL AGE CONTROL MODEL NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL A position (formal authority) A choice (moral authority) Control things and people Hierarchical. boundary-less. flexible External. release (empower) people Flatter. strategic. bureaucratic Control things. asset lip Open: Light is the greatest disinfectant Principle-centered values and economic rules of marketplace Open. flexible. sandwich techniqueSelf-evaluation using 360º feedback Primarily short-term financialCompelling Scoreboard (long-andshort term) Primarily top-down Social rules / mores of the workplace Primarily top-down Sideshow. carrot-and-sticking Internal—whole person External. synergistic Maintenance. skill-oriented.
Principle-Centered Living Three Generatio Pa re nt Humility (Principles govern) (to live true) Courage s Ch ild Integrity (Integrated around Principles) Gr ch an ild d re n (Perspective) Wisdom Abundance Mentality (no comparison) .
Contributing Team Member Highly Capable Individual LEVELMakes productive contributions through talent. works effectively with others in a group setting. LEVEL 2 Contributes to the achievement of group objectives. and good work habits. Level 5 Executive Effective Leader Jim Collins Good to Great Catalyzes commitment to and vigorous pursuit LEVEL 4 clear and compelling vision. stimulates the of a group to high performance standards. 1 knowledge. LEVEL 3 Organizes people and resources toward effective Competent Manager and efficient pursuit of predetermined objectives.The Level 5 Hierarch LEVEL 5 Builds enduring greatness through a paradoxical combination of personal humility plus professional will.skills. .
Develop . Balance. Integrate.Four Areas of Choice Min d THE FIRE WITHIN Spiri t Hear Bod t y Make and Keep Promises Educate and Obey your Respect.
Four Needs of People Mind/ To Learn THE FIRE WITHIN Spirit To Leave a Legacy Heart/ To Love To Live Body .
Four Needs of Organizations Mental Use of Talents Mind/ To Learn THE FIRE WITHIN Spirit To Leave a Legacy Spiritual Integrity Emotional Respect To Love Heart To Live Body Economic Security .
Four Needs of People Four Needs of Organizations Mind/ To Learn Spirit To Leave a Legacy To Love Heart To Live Comissioning Body .
Mental Intelligence N (IQ) Four Intelligences of People Spiritual Intelligence (SQ) Emotional Physical Intelligence Keep Promises Intelligen Make and (EQ) ce Educate and Obey (PQ) your THE FIRE WITHIN .
Discipline. Powerful Mind/ Life Vision N THE FIRE WITHIN Vision. and Passion Heart Body governed by Conscience change Passion Discipline the (your) world for good (lifts Educate andand lasts). Integrated. Conscience Obey your Make and Keep Promises Spirit Conscience .Leading a Balanced.
Lead People Body Aligning .5.Four Roles of Leadership H: 7 Mind/ Pathfinding H: 2 THE FIRE WITHIN Spirit H: 4.6 Modeling H: 1-7 H: 3 Heart Empowering Leadership is a Choice Manage Things.
Whole Person in a Whole Job Mind/ Use me creatively Spirit/ In serving human needs in principled ways Heart/ Body/ Treat me Pay me kindly fairly THE FIRE WITHIN .
The High Cost of Low Trust Four Chronic Problems No Shared Vision/Values Mind/ DEAD ASHES Low Trust Disempowermen t Spirit/ Heart/ Misalignment Body/ .
Moonlighting. Resolvable Boredom. Negative Chaos Cash Flow LOW TRUST Backbiting.Fear . In-fighting. MISALIGNMENT Defensiveness. information rivalry. Clear Hypocrisies.NO SHARED VISION/ VALUES Low quality. N Political games. Co-Dependency. Bloated costs. Anger. “marketplace”. DISEMPOWERMENT Not sharing Interdepartmental Apathy. Slow Symptoms of Chronic Problems Ambiguity. Failure in the Hidden agendas. Daydreaming. Victimism. Inflexible.Escapi Misalignments sm.
.Workplace/Organizati onal Principles: Execution Gaps •Clarity—understand key priorities •Commitment—emotionally connected to key priorities •Translation—”line-of-sight” from job. team. etc. to key priorities •Enabling—remove structure/system and cultural barriers •Synergy—work together to arrive at better ways to achieve goals •Accountability—responsible for achieving key prioritized goals .
re: Compelling Scoreboard Synergy……… ..Executio Industrial Age Knowledge Worker n Gaps Age (Solution) (Cause) Clarity…………Announcin g … Selling Identification/Involveme nt Whole Person in a Whole Commitment Job Job Aligning Roles/Goals for …. e!” Enabling…… Sandwich Perf. Open. Description Translation… (people as expense) “Cooperat ….. …… Appraisal Results Carrot & Stick Aligning structures/ systems/culture 3rd Alternative Communication Mutual Frequent.
The Roots of the Execution Gap Lack of Clarity Lack of Commitment EXECUTION No Translation to Action No Enabling No Synergy Lack of Accountability .
Outcome: Clarify your team’s Wildly Important Goals and align them to the organization.The Four Disciplines Discipline 1: Focus on the Wildly Important Principle: People are wired to do only one thing at a time with excellence. New Thinking: Organizations/Teams can only accomplish two or three goals at once with excellence. or even ten important goals at once. . eight. Old Thinking: We can effectively accomplish six.
New Thinking: We’re not really serious about the goal until we start keeping score. . people will know we’re serious about it.The Four Disciplines Discipline 2: Create a Compelling Scoreboard Principle: People play differently when they’re keeping score. Old Thinking: Once we’ve communicated the goal. Outcome: Identify key measures for your team’s goals and transform them into a visible. dynamic scoreboard.
you need to start doing things you’ve never Olddone before. . and then into weekly and needed to achieve your goals translate those behaviors daily tasks. people know the goal. New Thinking: Goals will never be achieved until everyone on the teams knows exactly what they’re supposed toIdentify the new and better behaviors Outcome: do about them.The Four Disciplines Discipline 3: Translate Lofty Goals into Specific Actions Principle: To achieve goals you’ve never achieved before. they’ll Thinking: If know what to do about it.
long as the goal is clear and Thinking: As compelling. people will remain focused and committed. New Thinking: Maintaining commitment to the goal requires frequent team engagement and accountability. Outcome: Learn and apply an ongoing team accountability process to engage the team in accomplishing the Wildly Important Goals.Discipline 4: Hold Each Other Accountable—All of the Time Principle: Knowing others are counting on you raises your level of Oldcommitment. The Four Disciplines .
Organizational) VOICE Passion (Heart ) Conscience (Spirit) .Finding Your Voice Talent (Mind ) Need (Bod y) (Individual. Team.
deadline-driven work goals ORGANIZATIONAL DIRECTION: Organizational strategy and goals precisely understood TEAM FOCUS: Diligent work-team focus on 85 97 88 88 83 95 85 COMMITMEN TEAM GOALS—QUALITY: T goals team top goals 42 54 58 INDIVIDUAL ENGAGEMENT: Individuals motivated and valued INDIVIDUAL COMMITMENT: People committed to organizational direction . Measurable. measurable INDIVIDUAL GOALS: Clear.CLARITY xQ Scores by Principles of Execution (National Average & Top 10%) 53 90 45 48 65 51 Clear.
measurable team goals ORGANIZATIONAL PERFORMANCE INVOLVEMENT: Consistent. Correlated assignments and follow-through xQ Scores by Principles of Execution (National Average & Top 10%) 49 85 53 44 38 60 90 94 80 75 ORGANIZATIONAL LINE-OF-SITE: All workers focused on organizational goals ENABLING INDIVIDUAL PLANNING: Systematic approach to scheduling INDIVIDUAL TIME ALLOCATION: Time spent executing top goals TEAM GOALS—QUALITY: Clear. systematic approach to improving performance ORGANIZATIONAL SUPPORT: Active support for work-team goals 48 46 43 56 90 93 91 87 .TRANSLATION TO ACTION TEAM PLANNING: Clear.
SYNERGY xQ Scores by Principles of Execution (National Average & Top 10%) 42 92 43 40 37 48 92 90 92 94 TEAM COMMUNICATION: Mutual understanding and creative dialogue TEAM TRUST: A safe “win-win” work environment ORGANIZATIONAL COLLABORATION: Smooth cross-functional work and communication among teams ORGANIZATIONAL TRUSTWORTHINESS: Organizational values and commitments honored ACCOUNTABILITY TEAM ACCOUNTABILITY: Commitments honored among team members TEAM MEASURES—QUALITY: Success measures tracked accurately and openly INDIVIDUAL PROACTIVITY: Individual initiative and responsibility for results 40 44 34 43 88 87 88 89 .
53 90 48 74 37 48 43 95 56 97 92 94 91 87 Nat .Sample xQ Scores at the Organizational Level Organizational Level Line-of-site Direction Collaboration Trustworthiness Performance Improvement Support 4 13 Organizati on 44 22 54 48 . Avg Top 10 % 92 .
Sample xQ Scores at the Team Level Team Level Quality of Team Goals Planning Communication Trust Empowerment Accountability Measures--Quality Focus 41 30 Organizati on 54 36 38 Nat . 42 83 44 94 92 90 93 87 88 88 Top 10 % 89 82 43 52 40 60 46 44 95 34 65 . Avg 45 .
Avg Top 10 % 85 . 45 85 41 98 54 61 38 91 43 68 58 97 60 95 80 89 85 75 Nat .Sample xQ Scores at the Individual Level Individual Level Individual Goals Engagement Planning Accountability Commitment Time Allocation Organizati on 76 50.
Vision Commitment The 4 Disciplines of Execution (4DX) Translation. Values. The Sweet Spot Personal Leadership Accountability Create a Compelling Scoreboard EXECUTION Greatness GoalsGreatness Translate Lofty into Specific Actions Modeling The 7 Habits Hold of Highly Accountable—all of the Each Other (7H) time Effective Pathfinding People Aligning Principle-Centered Leadership Organizationa l Greatness .Mission. The Sweet Spot Clarity. Focus on the Wildly Important Synergy Enabling.
Synergy Enabling. Vision EXECUTION Greatness Greatness The 7 Habits of Highly Effective People Modeling (7H) Pathfinding Aligning . Blending Voices Personal Leadership Accountability Mission.Principle-Centered Leadership Organizationa l Greatness Commitment Translation. Clarity. Values.