7habitscompleteppt

1、 there is no real excellence in all this world which can be separated from right living common deep personal & professional problems: how to reach the career goals set without losing personal and family life? how can i keep a promise i make to myself? how can a manager train his employees to be inde

2、pendent and responsible if it happened once that this manager was home sick for a day? how can one really congratulate a friend enthusiastically for achieving some degree of success and recognition without eating his heart out? theres so much to do and theres never enough time. how can i manage my l

3、ife effectively? the key for successful livingpersonality ethiccharacter ethic focus on attitude and behavior minor change to change the situation first we have to change ourselves and our perceptions significant, quantum change works in short term situation (symptomatic treatment) has personal wort

4、h in the long term relationship social band aids that treats o n l y a c u t e p r o b l e m s temporarily treats the underlying chronic problemthe key for successful living primary and secondary greatness quit lacking at the leaves of attitude and behavior (secondary greatness) get to work on the r

5、oot, the character (primary greatness) from which these attitude and behavior flow.the power of a paradigm a paradigm is : a frame of reference, a model a perception, assumption the way we perceive, understand & accordingly interpret and judge things. a mental map. two people can see the same thing,

6、 disagree and yet both be right. the more we examine the way we see things, the more we can test them against reality. listen to others and be open to their perception, to get a far more objective view.being is seeingbe see think feel behave we cannot change our seeing without changing our being if

7、you want to have. be. the seven habits paradigm: an “inside-out” approach to personal and interpersonal effectiveness can we create a habit? we are what we repeatedly do excellence, then, is not an act, but a habit habits are learned and unlearned we are not the habits, hence we can change themeffec

8、tiveness is defined as p/pc balance p= production = what is produced, the desired results produced pc = production capacity = producing asset. maintaining, preserving and enhancing the resources that produces the desired results maintain the p/pc balance: balance short term with long term take time

9、to invest in a relationship win the customer more than the callthe seven habits paradigm1 be proactivedependenceindependenceinterdependenceprivatevictorypublicvictoryprinciples of personal leadership move yourself from dependence to independence, the foundation for effective interdependence achieve

10、private victory, the foundation for public victory achieve self mastery through self awareness, self confidence and self control. principles of personal leadership prepare yourself for interpersonal leadership build a changeless inner core, from which your attitude and behavior flow build the princi

11、ple center that gives you the wisdom and power to adapt to change and to take advantage of the opportunities that change creates. the maturity continuumcharacter & personality although image, techniques and skills can influence your outward success, the weight of real effectiveness lies in good char

12、acter.character & competencecharactera person with high character exhibits integrity, maturity and an abundance mentality.competencea person with high competence has knowledge and ability in a given area.as people balance these two elements, they build their personal trustworthiness and their trust

13、with others.character & competencecharactercompetencejudgementcharacterintegrity maturity abundance mentality interdependencycompetencetechnical skills qualifications knowledge experiencekeep promisesapologizeclarify expectationstreat other kindlyunderstand othersloyality to the absentcircle of infl

14、uencecircle of influencehabit 1be proactive1 be proactivethree theories of determinism affecting our response to a certain stimulus genetic determinism (dna) psychic determinism (childhood experience) environmental determinism (boss, spouse, economic situation, notational policies)habit one : be pro

15、activethe habit of personal visionthe four human endowments:self-awareness examining thoughts, moods and behaviorsimagination visualizing beyond experience and present reality (work on alternatives)conscience understanding right and wrong and following personal integrityindependent will acting indep

16、endent of external influenceproactive modelfreedom to choosestimulusresponseself-awarenessimaginationconscience independentwill proactive model responsibility = “response-ability” proactive people: behavior in the product of ones decision based on values personal leaders take the initiative and are

17、solutions to problems successfully handle direct, indirect and no control problemsproactive model reactive people: behavior is the product of ones condition based on feelings unhappy people who feel victimized and immobilized, who focus on the weaknesses of other people blame other people and circum

18、stances they feel are responsible for their own stagnant situation. reactive languageproactive language theres noting i can dolets look at our alternationsthats just the way i ami can choose a different approachhe makes me so madi control my own feelingsthey wont allow thati can create an effective

19、presentationi have to do thati will choose an appropriate responsei cant i choosei musti preferif onlyi willno concerncircle of concerncircle of concerncircle of influencecircle ofcircle of influenceconcerncircle ofcircle of influenceconcernreactive focus (negative energy reduces the circles of infl

20、uences)proactive focus (positive energy enlarges the circles of influences)habit 2begin with the end in mind1 be proactive2begin with theend in mind start with a clear understanding of your destination picture deeply what kind of husbands, wife, father or mother would you like to be? what kind of so

21、n or daughter or cousin? what kind of friend? what kind of working associate?assumptions assume at your funeral, how would family, colleague, friend, church, etc talk about you assume todays the last day in your life assume: body - had a heart attack; mind life of your profession is 2 years; heart o

22、ther person is clairvoyant; spirit you met with the almightyhabit two begin with the end in mindthe habit of personal leadershipmental creation precedes physical creationto start with a clear understanding of your destination.write your mission statementchoose a life center create a personal mission

23、 statements = a personal constitution, a frame of reference align your daily behavior with your life objectives business = “busy-ness” climbing the ladder of success: effectiveness vs. efficiency circle of concerncircle of influence our deepest center: work family spouse/husband friend religion self

24、 pleasure possessions money enemycentersecuritypowerwisdomguidance: sense of worth, self esteem & personal strength : source of direction in life: perspective on life:decision making ability a principle center: creating a solid changeless core, from which flow the four life-support factors. correct

25、principles do not change a principle-centered person stands apart from the emotion of the situation and evaluates the options. a principle center: you wont be acted upon by other people or circumstances see change as an exciting adventure and opportunity to make significant contributions. habit two

26、begin with the end in mindthe habit of personal leadershiphabit two begin with the end in mindthe habit of personal leadershipprinciple-centeredsomeone who is principle-centered bases decisions on principles that govern human effectiveness. principles are the ideal core because they allow us to seek

27、 the best alternative through conscious choice, knowledge and values. principle-centered people try to :stand apart from the emotion of a situation and from other factors that would act on them.make proactive choices after evaluating options.habit two begin with the end in mindthe habit of personal

28、leadershipmission statementa powerful document that expresses your personal sense of purpose and meaning in life. it acts as a governing constitution by which you evaluate decisions and choose behaviors.define leadership & managementleadership deals with direction(doing the right things)management d

29、eals with speed, co-ordination, logistics in moving in that direction(doing the things right)habit 3put first things first1 be proactive3put firstthings firstthings which matter most must never be a the mercy of things which matter least.rolesgoalsplansschedule delegate mission statement rolesgoalst

30、wo factors to define any activity urgency - an activity is urgent if you or others feel that it requires immediate attention. importance - an activity is importance if you personally find it valuable, and if it contributes to your mission values, and high-priority goals.time management matrix urgent

31、 importantnot urgent importanturgent not importantnot urgent not importanturgent & importantactivities results crises pressing problems deadline-driven projects stress burnout putting out fires not urgent but importantactivities results prevention, pc activities relationships building recognizing ne

32、w opportunities planning recreation vision balance discipline control few crisesthe time management matrixurgent but not importantactivities results interruptions, some calls some mail, some reports some meetings proximate, pressing matters popular activities short-term focus crisis management feel

33、victimized, out of control broken relationships the time management matrixnot urgent & not important activities results trivia, busy work some mail some phone calls time wasters pleasant activities dependent on others total irresponsibility fired from jobs. .crisis. . pressing problems. . deadline-d

34、riven projects, meetings, preparations. . preparation. . prevention. . values clarification. . planning. . relationship building. . true re-creation. . empowerment. . interruptions, some phone calls. . some mail, some reports . . some meetings. . many proximate,pressing matters. . many popular activ

35、ities. . trivia, busywork. . some phone calls. . time wasters. . “escape” activities. .irrelevant mail. . excessive tvhabit three - put first things firstthe habit of personal managementurgentimportantnot urgentnot importantcrises managementattach to missiondistractionstime wastershabit three - put

36、first things firstthe habit of personal management“effective people have genuine quadrant 1 crises and emergencies that require their immediate attention, but the number is comparatively small. they keep p and pc in balance by focusing on the important, but not urgent, activities of quadrant ii”habi

37、t three - put first things firstthe habit of personal managementthings which matter most must never be at the mercy of things which matter least.the key is not to prioritize your schedule butto schedule your priorities.habit three - put first things firstthe habit of personal managementput first thi

38、ngs first involves a six-step, qii processthat will help you act on the basis of importance. importance, in the context of put first things first, is defined by your mission statement and confirmed by your conscience.the six steps can be used in weekly planning or as often as needed.connect to missi

39、onreview rolesidentify goalsorganize weeklyexercise integrityevaluatepublic victorythere can be no friendship without confidence, and no confidence without integrity.1 be proactive3put firstthings firstpublicvictoryprinciples of interprsonal leadership the p/pc balance in an interdependent reality t

40、he emotional bank account the amount of trust built up in a relationship the feeling of safeness that makes communication easy, instant and effective understanding the individual uncover the persons deep interest or needs treat them all the same by treating them differently attending to the little t

41、hings kindness and courtesies are the big thingsprinciples of interprsonal leadership keeping commitments keep a promise you have made or explain the situation and ask to be released from it. clarifying expectations conflicts arise form ambiguous expectations about roles and goals principles of inte

42、rprsonal leadership showing personal integrity goes beyond honesty build the trust of those who are present by being loyal to those who are not present apologizing sincerely when you make a withdrawal it is the weak who are cruel, gentleness can only be expected from the strongprinciples of interprs

43、onal leadership p problems are pc opportunities problems create the opportunity to build a deep relationship the emotional bank account that empowers us to work together as a strong complementary team.habits one, two & threethe first three habits help develop a deep base of character and personal se

44、curity . once these 3 habits become part of who you areyou are then ready to begin building rich enduring highly productive relationships with other people and thats where habitsfour, five and six come in.habits four, five & sixthese are the habits that lead to interdependent relationships. habit fo

45、ur : think win-winthe attitude of seeking solutions, so that every one can win.do this by communicating. this is done by habit fivehabit five : seek first to understand, then to be understoodhabit six : this is the habit of creative co-operation - synergythis happens when two sides in a dispute work

46、 together to come with a solution which is better than what either side initially proposed.habit 4think win winwe have committed the golden rule to memory; let us now commit it to life” 1 be proactive3put firstthings firstthinkwin/win4six paradigms of human interactions: win/win win/lose lose/win lo

47、se/lose win win/win or no dealwin/win seeks for mutual benefit all parties feel good about the decision and feel committed to the action plan sees life as cooperative, not competitive theres plenty for everybody believes in the third alternative listens more, stays in communication longer, and commu

48、nicates with more courage.habit four - think win-win the habit of interpersonal leadershipwin-lose : people with a win-lose mindset are concerned with themselves first and last. they want to win, and they want others to lose. they achieve success at the expense or exclusion of anothers success. they

49、 are driven by comparison, competition, position, and power. characteristicsis very common scripting for most peopleis the authoritarian approach.uses position, power, credentials, possessions, or personality to get the “win”.habit four - think win-win the habit of interpersonal leadershiplose-win :

50、 people who choose to lose and let others win show high consideration for others, but lack the courage to express and act on their feelings and beliefs. they are easily intimidated and borrow strength from acceptance and popularity. characteristicsvoices no standards, no demands, no expectations of

51、anyone else.is quick to please or appease.buries a lot of feelings.habit four - think win-win the habit of interpersonal leadershiplose-lose : people who have a lose-lose paradigm are low on courage and consideration. they envy and criticize others. they put themselves and others down. characteristi

52、csis the mindset of a highly dependent person.is the same as a “no win” because nobody benefits.is a long-term result of a win-lose, lose-win, or win.habit four - think win-win the habit of interpersonal leadershipwin : people who hold a win paradigm think only of getting what they want. although th

53、ey dont necessarily want others to lose, they are personally set on winning. they think independently in interdependent situations, without sensitivity or awareness of others. characteristicsis self-centered.thinks “me first”.doesnt really care if the other person wins or loses.has a scarcity mental

54、ity”.habit four - think win-win the habit of interpersonal leadershipwin-win or no deal : win-win or no deal is the highest form of win-win. people who adopt this paradigm seek first for win-win. if they cannot find an acceptable solution, they agree to disagree agreeably.characteristicsallows each

55、party to say no.is the most realistic at the beginning of a relationship or business deal.is the highest form of “win”.five dimensions of win/win123win/wincharacterwin/winrelationshipwin/winagreementssupportive systems (4) and processes (5)character three character traits essential to the win/win pa

56、radigms: integrity: make and keep meaningful promises and commitments. people of integrity are true to their feelings, values and commitments. maturity: the balance between courage and consideration the ability to express ones won feelings and convictions balanced with consideration of the thoughts

57、and feelings of others abundance mentalityscarcity mentalityabundance mentality theres only one piethere is plenty for everybody sense of worth and security comes from being compareddefine themselves form within deep inner sense of worth and security someone elses success means their failure someone

58、 elses success is our success sharing it. relationships (character trust, eba) agreements (relationships performance agreement) five elements to agree on in a win/win agreement desired results: clarify the end in mind, objectives and outcome. guidelines: specify boundaries and deadlines for accompli

59、shing the results within which results are to be accomplished resources: human, financial, technical, support to help accomplish the results accountability: sets up the standards of performance and the time of evaluation. identify the standards and methods of measurement for progress and accomplishm

60、ent. consequences: determine/evaluate the result (s) of achieving or not achieving win-win systems should be supportive (reward guidelines, available resources) dont talk cooperation (win/win) and practice competition (win/lose) you can best achieve win-win solutions with win-win systems and process