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Seven Habits

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A ppt on seven habit of highly effective people
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Key to success

Seven Habits of Highly effective people by Stephen CoveyPresentation by- Arun Sehrawat

What is a HabitWe are what we repeatedly do. Excellence, then, is not an act, but a habit Aristotle

Our character, basically, is a composite of our habits. "Sow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, reap a destiny.Habit is the intersection of knowledge, skill, and desire. Knowledge is the theoretical paradigm, the what to do and the why. Skill is the how to do. Desire is the motivation, the want to do. In order to make something a habit in our lives, we have to have all three.The Seven HabitsIndependence or Self-Mastery: The First Three Habits surround moving from dependence to independence (i.e., self-mastery):Habit 1: Be ProactiveHabit 2: Begin with the End in MindHabit 3: Put First Things FirstInterdependence The next three have to do with Interdependence (i.e., working with others):Habit 4: Think Win-WinHabit 5: Seek First to Understand, Then to be UnderstoodHabit 6: SynergizeSelf Renewal The Last habit relates to self-rejuvenation:Habit 7: Sharpen the Saw

Habit 1: Be ProactiveWhile the word proactivity is now fairly common in management literature, it is a word you won't find in most dictionaries. It means more than merely taking initiative. It means that as human beings, we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions. We can subordinate feelings to values. We have the initiative and the responsibility to make things happen.The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values -- carefully thought about, selected and internalized values.InitiativeTaking the Initiative Our basic nature is to act, and not be acted upon. As well as enabling us to choose our response to particular circumstances, this empowers us tocreate circumstances Taking initiative does not mean being pushy, obnoxious, or aggressive. It does mean recognizing our responsibility to make things happen. Language check to see proactivityReactive Language: There's nothing I can do. That's just the way I am. He makes me so mad. They won't allow that. I have to do that. I can't. I must. If only. Proactive Language: Let's look at our alternatives. I can choose a different approach. I control my own feelings. I can create an effective presentation. I will choose an appropriate response. I choose. I prefer. I will.Circle of Concern and Circle of Influence Another excellent way to become more self-aware regarding our own degree of proactivity is to look at where we focus our time and energy. We each have a wide range of concerns -- our health, our children, problems at work, the national debt, nuclear war. We could separate those from things in which we have no particular mental or emotional involvement by creating a "Circle of Concern. As we look at those things within our Circle of Concern, it becomes apparent that there are some things over which we have no real control and others that we can do something about. We could identify those concerns in the latter group by circumscribing them within a smaller Circle of Influence. By determining which of these two circles is the focus of most of our time and energy, we can discover much about the degree of our proactivity. Proactive people focus their efforts in the Circle of Influence.ApplicationFor a full day, listen to your language and to the language of the people around you. How often do you use and hear reactive phrases such as "If only," "I can't," or "I have to" Identify an experience you might encounter in the near future where, based on past experience, you would probably behave reactively. Review the situation in the context of your Circle of Influence. How could you respond proactively? Take several moments and create the experience vividly in your mind, picturing yourself responding in a proactive manner. Remind yourself of the gap between stimulus and response. Make a commitment to yourself to exercise your freedom to choose. Select a problem from your work or personal life that is frustrating to you. Determine whether it is a direct, indirect, or no control problem. Identify the first step you can take in your Circle of Influence to solve it and then take that step.

Habit 2: Begin with End in MindAlthough Habit 2 applies to many different circumstances and levels of life, the most fundamental application of "Begin with the End in Mind" is to begin today with the image, picture, or paradigm of the end of your life as your frame of reference or the criterion by which everything else is examined. Each part of your life -- today's behavior, tomorrow's behavior, next week's behavior, next month's behavior -- can be examined in the context of the whole, of what really matters most to you.To Begin with the End in Mind means to start with a clear understanding of your destination. It means to know where you're going so that you better understand where you are now and so that the steps you take are always in the right directionBegin with End in Mind"Begin with the End in Mind" is based on the principle that all things are created twice. There's a mental or first creation, and a physical or second creation to all things.

It's a principle that all things are created twice, but not all first creations are by conscious design. In our personal lives, if we do not develop our own self-awareness and become responsible for first creations, we empower other people and circumstances outside our Circle or Influence to shape much of our lives by default.The most effective way I know to Begin with the End in Mind is to develop a personal mission statement or philosophy or creed. It focuses on what you want to be (character) and to do (contributions and achievements) and on the values or principles upon which being and doing are based

Leadership and Management -- The Two Creations Habit 2 is based on principles of personal leadership, which means that leadership is the first creation. Leadership is not management. Management is the second creation, which we'll discuss in Habit 3. But leadership has to come first. Management is a bottom-line focus: How can I best accomplish certain things? Leadership deals with the top line: What are the things I want to accomplish? "Management is doing things right; leadership is doing the right things." Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. Habit 3: Put first things firstWill you take just a moment and write down a short answer to the following two questions? Your answers will be important to you as you begin work on Habit 3. Question 1: What one thing could you do (you aren't doing now) that if you did on a regular basis, would make a tremendous positive difference in your personal life? Question 2: What one thing in your business or professional life would bring similar results?

Put first things firstHabit 3 is the personal fruit, the practical fulfillment of Habits 1 and 2. In addition to self-awareness, imagination, and conscience, it is the fourth human endowment -- independent will -- that really makes effective self-management possible. As you see, the two factors that define an activity are urgent and important. Urgent means it requires immediate attention. It's "Now!" Urgent things act on us. Urgent matters are usually visible. They press on us; they insist on action. They're often popular with others. They're usually right in front of us. And often they are pleasant, easy, fun to do. But so often they are unimportant! Importance, on the other hand, has to do with results. If something is important, it contributes to your mission, your values, your high priority goals. We react to urgent matters. Important matters that are not urgent require more initiative, more proactivity. Saying No is also importantDelegationWe accomplish all that we do through delegation -- either to time or to other people. If we delegate to time, we think efficiency. If we delegate to other people, we think effectiveness. Many people refuse to delegate to other people because they feel it takes too much time and effort and they could do the job better themselves. But effectively delegating to others is perhaps the single most powerful high-leverage activity there is. Transferring responsibility to other skilled and trained people enables you to give your energies to other high-leverage activities. Delegation means growth, both for individuals and for organizations. Gofer v/s Steward DelegationThere are basically two kinds of delegation: "gofer delegation" and "stewardship delegation." Gofer delegation means "Go for this, go for that, do this, do that, and tell me when it's done." Stewardship delegation is focused on results instead of methods. It gives people a choice of method and makes them responsible for results. It takes more time in the beginning, but it's time well investedTime Management Matrix

Emotional Bank AccountWe all know what a financial bank account is. We make deposits into it and build up a reserve from which we can make withdrawals when we need to. An Emotional Bank Account is a metaphor that describes the amount of trust that's been built up in a relationship. It's the feeling of safeness you have with another human being.

Habit 4: Think Win-WinWin-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win-win means that agreements or solutions are mutually beneficial, mutually satisfying.Most people tend to think in terms of dichotomies: strong or weak, hardball or softball, win or lose. But that kind of thinking if fundamentally flawed. It's based on power and position rather than on principle. Win-win is based on the paradigm that there is plenty for everybody, that one person's success is not achieved at the expense or exclusion of the success of others.Seek First to Understand, Then to be Understood

Communication is the most important skill in life. We spend most of our waking hours communicating. But consider this: You've spent years learning how to read and write, years learning how to speak. But what about listening? What training or education have you had that enables you to listen so that you really, deeply understand another human being from that individual's own frame of reference? "Seek first to understand" involves a very deep shift in paradigm. We typically seek first to be understood. Most people do not listen with the intent to understand; they listen with the intent to reply. They're either speaking or preparing to speak.As you learn to listen deeply to other people, you will discover tremendous differences in perception. You will also begin to appreciate the impact that these differences can have as people try to work together in interdependent situations.

SynergizeWhen properly understood, synergy is the highest activity in all life -- the true test and manifestation of all the other habits put together. The highest forms of synergy focus the four unique human endowments, the motive of win-win, and the skills of empathic communication on the toughest challenges we face in life. What results is almost miraculous. We create new alternatives -- something that wasn't there before.What is synergy? Simply defined, it means that the whole is greater than the sum of its parts. It means that the relationship which the parts have to each other is a part in and of itself. It is not only a part, but the most catalytic, the most empowering, the most unifying, and the most exciting part.Sharpen the SawHabit 7 is personal PC. It's preserving and enhancing the greatest asset you have -- you. It's renewing the four dimensions of your nature -- physical, spiritual, mental, and social/emotional. "Sharpen the Saw" basically means expressing all four motivations. It means exercising all four dimensions of our nature, regularly and consistently, in wise and balanced ways.

Application1. Make a list of activities that would help you keep in good physical shape, that would fit your life-style and that you could enjoy over time.

2. Select one of the activities and list it as a goal in your personal role area for the coming week. At the end of the week evaluate your performance. If you didn't make your goal, was it because you subordinated it to a genuinely higher value? Or did you fail to act with integrity to your values.

3. Make a similar list of renewing activities in your spiritual and mental dimensions. In your social-emotional area, list relationships you would like to improve or specific circumstances in which Public Victory would bring greater effectiveness. Select one item in each area to list as a goal for the week. Implement and evaluate.

4. Commit to write down specific "sharpen the saw" activities in all four dimensions every week, to do them, and to evaluate your performance and results.

IntegrityIntegrity is a personal choice, an uncompromising and predictably consistent commitment to honour the following values and principles:Moral EthicalSpiritualAn individual'svalue systemprovides a framework within which the individual acts in ways which are consistent and expected. Integrity can be seen as the state or condition of having such a framework, and acting congruently within the given framework.One essential aspect of a consistent framework is its avoidance of any unwarranted (arbitrary) exceptions for a particular person or group especially the person or group that holds the framework.


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