Monday, April 15, 2013
7 habits of highly effective people
7 habits of highly effective people review
The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
was a groundbreaker when it was first published in 1990, and it
continues to be a business bestseller with more than 10 million copies
sold. Stephen Covey, an internationally respected leadership authority,
realizes that true success encompasses a balance of personal and
professional effectiveness, so this book is a manual for performing
better in both arenas. His anecdotes are as frequently from family
situations as from business challenges. Before you can adopt the seven
habits, you'll need to accomplish what Covey calls a "paradigm shift"--a
change in perception and interpretation of how the world works. Covey
takes you through this change, which affects how you perceive and act
regarding productivity, time management, positive thinking, developing
your "proactive muscles" (acting with initiative rather than reacting),
and much more. This isn't a quick-tips-start-tomorrow kind of book. The
concepts are sometimes intricate, and you'll want to study this book,
not skim it. When you finish, you'll probably have Post-it notes or
hand-written annotations in every chapter, and you'll feel like you've
taken a powerful seminar by Covey. --Joan Price
the seven habits of highly effective people
the seven habits of highly effective people
7 Habits of Highly Effective People
The 7 Habits of Highly Effective People
In his #1 bestseller, Stephen R. Covey presented a framework for personal effectiveness. The following is a summary of the first part of his book, concluding with a list of the seven habits.
Inside-Out: The Change Starts from Within
While working on his doctorate in the 1970's, Stephen R. Covey reviewed 200 years of literature on success. He noticed that since the 1920's, success writings have focused on solutions to specific problems. In some cases such tactical advice may have been effective, but only for immediate issues and not for the long-term, underlying ones. The success literature of the last half of the 20th century largely attributed success to personality traits, skills, techniques, maintaining a positive attitude, etc. This philosophy can be referred to as the Personality Ethic.
However, during the 150 years or so that preceded that period, the literature on success was more character oriented. It emphasized the deeper principles and foundations of success. This philosophy is known as the Character Ethic, under which success is attributed more to underlying characteristics such as integrity, courage, justice, patience, etc.
The elements of the Character Ethic are primary traits while those of the Personality Ethic are secondary. While secondary traits may help one to play the game to succeed in some specific circumstances, for long-term success both are necessary. One's character is what is most visible in long-term relationships. Ralph Waldo Emerson once said, "What you are shouts so loudly in my ears I cannot hear what you say."
To illustrate the difference between primary and secondary traits, Covey offers the following example. Suppose you are in Chicago and are using a map to find a particular destination in the city. You may have excellent secondary skills in map reading and navigation, but will never find your destination if you are using a map of Detroit. In this example, getting the right map is a necessary primary element before your secondary skills can be used effectively.
The problem with relying on the Personality Ethic is that unless the basic underlying paradigms are right, simply changing outward behavior is not effective. We see the world based on our perspective, which can have a dramatic impact on the way we perceive things. For example, many experiments have been conducted in which two groups of people are shown two different drawings. One group is shown, for instance, a drawing of a young, beautiful woman and the other group is shown a drawing of an old, frail woman. After the initial exposure to the pictures, both groups are shown one picture of a more abstract drawing. This drawing actually contains the elements of both the young and the old woman. Almost invariably, everybody in the group that was first shown the young woman sees a young woman in the abstract drawing, and those who were shown the old woman see an old woman. Each group was convinced that it had objectively evaluated the drawing. The point is that we see things not as they are, but as we are conditioned to see them. Once we understand the importance of our past conditioning, we can experience a paradigm shift in the way we see things. To make large changes in our lives, we must work on the basic paradigms through which we see the world.
The Character Ethic assumes that there are some absolute principles that exist in all human beings. Some examples of such principles are fairness, honesty, integrity, human dignity, quality, potential, and growth. Principles contrast with practices in that practices are for specific situations whereas principles have universal application.
The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness that is centered on principles and character. Inside-out means that the change starts within oneself. For many people, this approach represents a paradigm shift away from the Personality Ethic and toward the Character Ethic.
The Seven Habits - An Overview Our character is a collection of our habits, and habits have a powerful role in our lives. Habits consist of knowledge, skill, and desire. Knowledge allows us to know what to do, skill gives us the ability to know how to do it, and desire is the motivation to do it.
The Seven Habits move us through the following stages:
- Dependence: the paradigm under which we are born, relying upon others to take care of us.
- Independence: the paradigm under which we can make our own decisions and take care of ourselves.
- Interdependence: the paradigm under which we cooperate to achieve something that cannot be achieved independently.
To make the choice to become interdependent, one first must be independent, since dependent people have not yet developed the character for interdependence. Therefore, the first three habits focus on self-mastery, that is, achieving the private victories required to move from dependence to independence. The first three habits are:
- Habit 1: Be Proactive
- 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 6: Synergize
In the fable, a poor farmer's goose began laying a solid gold egg every day, and the farmer soon became rich. He also became greedy and figured that the goose must have many golden eggs within her. In order to obtain all of the eggs immediately, he killed the goose. Upon cutting it open he discovered that it was not full of golden eggs. The lesson is that if one attempts to maximize immediate production with no regard to the production capability, the capability will be lost. Effectiveness is a function of both production and the capacity to produce.
The need for balance between production and production capability applies to physical, financial, and human assets. For example, in an organization the person in charge of a particular machine may increase the machine's immediate production by postponing scheduled maintenance. As a result of the increased output, this person may be rewarded with a promotion. However, the increased immediate output comes at the expense of future production since more maintenance will have to be performed on the machine later. The person who inherits the mess may even be blamed for the inevitable downtime and high maintenance expense.
Customer loyalty also is an asset to which the production and production capability balance applies. A restaurant may have a reputation for serving great food, but the owner may decide to cut costs and lower the quality of the food. Immediately, profits will soar, but soon the restaurant's reputation will be tarnished, the customer's trust will be lost, and profits will decline.
This does not mean that only production capacity is important. If one builds capacity but never uses it, there will be no production. There is a balance between building production capacity and actually producing. Finding the right tradeoff is central to one's effectiveness.
The above has been an introduction and overview of the 7 Habits. The following introduces the first habit in Covey's framework.
FROM DEPENDENCE TO INDEPENDENCE
Habit 1: Be Proactive
A unique ability that sets humans apart from animals is self-awareness and the ability to choose how we respond to any stimulus. While conditioning can have a strong impact on our lives, we are not determined by it. There are three widely accepted theories of determinism: genetic, psychic, and environmental. Genetic determinism says that our nature is coded into our DNA, and that our personality traits are inherited from our grandparents. Psychic determinism says that our upbringing determines our personal tendencies, and that emotional pain that we felt at a young age is remembered and affects the way we behave today. Environmental determinism states that factors in our present environment are responsible for our situation, such as relatives, the national economy, etc. These theories of determinism each assume a model in which the stimulus determines the response.
Viktor Frankl was a Jewish psychiatrist who survived the death camps of Nazi Germany. While in the death camps, Frankl realized that he alone had the power to determine his response to the horror of the situation. He exercised the only freedom he had in that environment by envisioning himself teaching students after his release. He became an inspiration for others around him. He realized that in the middle of the stimulus-response model, humans have the freedom to choose.
Animals do not have this independent will. They respond to a stimulus like a computer responds to its program. They are not aware of their programming and do not have the ability to change it. The model of determinism was developed based on experiments with animals and neurotic people. Such a model neglects our ability to choose how we will respond to stimuli.
We can choose to be reactive to our environment. For example, if the weather is good, we will be happy. If the weather is bad, we will be unhappy. If people treat us well, we will feel well; if they don't, we will feel bad and become defensive. We also can choose to be proactive and not let our situation determine how we will feel. Reactive behavior can be a self-fulfilling prophecy. By accepting that there is nothing we can do about our situation, we in fact become passive and do nothing.
The first habit of highly effective people is proactivity. Proactive people are driven by values that are independent of the weather or how people treat them. Gandhi said, "They cannot take away our self respect if we do not give it to them." Our response to what happened to us affects us more than what actually happened. We can choose to use difficult situations to build our character and develop the ability to better handle such situations in the future.
Proactive people use their resourcefulness and initiative to find solutions rather than just reporting problems and waiting for other people to solve them.
Being proactive means assessing the situation and developing a positive response for it. Organizations can be proactive rather than be at the mercy of their environment. For example, a company operating in an industry that is experiencing a downturn can develop a plan to cut costs and actually use the downturn to increase market share.
Once we decide to be proactive, exactly where we focus our efforts becomes important. There are many concerns in our lives, but we do not always have control over them. One can draw a circle that represents areas of concern, and a smaller circle within the first that represents areas of control. Proactive people focus their efforts on the things over which they have influence, and in the process often expand their area of influence. Reactive people often focus their efforts on areas of concern over which they have no control. Their complaining and negative energy tend to shrink their circle of influence.
In our area of concern, we may have direct control, indirect control, or no control at all. We have direct control over problems caused by our own behavior. We can solve these problems by changing our habits. We have indirect control over problems related to other people's behavior. We can solve these problems by using various methods of human influence, such as empathy, confrontation, example, and persuasion. Many people have only a few basic methods such as fight or flight. For problems over which we have no control, first we must recognize that we have no control, and then gracefully accept that fact and make the best of the situation.
SUMMARY OF THE SEVEN HABITS
Habit 1: Be Proactive
Change starts from within, and highly effective people make the decision to improve their lives through the things that they can influence rather than by simply reacting to external forces.
Habit 2: Begin with the End in Mind
Develop a principle-centered personal mission statement. Extend the mission statement into long-term goals based on personal principles.
Habit 3: Put First Things First
Spend time doing what fits into your personal mission, observing the proper balance between production and building production capacity. Identify the key roles that you take on in life, and make time for each of them.
Habit 4: Think Win/Win
Seek agreements and relationships that are mutually beneficial. In cases where a "win/win" deal cannot be achieved, accept the fact that agreeing to make "no deal" may be the best alternative. In developing an organizational culture, be sure to reward win/win behavior among employees and avoid inadvertantly rewarding win/lose behavior.
Habit 5: Seek First to Understand, Then to Be Understood
First seek to understand the other person, and only then try to be understood. Stephen Covey presents this habit as the most important principle of interpersonal relations. Effective listening is not simply echoing what the other person has said through the lens of one's own experience. Rather, it is putting oneself in the perspective of the other person, listening empathically for both feeling and meaning.
Habit 6: Synergize
Through trustful communication, find ways to leverage individual differences to create a whole that is greater than the sum of the parts. Through mutual trust and understanding, one often can solve conflicts and find a better solution than would have been obtained through either person's own solution.
Habit 7: Sharpen the Saw
Take time out from production to build production capacity through personal renewal of the physical, mental, social/emotional, and spiritual dimensions. Maintain a balance among these dimensions.
seven habits of highly effective people
seven habits of highly effective people
The Seven Habits of Highly Effective People, first published in 1989, is a business and self-help book written by Stephen R. Covey. It has sold more than 25 million copies in 38 languages worldwide, and the audio version has sold 15 million copies, and remains one of the best selling nonfiction business books.[1][2] Covey presents an approach to being effective in attaining goals by aligning oneself to what he calls "true north" principles of a character ethic that he presents as universal and timeless.[3] In August 2011, Time listed Seven Habits as one of "The 25 Most Influential Business Management Books".[4]U.S. President Bill Clinton read the book and invited Covey to Camp David to counsel him on how to integrate the book into his presidency.[5]
Contents
1 The 7 Habits
1.1 Independence or Self-Mastery
1.2 Interdependence
2 The Upward Spiral
3 Abundance mentality
4 See also
5 References
6 External links
The 7 Habits
The book first introduces the concept of Paradigm Shift and prepares the reader for a change in mindset. It helps the reader understand that there exists a different perspective, a viewpoint that may be different from his own and asserts that two people can see the same thing and yet differ with each other. Once the reader is prepared for this, it introduces the seven habits, in a proper order.
Each chapter is dedicated to one of the habits,[6] which are represented by the following imperatives:
Independence or Self-Mastery
The First Three Habits surround moving from dependence to independence (i.e., self-mastery):
Habit 1: Be Proactive
Take initiative in life by realizing that your decisions (and how they align with life's principles) are the primary determining factor for effectiveness in your life. Take responsibility for your choices and the consequences that follow.
Habit 2: Begin with the End in Mind
Self-discover and clarify your deeply important character values and life goals. Envision the ideal characteristics for each of your various roles and relationships in life. Create a mission statement.
Habit 3: Put First Things First
Prioritize, plan, and execute your week's tasks based on importance rather than urgency. Evaluate whether your efforts exemplify your desired character values, propel you toward goals, and enrich the roles and relationships that were elaborated in Habit 2.
Interdependence
The next three have to do with Interdependence (i.e., working with others):
Habit 4: Think Win-Win
Genuinely strive for mutually beneficial solutions or agreements in your relationships. Value and respect people by understanding a "win" for all is ultimately a better long-term resolution than if only one person in the situation had gotten his way.
Habit 5: Seek First to Understand, Then to be Understood
Use empathic listening to be genuinely influenced by a person, which compels them to reciprocate the listening and take an open mind to being influenced by you. This creates an atmosphere of caring, and positive problem solving.
Habit 6: Synergize
Combine the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone.
Change of attitude
When one works on attitude, nothing can be a hindrance to one's effectiveness in life.
Habit 7: Sharpen the Saw
Balance and renew your resources, energy, and health to create a sustainable, long-term, effective lifestyle. It primarily emphasizes exercise for physical renewal, prayer (meditation, yoga, etc.) and good reading for mental renewal. It also mentions service to society for spiritual renewal.
The Upward Spiral
Covey explains the "Upward Spiral" model in the sharpening the saw section. Through our conscience, along with meaningful and consistent progress, the spiral will result in growth, change, and constant improvement. In essence, one is always attempting to integrate and master the principles outlined in The 7 Habits at progressively higher levels at each iteration. Subsequent development on any habit will render a different experience and you will learn the principles with a deeper understanding. The Upward Spiral model consists of three parts: learn, commit, do. According to Covey, one must be increasingly educating the conscience in order to grow and develop on the upward spiral. The idea of renewal by education will propel one along the path of personal freedom, security, wisdom, and power.[7] In his book The Divine Center, Covey reveals that he is referring to the Mormon principle of "eternal progression." [Divine Center, pp. 180, 207, 213.] He claims that this "constantly expanding upward-spiraling movement in the development of the human soul... constitutes the road to perfection." [Divine Center, p. 207.] Covey explains that "we eventually can become literally like Heavenly Father; we can become perfect, just as he and our elder brother, Jesus Christ, are perfect." [Divine Center, p. 77.] Covey teaches that we have within us "the eternal seed of godhood." [Divine Center, p. 206.] Following the correct map found in the LDS Church "liberates man" and "releases his divine potentialities." [Divine Center, p. 246.] Covey's belief that people have a limitless potential is derived from the Mormon doctrine that people are gods in embryo. [Divine Center, p. 164-66.] He writes, "Since we truly are sons and daughters of God the Eternal Father, we possess in embryo his nature and potential." [Divine Center, p. 166.]
Sean Covey (Stephen's son) has written a version of the book for teens, The 7 Habits of Highly Effective Teens. This version simplifies the 7 Habits for younger readers so they can better understand them. In September 2006, Sean Covey also published The 6 Most Important Decisions You Will Ever Make: A Guide for Teens. This guide highlights key times in the life of a teen and gives advice on how to deal with them.
Stephen Covey's eldest son, Stephen M. R. Covey, has written a book titled The Speed of Trust.
Abundance mentality
Covey coined the idea of abundance mentality or abundance mindset, a concept in which a person believes there are enough resources and success to share with others. He contrasts it with the scarcity mindset (i.e., destructive and unnecessary competition), which is founded on the idea that, if someone else wins or is successful in a situation, that means you lose; not considering the possibility of all parties winning (in some way or another) in a given situation (see zero-sum game). Individuals with an abundance mentality reject the notion of zero-sum games and are able to celebrate the success of others rather than feel threatened by it.[8]
Since this book's publishing, a number of books appearing in the business press have discussed the idea.[9] Covey contends that the abundance mentality arises from having a high self-worth and security (see Habits 1, 2, and 3), and leads to the sharing of profits, recognition and responsibility.[10] Organizations may also apply an abundance mentality when doing business.
scoure: http://en.wikipedia.org/wiki/The_Seven_Habits_of_Highly_Effective_People
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