HABIT 3:

PUT FIRST
THINGS FIRST

HABITS 1,2
HABIT ONE :

&

You are the creator.

You are in

charge.
Based on four unique
human endowments :
imagination,
conscience,
independent will and self
awareness.

HABITS 1,2
HABIT
TWO
:
MENTAL
CREATION
Based
imagination
conscience.

&

FIRST

It is the deep contact with

our basic paradigms and
values and vision of

3
OR
on
and

HABITS 1,2
HABIT THREE :
SECOND CREATION
OR THE PHYSICAL
CREATION.

&

It is the fulfilment, actualization, the

natural emergence of Habits

1 & 2.

Habits 1 & 2 are absolutely essential

and prerequisites to habit 3.

THE POWER OF
INDEPENDENT WILL
It is the ability to make decisions and
choices and to act in accordance with
them.

THE POWER OF
INDEPENDENT WILL
It is the ability to act rather than to be
acted upon, to proactively carry out
the program we have developed
through the other endowments ( self
awareness, imagination and
conscience).

THE POWER OF
INDEPENDENT WILL
The degree to which we have
developed our independent will in our
everyday lives is measured by our
personal integrity :
-The value we place on ourselves.
-Our ability to make and keep
commitments to ourselves.
- To walk our talk
-It is honour with self, the essence of
proactive growth.

Effective Management =
putting first things first.
Decides what FIRST
THINGS are.

Effective Management =
putting first things first.
That puts them
FIRST.
Day-by-day
Moment-by-moment.
It is a discipline
carrying it out.

DISCIPLINE
Derives from disciple:
disciple to a philosophy
disciple to a set of values
disciple to an overriding purpose
disciple to a super-ordinate goal
person who represents that goal.

If you are an effective

manager of YOURSELF:
Discipline comes from WITHIN
It is a function of your
INDEPENDENT WILL
A disciple, a follower of your own
deep values and their source.
You have the will, the integrity , to
subordinate your feelings, your
impulses, your moods to those
values.

....subordinate your feelings, your

impulses, your moods to those
values.....
That subordination requires a purpose
, a mission ( Habit 2) clear sense of
direction and value, A BURNING YES
inside that makes it possible to say
NO to other things.

....subordinate your feelings, your

impulses, your moods to those
values.....
The power to do something when you
do not want to do it, to be a function
of your values rather than a function
of the impulse or desire of any given
moment.
It is the power to act with INTEGRITY
to your proactive FIRST CREATION.

The essence of the best thinking in the area

of time management can be captured in a
single phrase:

ORGANIZE AND EXECUTE

AROUND PRIORITIES.

FOUR GENERATIONS OF
TIME MANAGEMENT
FIRST WAVE: NOTES AND
CHECKLIST

An effort to give some semblance of

recognition and inclusiveness to the
many demands placed on our time and
energy.

FOUR GENERATIONS OF
TIME MANAGEMENT
SECOND WAVE: CALENDARS AND
APPOINTMENT BOOKS

An attempt to look ahead, to

schedule events and activities in the
future.

FOUR GENERATIONS OF
TIME MANAGEMENT
THIRD WAVE: IT INCLUDES THE
CONCEPT OF DAILY PLANNING, OF
MAKING A SPECIFIC PLAN TO
ACCOMPLISH THOSE GOALS AND
ACTIVITIES DETERMINED TO BE OF
GREATEST WORTH.

FOUR GENERATIONS OF
TIME MANAGEMENT
FOURTH WAVE: IT RECOGNIZES THAT TIME
MANAGEMENT IS REALLY MISNOMER- THE
CHALLENGE IS NOT TO MANAGE TIME BUT
TO MANAGE OURSELVES.
FOCUS ON PRESERVING AND ENHANCING
RELATIONSHIPS AND ON ACCOMPLISHING
RESULTS- MAINTAINING THE P/PC BALANCE

QUADRANT II CONCEPT

URGENT- requires immediate action

IMPORTANT has to do with results. It contributes to
your mission, values and high priority goal.

PEOPLE WHO FOCUS ON

QUADRANT I
Both urgent and Important.

Deals with
significant results
that require
immediate results.

They are crises

managers,
problem-minded
When a huge problem
people, deadline
comes and knocks them
down , they are wiped out. driven producers.

PEOPLE WHO FOCUS ON

QUADRANT III
Urgent and Not Important.
Spend most of their
time reacting to
things that are
urgent, assuming
they are also
important.
Basically lead a
IRRESPONSIBLE lives.
.

REALITY: urgency of
these matters is
often based on the
priorities and

PEOPLE WHO FOCUS ON

QUADRANT IV
Not Urgent and Not
Important.

Effective people
should stay out of
Quadrants III & IV
because urgent or
not they are not
important.
Basically, lead a
IRRESPONSIBLE lives.

PEOPLE WHO FOCUS ON

QUADRANT II
Not Urgent and Important.
Deals with things
that are NOT
URGENT, but are
important.
It deals with things
like building
It is the heart of effective relationships, writing
personal management.
a personal mission
statements, longrange planning,

1. NOT problemminded; they

are
opportunityminded
2. Feed
opportunities
3. Keep the P/PC balance
and starve
by focusing on the
important but NOT urgent problems; they
HIGH leverage capacitythink
building activities of
positively.
HE WAS A LEADER IN THE DEVELOPMENT OF MANAGEMENT EDUCATION, HE INVENTED THE CONCEPT
Quadrant
II.
KNOWN AS MANAGEMENT BY OBJECTIVE AND WAS CONSIDERED AS THE FATHER OF MODERN
MANAGEMENT.

WHAT IT TAKES TO SAY

NO

TO SAY YES TO IMPORTANT

QUADRANT II PRIORITIES, YOU
HAVE TO LEARN TO SAY NO TO
OTHER ACTIVITIES, SOMETIMES
APPARENTLY URGENT THINGS.

THE QUADRANT II TOOL

To manage our lives effectively from a
center of sound principles, from a
knowledge of our personal mission, with a
focus on the important as well as the urgent
, and within the framework of maintaining a
balance between increasing our production
and increasing our production capability.

QUADRANT II: SIX IMPORTANT

CRITERIA
1. COHERENCE
There is harmony, unity and integrity
between your vision and mission, your roles
and goals ,your priorities and plans, and
your desires and discipline.
In your planner, there should be a
place for your personal mission statement
so that you can constantly refer to it.

QUADRANT II: SIX IMPORTANT

CRITERIA
2. BALANCE
This tool should help you to keep balance in
your life, to identify your various roles and keep
them right in front of you, so that you do not
neglect important areas such as your health, your
family, your professional preparation or personal
development.

QUADRANT II: SIX IMPORTANT

CRITERIA
3. QUADRANT II FOCUS
A tool that encourages you, motivates you,
actually helps you spend the time you need in
Quadrant II, so that you are dealing with
prevention rather than prioritizing crises.
Organizing ones life on a weekly basis
without abandoning the daily planning.
The key is NOT to prioritize whats on your
schedule, but to schedule your priorities.

QUADRANT II: SIX IMPORTANT

CRITERIA
4. A PEOPLE DIMENSION
You also need a tool that deals with people ,
not just schedules. An effectiveness in dealing with
people.

QUADRANT II: SIX IMPORTANT

CRITERIA
5. FLEXIBILITY
Your planning tool should be your
servant, never your master. It has to work
for you, it should be tailored to your style,
your needs, your particular ways.

QUADRANT II: SIX IMPORTANT

CRITERIA
6.PORTABILITY
Should be portable so that you can carry it
with you most of the time.
You may want to review your personal
mission statement while riding the bus.

BECOMING A QUADRANT II
SELF-MANAGER:
FOUR KEY ACTIVITIES
1. IDENTIFYING ROLES

BECOMING A QUADRANT II
SELF-MANAGER:
FOUR KEY ACTIVITIES
2. SELECTING GOALS think of one or two
results you feel you should accomplish in
each role during the next seven days.

BECOMING A QUADRANT II
SELF-MANAGER:
FOUR KEY ACTIVITIES
3.SCHEDULING- having identified roles and
set goals, you can translate each goal to a
specific day of the week , either as priority
item or even better, as specific
appointment.

BECOMING A QUADRANT II
SELF-MANAGER:
FOUR KEY ACTIVITIES
4. DAILY ADAPTING- daily planning becomes
more a function of daily adapting, of
prioritizing activities and responding to
unanticipated events, relationship, and
experiences in a meaningful way.

LIVING IT
As you go through your week, there will
be undoubtedly be times when your
integrity will be placed on the line.
Thus, your principle center, your self
awareness, and your conscience can
provide a high degree of security, guidance
and wisdom to empower you to use your
independent will and maintain integrity to
the truly important.

DELEGATION:INCREASING
P AND PC
We accomplish all that we do through
delegation- either time or to other people.
If we delegate to time, we think
EFFECIENCY
If we delegate to other people, we think
EFFECTIVENES

APPROACHING DELEGATION FROM

THE STANPOINT OF PERSONAL
MANAGERIAL SKILL
A producer does whatever
Is necessary to accomplish
Desired results, to get the
Golden eggs.

But when a person sets up

and work with and through
people and systems to
produce golden eggs, that
persons become s manager
in the inter-depdent sense.

GOFER DELEGATION
Means GO FOR THIS, GO FOR THAT
DO THIS, DO THAT
And tell me when its done.
Most producers have a GOFER delegation paradigm.
They roll up their sleeves and get the job done. If
they are given position of management, they still
think like producers.
They do not know how to set-up up a full delegation
so that another person is committed to achieve
results .Because they are focused on methods, they
become responsible for the results.

STEWARDSHIP DELEGATION
IS focused on RESULTS instead of METHODS. It gives
people a choice of method and makes them
responsible for results.
Involves clear, up-front mutual understanding and
commitment regarding expectations in five areas:
1. DESIRED RESULTS create a clear, mutual
understanding of what needs to be accomplished.

2. GUIDELINES- identify parameters within which

the individual should operate. These should be as
few as possible to avoid methods delegation, but
should include formidable restrictions.
3. RESOURCES Identify the human, financial ,
technical or organizational resources the person can
draw on to accomplish the desired results.

4. ACCOUNTABILITY standards of performance that

will be used in evaluating the results and the
specific times when reporting and evaluation will
take place.

CONSEQUENCES specify what will happen, both

good and bad, as a result of the evaluation. This
could include such things as financial rewards,
psychic rewards , different job assignments and
natural consequences.
5.