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To Acquire the 7 Habits

Be willing to :
Learn It
Teach It
Do It
Apply it to Your Life

Paradigm
The way and individual perceives,
understands, and interprets the
surrounding
world. A mental map.

Habit
Knowledge What to, Why to
Skill
Desire

How to
Want to

EFFECTIVE HABITS

Knowledge
(what to, why to)

Skills
(how to)

HABITS

Desire
(want to)

Effectiveness
P/PC Balance : The Principle of Effectiveness
Production
The desired results produced
Production Capability
Maintaining, preserving and enhancing the
resources that produces the desired results

The Maturity Continuum

Character & Personality


Although image, techniques and
skills can influence your outward
success, the weight of real
effectiveness
lies
in
good
character.

Character & Competence


Character
A person with high character
exhibits integrity, maturity and an
Abundance Mentality.
Competence A 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 with others.

Character & Competence

Character

Competence

CHARACTER

COMPETENCE

Integrity
Maturity
Abundance Mentality
Interdependency

Technical skills
Qualifications
Knowledge
Experience

JUDGEMENT

KEEP
PRO

MISES

GIZ
APOLO

UNDERS
TA
OTHERS ND

CLARIF
EXPECTAT Y
IONS
TREAT OTHER
KINDLY

TO T
LOYALITYENT
S
B
A

HE

EMOTIONAL BANK
ACCOUNT

CIRCLE OF
INFLUENCE

CIRCLE OF
INFLUENCE

Shar
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THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit One
Proactive

: Be

The Habit of Personal


Vision
Responsibility
Response

+ Ability

Effective people take responsibility of


their own
actions.
Their behavior is a product of their own
decisions.

Habit One
Proactive

: Be

The Habit of Personal


Vision
Characteristics of a Proactive
Person
Respond according to values
Accept responsibility for their
own behavior
Focus on their Circle of Influence

Habit One
Proactive

: Be

The Habit of Personal


Vision
Reactive Behavior
Reactive people allow outside influences
(moods,
feelings or circumstances) to control their
responses.

Stimulus

Response

Habit One
Proactive

: Be

The Habit of Personal


Vision
Proactive
Behavior
Proactive people use the margin of freedom to make
choices that best apply their values. Their freedom to
choose expands as they wisely use the space
between
stimulus and response.

Stimulus

Freedom to
Choose According
to Values

Response

PROACTIVE MODEL
Stimulus

SelfAwareness

Imagination

Freedom
to
Choose

Response

Independent
Will

Conscience

Habit One
Proactive

: Be

The Habit of Personal


Vision
Theories
of Determinism
Reactive people blame their attitude and behavior
on
things they think they cannot control. They
respond
to stimulus, often attributing their behavior to
three
determinants :
Genetic - Traits we inherited
Psychic - Our upbringing
Environmental
- Our surroundings

CIRCLE OF
INFLUENCE

CIRCLE OF
INFLUENCE

Habit One
Proactive

: Be

The Habit of Personal


The Four Human Endowments
Vision

Self-Awareness Examining thoughts,


moods and behaviors
Imagination Visualizing beyond
experience and present reality (work
on alternatives)
Conscience Understanding right and
wrong and following personal
integrity
Independent Will Acting independent
of external influence

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THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit Two
Begin with the End in Mind
The Habit of Personal
Leadership
Mental Creation Precedes Physical
Creation
To start with a clear understanding of
your
destination.
Write your MISSION STATEMENT
Choose a Life Center

Habit Two
Begin with the End in Mind
The Habit of Personal
Leadership

Habit Two
Begin with the End in Mind
The Habit of Personal
Leadership
Principle-Centered
Someone who is principle-centered bases decisions on
principles that govern human effectiveness. Principles are
the ideal core because they allow us to seek 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 Mind
The Habit of Personal
Leadership
Mission Statement
A 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 &


Management
Leadership deals with Direction
Management deals with Speed,
Co-ordination, Logistics in moving
in that direction

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THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit Three
Put First things First
The Habit of Personal
Management
Importance
An activity is importance if you
personally find it
valuable, and if it contributes to your
mission values,
and high-priority goals.
Urgency
An activity is urgent if you or others feel
that it
requires immediate attention.

Important
Not Important

I
.
.
.

Urgent
Crisis
Pressing problems
Deadline-driven projects,
meetings, preparations

III
.
.
.
.
.

Interruptions, some
phone calls
Some mail, some reports
Some meetings
Many proximate,
pressing matters
Many popular activities

II
.
.
.
.
.
.
.

Not Urgent

Preparation
Prevention
Values clarification
Planning
Relationship building
True re-creation
Empowerment

IV
.
.
.
.
.
.

Trivia, busywork
Some phone calls
Time wasters
Escape activities
Irrelevant mail
Excessive TV

Habit Three -

Put First

things First
Attach to
Mission

Distraction
s

NOT IMPORTANT

IMPORTANT

The Habit
of Personal
URGENT
NOT URGENT
Crises
Management
Management

Time
Wasters

Habit Three -

Put First

things First

The 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

Habit Three -

Put First

things First

The Habit of Personal


Management
Things which matter most must never be at the
mercy of things which matter least.

The Key is not to prioritize your schedule but


to schedule your priorities.

Habit Three -

Put First

things First

The Habit of Personal


Management
Put First things First involves a six-step, QII process
That 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 Mission

Review Roles

Identify Goals

Organize Weekly

Exercise Integrity

Evaluate

Habits One, Two & Three

The first three habits help develop a deep base of character and
personal security . Once these 3 habits become part of who you are
you are then ready to begin building rich enduring highly
productive relationships with other people and thats where habits
four, five and six come in.

Habits Four, Five & Six

These are the habits that lead to interdependent relationships.


Habit Four : Think Win-win
The attitude of seeking solutions, so that every one can win.
Do this by communicating. This is done by Habit Five
Habit Five : Seek first to understand, then to be understood
Habit Six : This is the habit of creative co-operation - Synergy
This happens when two sides in a dispute work together to come with
a solution which is better than what either side initially proposed.

Shar
pen

the S

aw

THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit Four

Think Win-Win

The Habit of Interpersonal


Leadership
SIX PARADIGMS OF HUMAN INTERACTION

Win-Win

Win-Lose

Lose-Win

Lose-Lose

Win

Win-Win or No-Deal

Habit Four - Think Win-Win


The Habit of Interpersonal
Leadership

Win-Win : People who choose to win and make sure others also win practice win-win. People with a win-win paradigm take time to search
for solutions that will make them happy and simultaneously satisfy
others.
Characteristics
Seeks mutual benefit
Is cooperative, not competitive
Listens more, stays in communication longer, and communicates with
more courage.

Habit Four - Think Win-Win


The Habit of Interpersonal
Leadership

Win-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 are driven by comparison, competition, position, and
power.
Characteristics
Is very common scripting for most people
Is the authoritarian approach.
Uses position, power, credentials, possessions, or personality to get
the Win.

Habit Four - Think Win-Win


The Habit of Interpersonal
Leadership

Lose-Win : 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.
Characteristics
Voices no standards, no demands, no expectations of anyone else.
Is quick to please or appease.
Buries a lot of feelings.

Habit Four - Think Win-Win


The Habit of Interpersonal
Leadership

Lose-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.
Characteristics
Is 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
Leadership

Win : People who hold a win paradigm think only of getting what
they want. Although they dont necessarily want others to lose,
they are personally set on winning. They think independently in
interdependent situations, without sensitivity or awareness of others.
Characteristics
Is self-centered.
Thinks me first.
Doesnt really care if the other person wins or loses.
Has a Scarcity Mentality.

Habit Four - Think Win-Win


The Habit of Interpersonal
Leadership

Win-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.
Characteristics
Allows each party to say no.
Is the most realistic at the beginning of a relationship or business
deal.
Is the highest form of Win.

Habit Four

Think Win-Win

The Habit of Interpersonal


Leadership
FOUR DIMENSIONS OF WIN-WIN
Integrity,Maturity,Abundance Mentality

Character
Relationships

Mutual Commitment

Trust, EBA

Agreements
Systems & Processes

Deep Understanding of Issues & Concerns

Habit Four

Think Win-Win

The Habit of Interpersonal


Leadership
1 Win-Win Character
Integrity People of Integrity are true to their feelings, values and commitments.
Maturity Mature people express their ideas and feelings with courage and with
consideration for the ideas and feelings of others.Relationships
Abundance Mentality People with an Abundance Mentality believe that there is
plenty for everyone.

Habit Four

Think Win-Win

The Habit of Interpersonal


Leadership
2 Win-Win Relationships
Demonstrate consistent actions that convince people that they have a well-earned
reputation for honesty, integrity and loyalty. Their actions are consistent with their
behaviour, decisions and position.
Believe in the best of other people
Disclose help others understand their positions, behavior and decisions.
Communicate clear expectations.
Seek other ideas and listen with empathy.
Are accurate, timely and honest in communication.
Treat people with respect and respond to others needs.
Focus on the positive, but provide constructive feedback on improvement areas.

Habit Four

Think Win-Win

The Habit of Interpersonal


Leadership
3 Win-Win Agreements
Elements of Win-Win Agreements
Desired Results : Clarify the end in mind, objectives and outcome.
Guidelines : Specify boundaries and deadlines for accomplishing the results.
Resources : List the human, financial, technical or organizational resources available
for accomplishing the desired results.
Accountability : Identify the standards and methods of measurement for progress
and accomplishment.
Consequences : Determine the result (s) of achieving or not achieving win-win.

Habit Four

Think Win-Win

The Habit of Interpersonal


Leadership
4 Win-Win Systems and Processes
You can best achieve win-win solutions with win-win systems and processes. But if
Changing your systems to win-win feels overwhelming and out of reach, remember to
work from the inside out. As you first develop a win-win character and then Win-Win
Agreements and relationships, you will expand your Circle of Influence and be
Able to work on processes.

Shar
pen

the S

aw

THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit Five
-Seek First to Understand, Then to
Be Understood

The Habit of Empathic


Communication
Ignoring
Making no effort to listen
Pretend Listening Making believe or giving the appearance you
are listening
Selective Listening
Hearing only the parts of the conversation
that interest you.
Attentive Listening
Paying attention and focusing on what the
speaker says, and comparing that to your
own experiences.
Empathic Listening
Listening and responding with both the heart
and mind to understand the speakers words,
intent and feelings.

Shar
pen

the S

aw

THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit Six - Synergize


The Habit of Creative
Cooperation

Synergy
The whole is greater than the sum of its parts.
Synergy takes place when two or more people
produce more together than the sum of what
they could have produces separately.

Habit Six - Synergize


The Habit of Creative
Cooperation
To Synergize is
Results-oriented, positive synergy

To Synergize is Not
A brainstorming free-for-all.

Examining exploring, seeking diverse


perspectives openly enough to alter or
complete your paradigm

Accepting others ideas as full truth.

Cooperating

Win-lose competition.

Having a mutually agreed-upon end in mind. Group think (giving in to peer pressure).
Worth the effort and highly effective

Always easy.

A process.

Only a negotiation technique.

Habit Six - Synergize


The Habit of Creative
Cooperation

Problem
or
Opportunity

Synergize
Habits 4,5, & 6
The Action
and Process

Third Alternative

SYNERGY

The Result

Habit Six - Synergize


The Habit of Creative
Cooperation

Anger
Defensiveness

Anxiety
Fear

Fixation

Jealousy
Ego

Habit Six - Synergize


The Habit of Creative
Cooperation

The essence of synergy is valuing the differences. Valuing the differences


does not imply that individuals approve of or agree with differences;
however it does mean that people respect differences and view them
as opportunities for learning. The differing opinions of others and their
viewpoints, perspectives, talents and gifts are valuable when seeking
solutions. These differences enable you to discover and produce things
together that you would much less likely discover and produce
individually. At what level do you value the differences ?

Habit Six - Synergize


The Habit of Creative
Cooperation

Celebrate
Value
Accept
Tolerate

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THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

Habit Seven

- Sharpen the

Saw

The Habit of Renewal

Sharpen the Saw is a daily process of renewing for four dimensions of


our nature : Physical, Mental, Spiritual and Social / Emotional.
These four dimensions sustain and increase our capacities and help us
discipline our mind, body and spirit. This daily private victory is a
victory over self. Not only does the daily Private victory stimulate growth,
but it also helps us to achieve the Public Victory. As we achieve these
victories through renewal, we cultivate and nurture the other six habits.

Habit Seven

- Sharpen the

Saw

The Habit of Renewal

We can sharpen the Saw in Four Areas :


Physical (Body):
We build physical wellness through proper nutrition, exercise, rest
And stress management.
Mental (Mind) :
We increase mental capacity through, reading, writing, and thinking.

Habit Seven

- Sharpen the

Saw

The Habit of Renewal


We can sharpen the Saw in Four Areas :
Spiritual (Spirit):
We develop spiritually through reading inspiring literature, through
meditating and praying and through spending time with nature.
Social / Emotional (Other Relationships) :
We mature socially and emotionally by making consistent, daily
Deposits in the Emotional Bank Account of our key relationships.

Shar
pen

the S

aw

THE SEVEN HABITS PARADIGM


Interdependenc
Seek First to
Understand
e Synergize
Then to be
Understood

PUBLIC
VICTORY

Think Win/Win

Independence
Put First
Things First

PRIVATE
VICTORY
Be
Proactive

Begin with
the End in Mind

Dependence

FOUR DIMENSIONS OF RENEWAL


PHYSICAL

Exercise, Nutrition,
Stress Management

MENTAL

Reading, Visualizing,
Planning, Writing

SOCIAL/EMOTIONAL
Service, Empathy,
Synergy, Intrinsic Security

SPIRITUAL

Value Clarification
& Commitment, Study
& Meditation

THE UPWARD SPIRAL


Commit

Do

Learn

Commit
Do

Learn
Do

Commit

Learn
Do
Commit
Learn

High

Win/Win

Lose/Lose

Win/Lose

Low

CONSIDERATION

Lose/Win

Low

COURAGE

High

LEVELS OF COMMUNICATION
High

Synergistic (Win/Win)

TRUST

Respectful (Compromise)

Defensive (Win/Lose or Lose/Win)


Low
Low

COOPERATION

High

PARADIGM SHIFTS
A BREAK FROM
TRADITIONAL WISDOM

Habit 1

Habit 3

Reactive to the tyranny of the urgent.


Acted upon by the environment.

We are a product of our choices to our


environment and upbringing.
Values are self-chosen and provide
foundation for decision making. Values
flow out of principles.
Actions flow from that which is
important.

Habit 4

Win-lose.
One-sided benefit.

Win-win.
Mutual benefit.

Habit 5

Fight, flight, or compromise when


faced with conflict.

Communication solves problems.

Habit 6

Differences are threats.


Independence is the highest value.
Unity means sameness.

Differences are values and are


opportunities for synergy.

Habit 2

Habit 7

We are a product of our environment


and upbringing.

TOWARD
7 HABITS PRINCIPLES

Society is the source of our values.

Entropy.
Continuous self-renewal and selfBurnout on one track - typically work. improvement.

BE PROACTIVE
I can forgive, forget, and let
go of past injustices

I choose my attitude,
emotions, and moods
Im the creative force of my life

Im aware that Im responsible

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 1

Be Proactive.
Proactive people take
responsibility for their
own lives. They
determine the agendas
they will follow and
choose their response to
what happens around
them.

Be Reactive.
Reactive people dont
take responsibility for
their own lives. They
feel victimized, a
product of
circumstances, their
past, and other people.
They do not see as the
creative force of their
lives.

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 2

Begin with the End in


Mind. These people
use personal vision,
correct principles, and
their deep sense of
personal meaning to
accomplish tasks in a
positive and effective
way. They live life
based on self-chosen
values and are guided
by their personal
mission statement.

Begin with No End in


Mind. These people lack
personal vision and have
not developed a deep
sense of personal
meaning and purpose.
They have not paid the
price to develop a
mission statement and
thus live life based on
societys values instead
of self-chosen values.

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 3

Put First Things First.


These people
exercise discipline, and
they plan and execute
according to priorities.
They also walk their
talk and spend
significant time in
Quadrant II.

Put Second Things First.


These people are crisis
managers who are
unable to stay focused
on high-leverage tasks
because of their
preoccupation with
circumstances, their
past, or other people.
They are caught up in
the thick of thin
things and are driven
by the urgent.

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 4

Think Win-Lose or LoseWin. These people have a


These people have
scarcity mentality and
an abundance mentality
see life as a zero-sum
and the spirit of
game. They have
cooperation. They
ineffective
achieve effective
communication skills and
communication and high
low trust levels in their
trust levels in their
Emotional Bank Accounts
Emotional Bank
with others, resulting in
Accounts with others,
a defensive mentality
resulting in rewarding
and adversarial feelings.
relationships and
Think Win-Win.

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 5

Seek First to
Understand, Then to Be
Understood. Through
perceptive observation
and empathic listening,
these non-judgmental
people are intent on
learning the needs,
interests, and concerns
of others. They are then
able to courageously
state their own needs
and wants.

Seek First to Be
Understood. These people
put forth their point of
view based solely
on
their auto-biography and
motives, without
attempting to understand
others first. They blindly
prescribe without first
diagnosing the problem.

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 6

Synergize.
Effective people
know that the whole is
greater than the sum
of the parts. They
value and benefit from
differences in others,
which results in
creative cooperation
and team-work.

Compromise, Fight, or
Flight. Ineffective people
believe
the whole is
less than the
sum of the
parts. They try to clone
other people in their own
image. Differences in
others are looked upon as
threats.

SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 7

Sharpen the Saw.


Effective people are
involved in self-renewal
and self-improvement in
the physical, mental,
spiritual, and socialemotional areas, which
enhance all areas off
their life and nurture
the other six habits.

Wear Out the Saw.


Ineffective people fall
back, lose their interest,
and get disordered.
They lack a program of
self-renewal and selfimprovement and
eventually lose the
cutting edge they once
had.

CIRCLE OF
INFLUENCE

CIRCLE OF
INFLUENCE

SEVEN PRINCIPLES UPON


WHICH THE SEVEN HABITS ARE BASED
The Seven Habits center on
timeless and universal
principles of personal,
interpersonal, managerial, and
organizational effectiveness.
Listed below are the seven
principles upon which the Seven
Habits are based-principles
which are in our circle of
influence.

SEVEN PRINCIPLES UPON


WHICH THE SEVEN HABITS ARE BASED
1. The principle of continuous learning, of
selfreeducation - the discipline that
drives us
toward the values we believe
in. Such constant learning is required in
todays world, in light of the fact that
many of us can
expect to work in up to
five radically different fields before we
retire.
2. The principle of service, of giving
oneself to
others, of helping to
facilitate other peoples
work.

SEVEN PRINCIPLES UPON


WHICH THE SEVEN HABITS ARE BASED
3.
The principle of staying positive and optimistic,
radiating positive energy - including avoiding the four
emotional cancers (criticizing complaining, comparing,
and competing).
4.
The principle of affirmation of others - treating
people as proactive individuals who have great
potential.
5.
The principle of balance - the ability to identify our
various roles and to spend appropriate amounts of time
in, and focus on, all the important roles and dimensions
of our life. Success in one area of our life cannot
compensate for neglect or failure in other areas of our
life.

SEVEN PRINCIPLES UPON


WHICH THE SEVEN HABITS ARE BASED
6.
The balance of spontaneity and
serendipity - the ability to experience life
with a sense of
adventure,
excitement, and fresh rediscovery,
instead of trying to find a serious side to
things that have no serious side.
7.
The principle of consistent self-renewal
and self- improvement in the four
dimensions of ones life: physical, mental,
spiritual, and social emotional.

PYRAMID OF INFLUENCE

TEACHING

RELATIONSHIP

EXAMPLE

EFFECTIVE HABITS

Knowledge
(what to, why to)

Skills
(how to)

HABITS

Desire
(want to)

CHARACTER

COMPETENCE

Integrity
Maturity
Abundance Mentality
Interdependency

Technical skills
Qualifications
Knowledge
Experience

JUDGEMENT

FOUR UNIQUE
HUMAN ENDOWMENTS
1. Self-awareness
2. Conscience
3. Imagination
4. Willpower

FOUR UNIQUE HUMAN ENDOWMENTS


1.

Self-Awareness
We begin to become self-aware and
explore the programs we are living out.
We come to realize that we stand apart
from our programming and can even
examine it. We also realize that between
stimulus and response, we have the
freedom to choose. This self-awareness
then leads to the ability to look at other
unique endowments in our secret life.

FOUR UNIQUE HUMAN


ENDOWMENTS
2.

Conscience

Our conscience is our internal sense


of right and wrong, our moral nature. It
is the greater harmonizer and balance
wheel of all the principles that govern
our behavior. Our conscience gives us a
sense of the degree to which our
thoughts and actions are in harmony with
our principles.

FOUR UNIQUE HUMAN


ENDOWMENTS
3.

Power of Imagination

We can visit the power of the mind to


create or to imagine that which does not
exist now. In that imagination lie our faith
and our hope for the future. We look at
what is possible, what we can envision.

FOUR UNIQUE HUMAN


ENDOWMENTS
4.

Willpower or Independent Will


Willpower refers to our
determination, our resoluteness - our
ability to act based solely on our selfawareness. We ask ourselves, Am I
really willing to to the distance on my
mission statement? Am I willing to
walk my talk? Am I really willing to
put first things first in spite of external
distractions and pressures? Am I
going to live a life of total integrity?

BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
Developing a mission statement is
foundational to Habit 2, Begin with
the End in Mind. It sets general
guidelines for our life based on our
values and our roles and goals.
There are four basic characteristics
of good mission statements,
whether they be personal, family, or
organizational mission statements.

BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
1. A mission statement should be timeless and
changeless. Because goals are not timeless, they
should not be included. Mission statements should be
based upon unchanging core principles that operate
regardless of present realities or situations. This
changeless core will enable us to live with changes
inside other people and inside the environment. As
our consciousness grows and we mature, we will
gradually strengthen, deepen, and improve our
mission statement. Nevertheless, we should always
initially write our mission statement as if it will never
change - as if it were timeless.

BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
2. A mission statement should deal with
both
ends and means. Ends have
to do with what
we are about.
Means have to do with how we
go about
achieving those ends. Principles are
what
we implements to achieve those ends.
Ends and means are inseparable. In truth,
ends preexist in the means. Youll
never
achieve a worthy end through
unworthy
means.

BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
3. A mission statement should deal with
all
four of our basic needs:
a. To live (our physical and
economic
needs)
b. To love and to be loved
(our cultural and
social ends)
c. To learn (our needs
to grow, develop, be
recognized,
and be useful)
d. To
leave a legacy (our spiritual need for
meaning, for feeling that life
matters,
that
we add value
and make a
difference.

BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
4. A mission statement should deal with all the
significant roles of our life, such as a parent,
teacher, manager, neighbor, and so forth.
Internalizing our mission statement will also
help us get a clear understanding of what is
truly important. Goethe once said, Things
which matter most must never be at the mercy
of things which matter least. This means that
we learn how to say no at appropriate times.
Every time we say yes to something that is of
little or no importance, we are saying no to
something that is more important. Almost every
day, most of us are caught in circumstances
where we should say no but dont. We often lack
the ability to utter a firm but gracious no.

SIX LEVELS OF INITIATIVE


6
Use own judgement, not necessary to report
5
Use own judgement, report routinely
4
Use own judgement, report immediately
3
Bring recommendations
2
Ask for instructions
1
Wait for instructions

PERSONAL IMMUNE SYSTEM

Time wasters

Interruptions

Live the Seven Habits


Spend time
in Quadrant II
Follow correct
principles

Pressing
problems

Crises

Control own life


Maintain high
Emotional Bank
Account with self
and others

Maintain reserve
capacity
Be resilient
Empower and
serve others
Communicate
Empathically
Synergize with
others using a
win-win approach

Duplicity

Unkindness

Violated
expectations

Outside stress
and pressures

KEEP
PRO

MISES

GIZ
APOLO

UNDERS
TA
OTHERS ND

CLARIF
EXPECTAT Y
IONS
TREAT OTHER
KINDLY

TO T
LOYALITYENT
S
B
A

HE

EMOTIONAL BANK
ACCOUNT

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