Académique Documents
Professionnel Documents
Culture Documents
STEPHEN COVEY
PREVIEW
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
Public Victory:
If we want to change the situation, we have to change ourselves To change ourselves effectively, we have to change our perceptions, the lens through which we see the world
to the character ethic, true success & enduring happiness can result only when people learn and integrate basic principles of effective living into their basic character.
Personality
Public image Attitude & behavior Comn skills & techniques
Two paths:
Their techniques obsessed them to the exclusion of genuine concern Began to see their role as being to affirm, enjoy & value him
Personality building, comn skills, positive thinking are secondary, not primary, traits.
In building, do not forget the foundation on which everything else must rest.
The map is not the territory. What a wrongly printed map heading can lead to A paradigm is a theory, an explanation, a model, of something else. The age of the woman
If ten seconds can have such impact on the way we see things, what about the conditioning of a lifetime? Trying to change outward attitudes & behaviors doesnt help in the long run, examining the paradigms from which they flow does.
For
every thousand hacking at the leaves of evil, there is one striking at the root.
Thoreau
Thomas Kuhn: every significant break through in scientific endeavor involves a break with tradition, from Ptolemy to Copernicus, from Newton to Einstein Our paradigms are the sources of our behavior the subway man with the unruly kids
SIGNALLING AT SEA
We are on a collision course, advise you change course 20 degrees. Advisable for you to change course 20 degrees.
Im a captain, change course 20 degrees. Im a seaman second class. You had better change course 20 degrees.
SIGNALLING AT SEA
Im a battleship. Change course 20 degrees.
Im a lighthouse.
Principles, natural laws woven into the fabric of every civilized society, are like lighthouses.
It is impossible for us to break the law. We can only break ourselves against the law. Cecil B. deMille
Fairness
Service
Quality, or excellence
Potential, growth
Patience, nurturance, encouragement
Practices are situation-specific (raising a second child on the model of the first), while principles are universally applicable.
Principles are not values (a gang of thieves).
There are no short-cuts or quick-fixes in growth: each step is important and no step can be skipped. Thinking, or pretending, that you are an international-level tennis player will not make you one. Natural growth requires adherence to natural principles.
Disloyal employees have we done enough to motivate them? Short of time always is a planner the correct answer or is it our own inner efficiency? A marriage gone sour is the problem with the spouse or with ourselves?
As long as the problem is out there, there is nothing we can do about it.
The Outside-In approach traps people in feelings of victimization and immobilization. Inside-Out means to start with the innermost side of ourselves our paradigms, character & motives.
Private victories precede public victories. If I want to be trusted, I must first make myself trustworthy. Likewise for my expectations as a spouse, a parent, an employee.
WHAT IS A HABIT?
We
are what we repeatedly do. Excellence, then, is not an act, but a habit.
Aristotle
WHAT IS A HABIT?
The gravitational pull of our habits may keep us from going where we want to go, but the same pull gives cohesion in our life.
HABITS DEFINED
Knowledge (What to, Why to)
HABITS
Dependence (You)
Independence (I) Inter-dependence (We)
Synergize 6
VICTORY
Think Win/Win 4
Independence (I)
3 Put first Things first 1 Be Proactive
PRIVATE VICTORY
Dependence (You)
Create an empowering center of correct maps From which an indl can effectively solve problems Maximize opportunities Continually learn and integrate other principles In an upward spiral of growth.
EXCESSIVE FOCUS ON P
Ruined health
Broken relationships
Worn-out machines Depleted bank accounts Damaged environment
EXCESSIVE FOCUS ON PC
Physical A lawn mower. Financial would we improve our std of living from our principal or from our interests? Human:
Humans control both physical and financial assets. When it comes to cleanliness of her room, a mans daughter can be his goose.
ORGANIZATIONAL PC
Always treat your employees exactly as you would want them to treat your best customers. Inheriting an over-worn machine from your predecessor.
Watering down the curry can cost a restaurant its loyal customer base.
Inter-dependence (We)
Seek first to understand, Then to be understood PUBLIC 5
Synergize 6
VICTORY
Think Win/Win 4
Independence (I)
3 Put first Things first 1 Be Proactive
PRIVATE VICTORY
Dependence (You)
HABIT 1: BE PROACTIVE
PRINCIPLES OF PERSONAL VISION
never on time.
cant you ever keep things in order? You must be an artist! Why cant you understand?
Genetic determinism:
Blame it on your DNA Thats how the Irish behave!
Psychic determinism:
Thats how your parents brought you up You remember rejection, failure
Environmental determinism:
FREEDOM TO CHOOSE
Self-Awareness
Imagination
Free Will
Conscience
Pro-activity proclaims freedom, reactivity resigns to servitude. Pro-activity = Responsibility = Response + Ability
ATTITUDINAL
CREATIVE
EXPERENTIAL
or be acted upon.
Love If
I must.
I cant. If only.
I prefer.
I choose. I will.
Circle of Concern
Circle of Influenc e
REACTIVE FOCUS
No concern
Circle of Concern
Circle of Influenc e
PROACTIVE FOCUS
No concern
Circle of Concern
Circle of Influenc e
Circle of Influence
Circle of Concern
It is easier to say, I am not responsible, because if I say, I am responsible, then I might also have to say, I am irresponsible.
The Outside-In Paradigm: Whats out there has to change before we can change (e.g., if only we had a less dictatorial boss, a more patient wife, a more obedient child).
The Inside-Out Paradigm: By being different, we can positively change what is out there.
Adopting the inside-out paradigm means: Shifting focus from the circle of concern to the circle of influence. Shifting focus from what we wish we had to what we can be. Recognizing mistakes as a means of turning failure into success. Recognizing that the power to make and keep commitments, however small, is the essence of developing the habits of effectiveness.
The problem is never outthere, it is always in here, where we can change it, or else accept it with serenity.
Each one of us is ultimately responsible for his or her own effectiveness, even for our happiness & our circumstances.
Be part of the solution, not of the problem.
By making and keeping small commitments, we exercise our embryonic freedom, and thereby gradually expand that freedom. Focus only on things that lie inside your circle of influence, do not waste more time than necessary over those in the outer circle of concern.
Inter-dependence (We)
Seek first to understand, Then to be understood PUBLIC 5
Synergize 6
VICTORY
Think Win/Win 4
Independence (I)
3 Put first Things first 1 Be Proactive
PRIVATE VICTORY
Dependence (You)
son or a father or a brother? A friend? Someone others knew at the work-place? A member of our community?
Management is doing things right, Leadership is doing the right things. No management success can compensate for failure in leadership. Made more pressing because of rapidly changing environment, obsolescence of products & services, a globalized & unpredictable market.
The essence of Victor Frankls Logotherapy: most mental / emotional illnesses stem from an underlying sense of emptiness or meaninglessness. Like a constitution, provides a basic direction to which we can align other goals and means.
CREATIVITY
SELF-AWARENESS CONSCIENCE
CIRCLE OF INFLUENCE
Security
Guidance
Power
Wisdom
Security
Sense of worth Identity Emotional anchorage Self-Esteem
Guidance
Frame of ref Sense of direction Provides stds & principles
Wisdom
Perspective on life Sense of balance Encompasses:
Judgment Discernment Comprehension
Power
Capacity to act Strength, endurance Energy to make choices Overcome set habits.
Spouse Family
PRINCIPLES Money
Work
PossessPleasure ions
Sense of security depends on how spouse treats him Highly vulnerable to moods Disagreement - Disappointment
Guidance: Dictated by spouse/ marriage Wisdom: Dictated by spouse/ marriage Power: Ltd by str of self/spouse
FAMILY-CENTRED MAN
Security:
Founded on family acceptance Volatile against family expectations Self worth = family reputation
Guidance: Script written by family Wisdom: Whatever is good for the family Power: Actions ltd by family tradition
MONEY-CENTRED MAN
Security:
Guidance: Profit-driven
WORK-CENTRED MAN
Security: Self definition based on occupation Comfortable only when working Guidance: Driven by needs/expectations of work
POSSESSION-CENTRED MAN
Guidance:
Security:
Guidance: Driven by need for more pleasure Wisdom: Whats in it for me?
ENEMY-CENTRED MAN
Security: Vulnerable to en movements Always wonders what en is up to Seeks self-justification from like-minded Guidance: Dependent on what thwarts the en
CHURCH-CENTRED MAN
Security: Vulnerable to religious disappointment Dependent on church authorities Guidance: How others evaluate him in context of church teachings & expectations Wisdom: Fractured-Believers Vs. Non-believers Power: Depends on perceived church role/ position
Security: Based on changeless principles Repeatedly validated through personal experience Understanding of own development A stable core enables him to look at change as an adventure
PRINCIPLE-CENTRED MAN
PRINCIPLE-CENTRED MAN
Wisdom: Wise balance & self-assurance A fundamental paradigm for effective, provident living Interpret sits as opportunity for selfdevelopment A proactive lifestyle, independent of changing circumstances & sits.
Power: Ability to act reaches far beyond own resources, encourages and is in turn nourished by the freedom of interdependency.
Frankl: We detect rather than invent our msn. Everyone has his own specific vocation or mission in life Therein he cannot be replaced, nor can his life be repeated. Each man is questioned by life to life he can only respond by being responsible. Habit 1 says: You are the programmer, Habit 2 says: Write your program.
Expand perspective
Visualization & affirmation
EXPAND PERSPECTIVE
Results in an affirmation of fundamental principles & values, the pettiness of mundane things, and the power of love.
Dr. Charles Garfield: All world-class athletes and peak performers are visualizers they experience it before they do it. Example of a affirmation:
It
is deeply satisfying (emotional) that I (personal) respond (present tense) with wisdom, love, firmness and self-control (positive) when my children misbehave.
IBM:
Excellence
Service
No involvement, No commitment. Creates great unity, tremendous commitment. Promotes self-governance among employees, eliminating criticism, excessive supervision / control / direction.
Inter-dependence (We)
Seek first to understand, Then to be understood PUBLIC 5
Synergize 6
VICTORY
Think Win/Win 4
Independence (I)
3 Put first Things first 1 Be Proactive
PRIVATE VICTORY
Dependence (You)
Start with a bucket, some big rocks enough to fill it, some small stones, some sand and water. Put the big rocks in the bucket - is it full? Put the small stones in around the big rocks - is it full? Put the sand in and give it a shake - is it full? Put the water in. Now it's full. The point is: unless you put the big rocks in first, you won't get them in at all.
Hinges on the 4th human endowment: Independent will. An effective manager is characterised by inner discipline.
Weighting relative worth of activities against values. Setting specific short, intermediate and long-term goals.
Working out a specific daily plan to accomplish goals and activities deemed most worthy.
Gen 4:
Gen 3 management made people feel too scheduled, restricted and nonspontaneous.
Gen 4 recognizes that the challenge is not to manage time or things, but ourselves.
Focuses on preserving and enhancing relationships as well as accomplishing results- the P/PC Balance.
Not Urgent
I PC II Relationship building Recognizing new opportunities Planning, recreation
Trivia, Prevention,
Not Important
IV busy work calls Some mails, some phone Some mails & reports calls Some meetings Time wasters Proximate, pressing Pleasant activities matters Popular activities
Interruptions,
QUADRANT I PEOPLE
I II
Short-term focus Crisis management Reputation: chameleon III character See goals & plans as worthless Feel victimized, out of control Shallow or broken relationships
IV
Total irresponsibility
Fired from jobs
QUADRANT II PEOPLE
I
Building relationships Vision, perspective Balance Writing a pers Discipline msn Control statement Few crises Exercisin g
Preparation
II
QUADRANT II PEOPLE
I
Opportunity minded, not problem minded Feed opportunities, starve problems By thinking preventively, reduce the size of Quadrant I Focus on activities of Quadrant II, which, if done regularly, impact our lives II tremendously
QUADRANT II PEOPLE
I
Illustration: the shopping centre managers and their tenants The Pareto principle: 80% of the results flow out of 20 % of the activities II
Initial time to move to Q-II has to come out of Qs-III & IV. Learn to say No the good is often the enemy of the best. Its almost impossible to say No to the popularity of Q-III, or the pleasure of escape to Q-II, unless we have a bigger Yes burning inside.
Coherence: Harmony between msn, goals, priorities, discipline. Balance: Success in career is not worth a broken marriage, ruined health, or weakness in personal character. Plan weekly: The key is not to prioritize what is on your schedule, but to schedule your priorities.
A People Dimension: At times, it is worth it to sub-ordinate a schedule to building a relationship with a person. Flexibility: Your planning tool should be your servant, never your master. Portability.
Husband / Father
Adm Manager
Tech Manager
Select eqpt for certain tech activity Identify means to minimize costs Identify surplus inventory Org a trg cadre on a new eqpt Performance review
Material Manager
Staff Devp
SCHEDULING
Set a two-hour slot aside on Sunday to write a personal msn statement. Set an hour aside on Saturday to teach the kid maths. Set aside an hour every two days for exercise The weekly worksheet
DAILY ADAPTING
Prioritize activities and respond to unanticipated events in light of commitment to personal value-based decisions
LONG-TERM ORGANIZING
Msn Statement Roles Goals
WEEKLY ORGANIZING
Schedule Roles Goals Plans Delegate
LIVING IT
Habit 1: You are the programmer. Habit 2: Write the program. Habit 3: Run (Live) the program. Need for commitment, integrity, self-discipline. As a principle-centered person, we can subordinate our schedule to a higher value without guilt. People are more important than
PRODUCER
Input Output
MANAGER
Input Output
PRINCIPLE OF DELEGATION
Trust is the
highest form of motivation.
DEGREES OF DELEGATION
"Wait to be told." or "Do exactly what I say." or "Follow these instructions precisely."
"Look into this and tell me what you come up with. I'll decide."
"Give me your recommendation, and the other options with the pros and cons of each. I'll let you know whether you can go ahead. "Decide and let me know your decision, but wait for my go ahead." "Decide and let me know your decision, then go ahead unless I say not to."
DEGREES OF DELEGATION
"Decide and take action, but let me know what you did." "Decide and take action. You need not check back with me." "Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now."
TYPES OF DELEGATION
Gofer Delegation.
Go for this, go for that, do this, do that, and tell me when it is done. The other person does not develop any commitment.
Stewardship Delegation.
A simple delegation rule is the acronym SMART, or better still, SMARTER. It's a quick checklist for proper delegation.
Inter-dependence (We)
Seek first to understand, Then to be understood PUBLIC 5
Synergize 6
VICTORY
Think Win/Win 4
Independence (I)
3 Put first Things first 1 Be Proactive
PRIVATE VICTORY
Dependence (You)
PUBLIC VICTORY
PARADIGMS OF INTERDEPENDENCE
Trust Level
Clarifying expectations
Showing personal integrity
Deposits may be perceived as withdrawals by the other person A parent: Treat them all the same by treating them differently.
Habit 2 recognizes and recommits to a person Habit 3 subordinates a schedule to a human priority (a six-year old interrupting project work)
CLARIFYING EXPECTATIONS
YOU: When am I going to get a job description? BOSS: Ive been waiting for you to bring me one. YOU: I thought defining my job was your role. BOSS: Thats not my job at all. Dont you remember? Right from the start, I said how you do in the job largely depends on you. YOU:I thought you meant the quality of my job. I dont even know what my real job is.
CLARIFYING EXPECTATIONS
said No, youre wrong. I said You did not! You never said I was supposed to Oh yes, I did. I clearly remember You never even mentioned But that was our
Honesty is conforming words to reality, integrity is conforming reality to words. Be loyal to those who are present. Do not backbite confront if you have to.
Leo Roskin
Unconditional love helps the loved one feel secure, validated and affirmed in essential growth (a childs career choice). Dag Hammarskjold: It is more noble to give yourself completely to one individual than to labor diligently for the salvation of the masses.
amount of technical administrative skill in laboring for the masses can make up for lack of nobility of personal character in developing relationships.
the child come to the parent with a problem or an opportunity to invest in the precious parentchild relationship? a customer come to the store clerk with a problem or an opportunity to build a relationship?
Does
Win / Win
Win / Lose Lose / Win Lose / Lose Win Win / Win, or No Deal
WIN / WIN
Sees life as a co-operative, not competitive, arena Agreements or solutions should be mutually beneficial and mutually satisfying All parties feel committed to action
WIN / LOSE
If I win, you lose. Authoritarian leadership: I get my way; you dont get yours. Promotes cut-throat ism: If I am better than my brother, my parents will love me more. In athletics, winning is beating You got an A because someone else got a C.
WIN / LOSE
Characterized by:
LOSE / WIN
I lose, you win. Go ahead, have your way with me. Step on me again. Everyone does. Im a loser. Always have been. Im a peacemaker. Ill do anything to keep peace.
Such people have little courage, are easily intimidated, and seek strength through popularity and acceptance. In negotiation - capitulation. In leadership permissiveness / indulgence.
Decline in self-esteem.
The weak submissiveness of lose / win people supplements the aggressiveness of win / lose people. Both win / lose and lose / win are symptomatic of personal insecurity.
Win / lose people are more successful lose / win people are weak and chaotic.
Many people swing between the two, driven by anger to win / lose, driven by guilt to lose / win.
LOSE / LOSE
When two win-lose people get together the clash of two stubborn, egotistic, un-yielding people. Also the philosophy of highly dependent, insecure people If no one wins, perhaps being a loser wouldnt be so bad.
WIN
Do not necessarily want the other person to lose only interested that their own ends should be achieved. Most common approach in everyday negotiation.
In a football match
Two regional offices miles away which have no functional relationships (compete)
Lose / Win would be good in a relationship when you want to genuinely affirm the other person.
Win would be the only option if your childs life were in danger.
Most of life is interdependent. Win / Lose may win in the short term but will lose in the long term. Similarly Lose / Win leads to lose / lose in the long term. Win is no foundation for any productive relationship. Win-Win is the only healthy attitude in an interdependent reality.
Staying in the comn process longer. Listening more to the other person. Expressing own point of view strongly, clearly & honestly. Finding a synergistic solution, one that both parties are happy with.
If we fail to find a mutually agreeable solution, we agree to disagree agreeably No deal That is to say, its either win-win or nothing. Brings tremendous emotional freedom.
1 Win/Win Character
2
Win/Win Relationships
3 Win/Win Agreements
CHARACTER
Abundance Mentality
Integrity
Maturity
INTEGRITY
Can be defined as the value we place on ourselves To win, we must know what win means in the context of our innermost values Built up by Habits 1, 2 & 3
Consideration
Lose / Win
Win / Win
Lose / Lose
Courage
Win / Lose
ABUNDANCE MENTALITY
A Scarcity Mentality
Sees only one pie out there If anybody gets a big slice, theres that much less left for everybody else.
An Abundance Mentality
Grows out of a sense of deep personal worth Sees plenty out there, enough to spare for everybody. Promotes sharing of profit, prestige, profits, decision-making.
ABUNDANCE MENTALITY
Public
victory does not mean victory over other people. It means success in effective interaction that brings mutually beneficial results to everyone involved.
RELATIONSHIPS
We are more likely to get someone to agree with us if we have a positive emotional bank account with them. Interpersonal leadership goes beyond transactional leadership to transformational leadership, transforming the relationship as well as the individuals involved.
AGREEMENTS
The vertical to the horizontal Hovering supervision to self-supervision Positioning to being partners in success.
Desired results (what is to be done & when) Guidelines Resources Accountability (Stds of performance, evaluation) Consequences (of the evaluation)
AGREEMENTS
If the boss becomes first assistant to each of his subordinates, he can greatly increase his span of control.
SUPPORTIVE SYSTEMS
Assessment should be based not on comparisons but on individuals achieving performance objectives and groups meeting team objectives.
Co-operation in the workplace is as important to free enterprise as competition in the marketplace.
SUPPORTIVE SYSTEMS
Spirit of win-win cannot survive in an environment of competitions and contest. For Win / Win to work, the trg sys, planning sys, comn sys, info sys, compensation sys, budgeting sys all should be based on win-win.
Create teams of highly productive people working together to compete against external stds of performance.
PROCESSES
Technique without character breeds suspicion of duplicity, manipulation. The key to influence is conduct, which flows out of character Unless you are influenced by my uniqueness, I am not going to be influenced by your advice.
COMPONENTS OF COMN
Words 10%
Sounds 30%
So, we listen with: Ears Eyes Heart
Do not attempt to solve anothers eye problems with your pair of glasses. An amateur salesman sells products, a professional sells solutions to needs & problems.
A good lawyer writes his opposite attorneys case before he writes his own.
Probe Ask questions from own frame of reference. Advise Give counsel based on own experience.
Interpret Try to figure people out, their motives and behavior, based on own motives and behavior.
RESPONDING TO OTHERS
Well never get to the problem if we are so caught up in our own autobiography, our own lenses, that we fail to see the others point of view.
As long as the other persons response is logical, we can effectively ask questions and give counsel, but the moment it becomes emotional, we must go back to empathic listening.
Ethos:
Personal credibility The trust we inspire with our integrity and competence
Pathos:
Empathy Alignment with the emotional thrust of the other persons comn.
Logos:
Logic
HABIT 6: SYNERGIZE
PRINCIPLES OF CREATIVE COOPERATION
SYNERGY
The whole is more than sum of the parts (1 + 1 = 3 or more). The relationship between parts of the whole is a catalytic, empowering part in itself. Two plants growing close promote each others growth.
SYNERGISTIC COMMUNICATION
Physical Social
Mental Emotional
Challenge: to step out of protective / defensive comn, and use our sense of personal security, openness and adventure to co-operate creatively with others.
Synergy is achieved when the group collectively agrees to subordinate the old script & write a new one.
SYNERGISTIC COMMUNICATION
Becoming authentic and genuine, even about personal matters & self-doubts, encourages others to open themselves up.
Genuine creative empathy brings about new learning and insights and promotes creativity. We seek not to imitate the masters, but rather to seek what they sought.
LEVELS OF COMN
HIGH
LOW
Trust
Co-operation
HIGH
DEFENSIVE COMN
Covers all bases. Spells out qualifiers and escape clauses for when things go wrong.
Adopted by;
Administrators laying down rules & regulations based on abuses by a miniscule minority, stifling the freedom & creativity of the majority Business partners scared of a doomsday scenario, choking creativity, enterprise & synergy in legalistic tangles.
RESPECTFUL COMN
Give-and-take compromise:
1 + 1 = 11/2.
SYNERGISTIC COMN
1 + 1 = 4 or 8 or 16 or even 1000. Creative enterprise constitutes a mini-culture with P/PC balance. Solutions found better than any originally proposed.
NEGATIVE SYNERGY
Caused by:
Politicking, confessing others sins Rivalry, Interpersonal conflict Protecting ones back-side
Driving with one foot on the gas, the other on the brake.
The left-brained husband and the right-brained wife how did they get to have two children?
Inter-dependence (We)
Seek first to understand, Then to be understood PUBLIC 5
Synergize 6
VICTORY
Think Win/Win 4
Independence (I)
3 Put first Things first 1 Be Proactive
PRIVATE VICTORY
Dependence (You)
You look exhausted! How long have you been at it? Over five hours, and Im bet! This is hard work.
Mental
Reading Visualizing Planning Writing
Social / Emotional
Service Empathy Synergy Intrinsic Security
Spiritual
Value Clarification & Commitment Study and Meditation
PHYSICAL
6 hours a week can so significantly impact the balance 162-165 hours of the week. A good exercise plan focusing on:
A Q-II activity calling for a lot of willpower Significantly boosts self-esteem, selfconfidence and Integrity.
SPIRITUAL
The greatest battles of life are fought out daily in the silent chambers of the soul David O. McKay A Zen Master:
I have so much to do today, Ill need to spend another hour on my knees. Martin Luther
MENTAL
A person who doesnt read is not better than a person who doesnt know how to read. A book a month two weeks a week.
Writing journal, letters.
SOCIAL / EMOTIONAL
Empathic listening.
Synergy.
Service is the rent we pay for the privilege of living in this earth. N. Elder Tanner
Earn thy neighbors love. Dr. Hans Salye
SCRIPTING OTHERS
What do we reflect to others about themselves? How much does that reflection influence their lives?
Treat a man as he is and he will remain as he is. Treat a man as he can and should be and he will become as he can and should be. Goethe
BALANCE IN RENEWAL
An org that develops in the dimensions of service, human relations, economy, but not in human resources:
BALANCE IN RENEWAL
Any dimension that is neglected will create negative force field resistance that pushes against effectiveness and growth. An org has to treat all four dimensions balancedly The economic (physical) How people are treated (social)
How people are devp & used (mental) Service, job or contribution made by the org (spiritual)
SYNERGY IN RENEWAL
The more proactive we are (1), the better leadership (2) and management (3) we can exercise over our lives. The more effectively we manage our lives (3), the more time we find for renewal (7). The more we seek first to understand (5), the more our ability to synergize (6) and obtain win / win solutions (4). Private victory (1,2,3) will lead to public victory (4,5,6).
SYNERGY IN RENEWAL
The renewal habit (7) renews and reinforces all other habits. Physical renewal reinforces personal vision (1). Spiritual renewal reinforces personal leadership (2). Mental renewal reinforces personal management (3). The daily private victory (a minimum of one hour a day in renewal of physical, spiritual and mental dimensions) is the key to the devp of the 7 habits.
Do
Learn
Commit Do
Learn
Commit
Do
Do
Commit
Commit
Learn
Inter-dependence (We)
Thank You!
Think Win/Win 4
Synergize 6
VICTORY
Independence (I)
3 Put first Things first
1 Be Proactive
PRIVATE VICTORY
Dependence (You)