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This paper includes a section on application suggestions for each of the seven habits. It includes an annex with the different centres to help you to identify your own one. Most of the exercises are focused on personal effectiveness in general.
This paper includes a section on application suggestions for each of the seven habits. It includes an annex with the different centres to help you to identify your own one. Most of the exercises are focused on personal effectiveness in general.
This paper includes a section on application suggestions for each of the seven habits. It includes an annex with the different centres to help you to identify your own one. Most of the exercises are focused on personal effectiveness in general.
0 INTRODUCTION This paper includes a section on application suggestions for each of the seven habits. In addition, it includes an annex with the different centres to help you to identify your own one. You can have more than one centre. It is known that the best centre that will help you to achieve the maximum effectiveness is the principle centre. Most of the exercises are focused on personal effectiveness in general. Your role as a current or future trainer is to apply these to your life as a trainer as well as to try to apply these habits in preparation for as well as during the training event. The exercises, implied uestions or examples with the !:" # sign in front are especially for you as a trainer, all the other examples are for your life in general. The document is a list of guidelines, uestions and examples aiming at giving you a deeper understanding of the !$%&IT' () *))*+TI,*-*''" and how you can make them an integral part of your life. HABIT 1: BEGIN WITH THE END IN MIND Take the time to record the impressions you had in the funeral visualisation. Take a few moments and write down your role as you now see them. %re you satisfied with the mirror image of your life. 'et up time to completely separate yourself from daily activities and begin to work on your personal mission statement. *xample of a personal mission statement/ My mission is to live with integrity and to make a difference in the lives o others. To fulfil the mission/ I have charity/ I seek out and love everyone regardless of his0her situation. I sacrifice/ I devote my time, talents and resources to my mission. I inspire/ I teach by example. I practise the good I preach. : I train people/ I help people develop their skills and abilities to make a positive difference in their lives and hence my society. : I am impactful/ 1hat I do makes a difference in the life of others Then you list the roles that take priority in your life and how each contributes to you achieving your mission. *.g. as a trainer/ I want to educate as many %I*'*+ers as possible on different aspects so that they can contribute more to our ob2ectives. I will be available for them all the time. : %s a trainer, before any training event, visualise and identify clearly what is to be achieved by the end of it. %lso, what is it that you want by the end of your career as a trainer. HABIT 2: BE PROACTIVE )or a full day, listen to your own language and to the language of the people around you. $ow often do you use and hear reactive phrases such as "if I only ", "I can't " or "I have to" . Identify and experience you might encounter in the near future where, based on the past experience, you would probably behave reactive. 3eview the situation in the context of your influence. $ow could you respond proactive. Make a commitment to yourself to exercise your freedom to choose4 5 AIESEC AUSTRALIA 1997 The Seven Habits : 6o you get upset when the attendance is very low. 6o you get angry when the pro2ector breaks down in the middle of a session. 6o you get nervous when most of the audience are opposing you aggressively. 6o you give a training badly if your day was bad. HABIT 3: PUT FIRST THINGS FIRST Identify a uadrant II activity that has been neglected in your life, one that if done well, would have a significant impact in your life, either personally or professionally. 1rite it down and commit to implement it. (rganise your next week/ start by writing down your roles and goals for the week, then transfer the goals to a specific action plan. %t the end of the week, evaluate how well your plan translated your deep values and purposes into your daily life and the degree of integrity you were able to maintain to those values and purposes. : *xamples of uadrant II 7important0not urgent8 activities/ relationship building with external trainers and other -TTs, researching the needs of members, recognising new opportunities, planing for upcoming training events, filing training and documentation of training events and activities HABIT 4: THINK WIN/WIN Think about an upcoming interaction wherein you will be tempted to reach a agreement or negotiate a solution. +ommit to 1in01in. 3ecord expected results and compare them with what happened in reality. : %re your training balanced between what your members need and what you think they need or is it all what you think they need. &e honest with yourself %mong their obvious needs are fun and motivation4 HABIT 5: SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD 'elect a relationship in which you feel the emotional bank account is nearly empty. Try to understand and write down the situation from the other person9s point of view. In your next interaction, listen for understanding, comparing what you are hearing with what you wrote down. $ow valid were your assumptions. 6id you really understand that individual9s perspective. : &efore starting to put any training or imposing it to the people, try to understand what they need. 6o they need it in the first place. 6o they need it now or later. 'hould it be given on the national or :+ level. 6o you clearly understand at the beginning of the session their exact needs and expectations. 6o you know your audience. HABIT : SYNERGISE Think about a person who typically sees things different than you do. +onsider ways in which those ways might be used as a way to reach a ;third alternative;. <erhaps you could seek out his0her views on a current pro2ect, valuing the different views you are likely to hear. Make a list of people who irritate you. 6o they represent different views that could lead to synergy if you valued the difference and co#operated with that person. The next time you have a disagreement or confrontation with someone, attempt to understand the concerns underlying that person9s position. %ddress those concerns in a creative and mutually beneficial way. A U S L NC @A I E S E C . C OM. A U 2 : 3ecord your memories from some past training9s you9ve given or some that you9ll give soon. $ow did you respond to severe criticism from the audience or totally opposing views to what you were saying. 6id you appreciate the differencing point of view. 6id you improve your training next time. HABIT !: SHARPEN THE SAW : Make a list of activities that would help you keep on good physical shape, that would fit your lifestyle and you could en2oy over time. 7we regret that smoking, drinking and %I*'*+ parties are not part of the list8 'elect one of the activities and list it as a goal in your personal role area for the coming week. %t the end of the week, evaluate your performance. If you didn9t make your goal, was it because you subordinated it to a genuinely higher value. (r did you fail to act with integrity to your values. +ommit to write down specific ;sharpen the saw; activities in all four dimensions every week, to do them, and to evaluate your performance and results. % good mental activity would be to prepare a training or to talk to the members and what they need. IF YOU BELIEVE MORE THAN YOU CAN DO, YOU CAN DO MORE THAN YOU BELIEVE" = AIESEC AUSTRALIA 1997 The Seven Habits Center Security Guidance Wisdom Power If you are... P#$%&$'() C)%*#)+ Your security is based on correct principles that do not change, regardless of external conditions or circumstances. You know that true principles can repeatedly be validated in your own life, through your own experience. %s a measurement of selfimprovement, correct principles function with exactness, consistency, beauty and strength. +orrect principles help you understand your own development,. endowing you with confidence to learn more, thereby increasing your knowledge and understanding. Your source of security provides you with an immovable, unchanging, unfailing core enabling you to see change as an exciting adventure and opportunity to make significant contributions. You are guided by a compass which enables you to see where you want to go and how you will get there. You use accurate data which makes you r decision both implemental and meaningful. You stand apart from life9s situations9, emotions and circumstances, and look at the balanced whole. Your decisions and actions reflect both short# and long#term considerations and implications. In every situation, you consciously, proactively determine the best alternative, basing decisions on conscience educated by principles (ur 2udgement encompasses a broad spectrum of long#term conseuences and reflects a wise balance and uiet assurance. You see things differently and thus you think and act differently from the largely reactive world. You see the world through a fundamental paradigm for effective, provident living. You see the world in terms of what you can do for the world and its people. You adopt a proactive lifestyle, seeking to serve and build others. You interpret all of life9s experiences in terms of opportunities for learning and contribution. (ur power is limited only by your understanding and observance of natural law and correct principles and by the natural conseuences of the principles themselves. You become a self#aware, knowledgeable, proactive individual, largely unrestricted by the attitudes, behaviours or actions of others. Your ability to act reaches far beyond your own resources and encourages highly developed levels of interdependency. Your decisions and actions are not drive by your current financial or circumstantial limitations. You experience an interdependent freedom. S',-.) C)%*#)+ Your feelings of security are based on the way your spouse treats you. There is deep disappointment resulting in withdrawal or conflict when your spouse disagrees with you or does not meet your expectations. %nything that may impinge on the relationship is perceived as a threat. Your direction comes from your own needs and wants and from those of your spouse. Your decision making criterion is limited to what you think is best for your marriage or your mate, or to the preferences and opinions of your spouse. Your life perspective9s surrounds things which may positively or negatively influence your spouse or your relationship. F/0$(1 C)%*#)+ Your security is founded on family acceptance and fulfilling family expectations. Your sense of personal security is as volatile as the family. Your feelings of selfworth are based on the family reputation. )amily scripting is your source of correct attitudes and behaviours. Your decision#making criterion is what is good for the family, or what it wants. You interpret all of life in term of your family, creating a partial understanding and family narcism. M,%)1 C)%*#)+ Your personal worth is determined by your net worth. You are vulnerable to anything that threatens your economic security. <rofit is your decision#making criterion. Money making is the lens through which life is seen and understood, creating imbalanced 2udgement. W,#2 C)%*#)+ You tend to define yourself by your occupation role. You are only comfortable when you are working. You make decisions based on the needs and expectations of your work. You tend to be limited to your work role. You see your work as your life. A U S L NC @A I E S E C . C OM. A U 4 AIESEC AUSTRALIA 1997 The Seven Habits P,..)..$,% C)%*#)+ Your security is based on your reputation, your social status, or the tangible things you possess. You tend to compare what have to what others have. You make your decisions based on what will protect, increase, or better display your possessions. You see the world in terms of comparative economic and social relationships. P()/.-#) C)%*#)+ You feel secure only when you are on a pleasure ;high;. Your security is short#lived, and dependent on your environment. Your security is a function of the social mirror You make your decisions based on what will get you the most pleasure. You see the world in terms of what9s in it for me. F#$)%+ C)%*#)+ You are highly dependent on the opinions of others. Your decision#making criterion is ;what will they think.; You are easily embarrassed. You see the world through a social lens. E%)01 C)%*#)+ Your security is volatile, based on the movements of your enemy. You9re always wondering what he is up to. You seek self#2ustification and validation from the like#minded. You are counter#dependently guided by your enemy9s actions, You make your decisions on what will harm your enemy. Your 2udgement is narrow and distorted. You are defensive, over reactive, and often paranoid. R)($3$,% C)%*#)+ You find identity in religious labels and comparisons. You are guided by how others will evaluate your actions in the context of religious teachings and expectations. You see the world in terms of believers and non#believers, belongers and non# belongers. S)(4 C)%*#)+ Your security is constantly changing and shifting Your 2udgement criteria are/ ;if it feels good...;, ;1hat I want;,. ;1hat I need;. ;1hat9s in it for me.; You see the world by how decisions, events, or circumstances will affect you. A U S L NC @A I E S E C . C OM. A U 5