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THE SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE


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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
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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.
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: 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.
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