The 7 Habits of
Highly Effective People
There is no real excellence in all this world
which can be separated from right living
Character Ethic
Being Is Seeing
Be See Think Feel Behave
We cannot change our seeing without
changing our being
If you want to have. Be.
The seven habits paradigm:
An inside-out approach to personal and
interpersonal effectiveness
Interdependence
PUBLIC
VICTORY
Independence
PRIVATE
1
VICTORY
Be
proactive
Dependence
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
Habit 1
BE PROACTIVE
1
Be
proactive
PROACTIVE MODEL
Stimulus
SelfAwareness
Imagination
Freedom
To
Choose
Response
Independent
Will
Conscience
PROACTIVE MODEL
Responsibility = Response-ability
Proactive people:
Behavior in the product of ones decision based on
values
Personal leaders
Take the initiative and are solutions to problems
Successfully handle direct, indirect and no control
problems
PROACTIVE MODEL
Reactive people:
Behavior is the product of ones condition based
on feelings
Unhappy people who feel victimized and
immobilized, who focus on the weaknesses of
other people
Blame other people and circumstances they feel
are responsible for their own stagnant situation.
Reactive Language
Proactive Language
He makes me so mad
I have to do that
I cant
I choose
I must
I prefer
If only
I will
No Concern
Circle of Concern
Circle of Concern
Circle of Influence
Circle of
Circle of Influence
Concern
Circle of
Circle of Influence
Concern
PROACTIVE FOCUS
REACTIVE FOCUS
Habit 2
BEGIN WITH THE END IN MIND
1
Be
proactive
2
Begin
with the
End in Mind
Assumptions
Assume at your funeral, how would family,
colleague, friend, church, etc talk about you
Assume todays the last day in your life
Assume:
Body - Had a heart attack; Mind Life of
your profession is 2 years; Heart Other
person is clairvoyant; Spirit You met with
the Almighty
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
Circle of Concern
Circle of Influence
Work
Family
Spouse/Husband
Friend
Religion
Self
Pleasure
Possessions
Money
Enemy
Security
CENTER
Power
Wisdom
Guidance
Perspective on life
POWER:
POWER
A principle center:
Creating a solid changeless core, from which
flow the four life-support factors.
Correct principles do not change
a principle-centered person stands apart from
the emotion of the situation and evaluates the
options.
A principle center:
You wont be acted upon by other people or
circumstances
See change as an exciting adventure and
opportunity to make significant contributions.
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.
Habit 3
PUT FIRST THINGS FIRST
3
Put First
Things First
1
Be
proactive
Things which
matter most must
never be a the
mercy of things
which matter
least.
Mission
Statement
Roles
Goals
LONG-TERM ORGANIZING
Schedule
Roles
Goals
Plans
Delegate
WEEKLY ORGANIZING
2-Prioritizer
Not Urgent
Important
IV - Slacker
Not Urgent
Not Important
I
Urgent & Important
Results
Activities
Crises
Stress
Pressing problems
Burnout
II
Not urgent but Important
Activities
Results
Balance
Recognizing new
opportunities
Discipline
Planning recreation
Few crises
Control
III
Urgent but Not Important
Activities
Results
Short-term focus
Crisis management
Feel victimized, out of
control
Broken relationships
IV
Not Urgent & Not Important
Activities
Results
Dependent on others
Total irresponsibility
Fired from jobs
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
Attach to
Mission
Distraction
s
NOT IMPORTANT
IMPORTANT
Crises
Management
NOT URGENT
Time
Wasters
Review Roles
Identify Goals
Organize Weekly
Exercise Integrity
Evaluate
Public Victory
PUBLIC
VICTORY
3
Put First
Things First
1
Be
proactive
There can be
no
friendship
without
confidence,
and no
confidence
without
integrity.
PRINCIPLES OF INTERPRSONAL
LEADERSHIP
The p/pc balance in an interdependent
reality
The emotional bank account
The amount of trust built up in a relationship
The feeling of safeness that makes
communication easy, instant and effective
PRINCIPLES OF INTERPRSONAL
LEADERSHIP
Six major deposits
Understanding the individual
Uncover the persons deep interest or needs
Treat them all the same by treating them differently
PRINCIPLES OF INTERPRSONAL
LEADERSHIP
Six major deposits
Keeping commitments
Keep a promise you have made or explain the situation
and ask to be released from it.
Clarifying expectations
Conflicts arise form ambiguous expectations about roles
and goals
PRINCIPLES OF INTERPRSONAL
LEADERSHIP
Six major deposits
Showing personal integrity
Goes beyond honesty
Build the trust of those who are present by being loyal to
those who are not present
Apologizing sincerely when you make a withdrawal
It is the weak who are cruel, gentleness can only be
expected from the strong
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.
Habit 4
THINK WIN WIN
Think
Win/Win
4
3
Put First
Things First
1
Be
proactive
We have
committed the
Golden Rule to
memory; let us
now commit it to
life
Win/win
Win/lose
Lose/win
Lose/Lose
Win
Win/win or no deal
Win/Win
Seeks for mutual benefit
All parties feel good about the decision and feel
committed to the action plan
Sees life as cooperative, not competitive
Theres plenty for everybody
Believes in the third alternative
Listens more, stays in communication longer, and
communicates with more courage.
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.
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.
Win/Win
Character
Win/Win
Relationship
Win/Win
Agreements
Character
Three character traits essential to the win/win
paradigms:
Integrity: make and keep meaningful promises and
commitments. People of Integrity are true to their
feelings, values and commitments.
Maturity:
The balance between courage and consideration
The ability to express ones won feelings and
convictions balanced with consideration of the
thoughts and feelings of others
Abundance Mentality
Scarcity Mentality
Theres only one pie
Abundance Mentality
There is plenty for
everybody
Relationships
(Character Trust, EBA)
Agreements
(Relationships performance agreement)
Five elements to agree on in a win/win agreement
Desired results: Clarify the end in mind, objectives and
outcome.
Guidelines: Specify boundaries and deadlines for
accomplishing the results within which results are to be
accomplished
Resources: human, financial, technical, support to help
accomplish the results
Accountability: sets up the standards of performance and the
time of evaluation. Identify the standards and methods of
measurement for progress and accomplishment.
Consequences: Determine/Evaluate the result (s) of achieving
or not achieving win-win
Systems
Should be supportive (reward guidelines, available resources)
Don't talk cooperation
(win/lose)
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.
Processes:
A four-step process:
1st see the problem from the other point of view
2nd identify the key issues and concerns
3rd determine what results would constitute a fully
acceptable solutions
4th identify BATNA to achieve those results
Habit 5
3
Put First
Things First
1
Be
proactive
Habit 6
SYNERGIZE
Take as a guide:
Synergize
6
In crucial things
unity
In Important things
3
Put First
Things First
1
Be
proactive
diversity
In all thing
generosity.
High
Synergistic (Win/Win)
Respectful (Compromise)
TRUST
COOPERATION
High
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.
To Synergize is Not
A brainstorming free-for-all.
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.
Problem
or
Opportunity
Synergize
Habits 4,5, & 6
The Action
and Process
Third Alternative
SYNERGY
The Result
Anger
Defensiveness
Anxiety
Fear
Fixation
Jealousy
Ego
Celebrate
Value
Accept
Tolerate
Habit 7
3
Put First
Things First
1
Be
proactive
Sometimes
when I
consider what
tremendous
consequences
come from
little things
I am tempted
to think..
There are no
little things.
SOCIAL
Service, Empathy,
Synergy, Intrinsic
Security
MENTAL
Reading, Visualizing,
Planning, Writing
SPIRITUAL
Value Clarification &
Commitment, Study &
Meditation
PARADIGM SHIFTS
A BREAK FROM
TRADITIONAL WISDOM
Habit 1
Habit 3
Habit 4
Win-lose.
One-sided benefit.
Win-win.
Mutual benefit.
Habit 5
Habit 6
Habit 2
Habit 7
TOWARD
7 HABITS PRINCIPLES
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
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
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 3
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 4
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
CIRCLE OF
INFLUENCE
CIRCLE OF
INFLUENCE
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
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.
Conscience
Power of Imagination
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.
Time wasters
Interruptions
Pressing
problems
Crises
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