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The Seven Habits of Highly Effective People An Overview led by William P. (Bud) Werner North Jersey ASQ Section 304 December 18, 2013.

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Presentation on theme: "The Seven Habits of Highly Effective People An Overview led by William P. (Bud) Werner North Jersey ASQ Section 304 December 18, 2013."— Presentation transcript:

1 The Seven Habits of Highly Effective People An Overview led by William P. (Bud) Werner North Jersey ASQ Section 304 December 18, 2013

2 Sequence of Events w Provide information re: The Seven Habits of Highly People and its impact. w Define terms used in the title w Provide an overview of the concepts of The Seven Habits of Highly People. w Provide an overview of The Seven Habits of Highly People.

3 Seven Habits of Highly Effective People w Constructed based on Dr. Covey’s Ph. D. thesis on effectiveness. w Published in 1989 and sold 25 million copies now in 38 languages. In his #1 bestseller, Stephen R. Covey presented a framework for personal effectiveness. w In August 2011, Time listed Seven Habits as one of "The 25 Most Influential Business Management Books". w Covey does not claim to have invented the 7 habits, but rather to have discovered them and to have found a simple language for articulating them.

4 Deming’s 14 Points and The Seven Habits They are integrated, interdependent, holistic, and sequential. They build, one upon the other, providing a practical, cohesive basis for successful interpersonal relationships and for organizational effectiveness

5 Habits w Patterns of behaviors that involve three overlapping components: Knowledge Desire Skill w Habits are learned, not inherited. w We can make or break our habits.

6 Habits Knowledge Desire Skills

7 Ken Keyes We are not responsible for the programming we received as children. As adults, we are 100% responsible for correcting it.

8 Aristotle We are what we repeatedly do. Excellence, then, is not an act, but a habit.

9 What a person is! The Seven Habits of Highly Effective People focuses on w building character and competence in our personal lives and w building strong interpersonal relationships.

10 Covey A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.

11 Character (exhibits integrity, maturity, and an Abundance Mentality) + Competence (has knowledge, skills, and ability in a given area) = Trustworthiness W-3 Trustworthiness

12 Stephen R. Covey You cannot think efficiency with people. You think effectiveness with people and efficiency with things.

13 Production Capability Effectiveness FP-08 Production Desired Results Assets P/PC Balance

14 w Production The desired results produced w Production Capability Maintaining, preserving, and enhancing the resources that produce the desired results Note: the most important resource available to any organization is the relationships among its people, including internal and external stakeholders

15 P/PC Balance w Effective People maintain a balance between achieving desired results (Productivity) and enhancing the assets that allow them to produce the results. (Production Capability) w Physical/financial assets are “programs.” People are the “programmers” and are infinitely more valuable than other kinds of assets.

16 Peter F. Drucker There is nothing so useless as doing efficiently that which should not be done at all.

17 1-14 Dependence Independence Interdependence Public Victory Be Proactive Begin with the End in Mind Put First Things First Think Win-Win Seek First to Understand, Then to be Understood Synergize Sharpen the Saw Private Victory

18 Habit 1: Be Proactive w Take Responsibility. You have choices. w Work on expanding your Circle of Influence w Don’t blame others; apologize for mistakes w Use Proactive Language w Choose your responses based on your values w Be a light, not a judge; be a model not a critic w Change starts from within, and highly effective people make the decision to improve their lives through the things that they can influence rather than by simply reacting to external forces.

19 I am what I am today because of the choices I made yesterday.

20 Viktor Frankl We who lived in concentration camps can remember the men who walked throughout the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken away from a man but one thing: the last of the human freedoms - to choose one’s attitude in any given set of circumstances, to choose one’s own way. Man’s Search for Meaning

21 Law of the Harvest You cannot talk yourself out of things you behaved yourself into. Stephen R. Covey

22 Habit 2: Begin with the End in Mind wDwDevelop a principle-centered personal mission statement. Extend the mission statement into long-term goals based on personal principles wLwLive out of your imagination of what can be, not out of your memory of what once was. wCwConsider the desired results before beginning. wCwClarify values before setting goals. wCwCreate mentally first, then physically.

23 Self-discover and clarify your deeply important character values and life goals. Envision the ideal characteristics for each of your various roles and relationships in life. The end represents the purpose of your life. Until you can say what that purpose is, with assurance, then you just cannot direct your life in the manner that would bring you the greatest satisfaction.

24 Habit 3: Put first things first w To manage our lives effectively, we must keep our mission in mind. w Understand what's important as well as urgent, and maintain a balance between what we produce each day and our ability to produce in the future. w Think of the former as putting out fires and the latter as personal development.

25 Emotional Bank Account w Metaphor for the amount of trust that exist in a relationship. It suggests that every interaction with another human being can be classified as a deposit or a withdrawal. w Deposits build and repair trust in relationships. Withdrawals lessen trust in relationships.

26 Time Management Matrix H3-01 NOT URGENTURGENT T IMPORTANT NOT IMPORTANT I I III IV II Crises Pressing problems Deadline-driven projects, meetings preparations Needless interruptions Unnecessary reports Unimportant meetings phone calls, mail Other people’s issues Trivia, busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV Preparation Prevention Values clarification Planning Relationship building Needed relaxation Empowerment

27 Think Habit 4: Think Win-Win w Seek mutual benefit – not compromise Think w When working interdependently, always Think win-win. Or accept No Deal ! w Win-lose and Lose-win are both “lose” in the long run. w Balance courage with consideration. w The Abundance Mentality sees many options; the Scarcity Mentality thinks in either/or dichotomies.

28 Abundance vs. Scarcity Mindsets* w abundance mentality or abundance mindset a concept in which a person believes there are enough resources and success to share with others. Can celebrate the success of others rather than feel threatened by it. Arises from having a high self-worth and security (see Habits 1, 2, and 3), and leads to the sharing of profits, recognition and responsibilityself-worth w scarcity mentality or scarcity mindset (i.e., destructive and unnecessary competition), founded on the idea that, if someone else wins or is successful in a situation, that means you lose; not considering the possibility of all parties winning (in some way or another) in a given situation. *Covey coined the terms

29 Habit 5: Seek First to Understand, Then to be Understood w Most people listen not with the intent to understand, but with the intent to reply. Dialog of the deaf! w Our tendencies are almost entirely autobiographical. We probe, advise, interpret, and evaluate. w Diagnose before prescribing. w The key to influence is to first be influenced. w First seek to understand the other person, and only then try to be understood. Stephen Covey presents this habit as the most important principle of interpersonal relations.

30 Emotional Bank Account Metaphor for the amount of trust that exist in a relationship. It suggests that every interaction with another human being can be classified as a deposit or a withdrawal.

31 Emotional Bank Account w Deposits which build and repair trust in relationships include kindness, keeping promises, honoring expectations, being loyal to the absent, and making apologies. w Withdrawals damage and lessen trust in relationships.

32 Emotional Bank Account Deposits Kindness, Courtesies Keeping Promises Clear Expectations Loyalty to the Absent Apologies Withdrawals Un-kindnesses, Discourtesies Breaking Promises Unclear Expectations Disloyalty, Duplicity Pride, Conceit, Arrogance

33 Habit 6: Synergize w Look at differences as potential strengths. w The whole is greater than the sum of its parts. w Seek the Third Alternative. w Unity means being complementary. w Value Differences.

34 Habit 7: Sharpen the Saw w The greatest assets to constantly preserve, enhance, and cultivate are our own capabilities. w Sharpening the saw means personal PC. w Establish a self-renewal program in four areas: Physical, Mental, Social/Emotional, and Spiritual. w Continuous improvement is the only way to avoid atrophy.

35 1-14 Dependence Independence Interdependence Public Victory Be Proactive Begin with the End in Mind Put First Things First Think Win-Win Seek First to Understand, Then to be Understood Synergize Sharpen the Saw Private Victory

36 Situation to Consider w You are at your 80th birthday party and “significant” individuals from all elements/roles of your life are there. w How would you like them to describe you and your influence on them? Note: We cannot go back and have a new “beginning.” But we can start today to have a different “ending.”

37 Old Native American Saying When you were born, you cried and the world rejoiced. Live your life in such a manner that when you die the world cries, and you rejoice.


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