1. Source: Covey, S. R. (2004), The 8th Habit, From Effectiveness to Greatness, Simon & Schuster: Sydney.
Reviewed and summarized by : Dr. Kenneth Kee, 27th January, 2005.
Dr. Kenneth Kee/

2. Meaning and Contribution
Source: Stephen R. Covey (2004), The 8th Habit, From Effectiveness to Greatness, Simon & Schuster Australia, Sydney, pages
THE WHOLE-PERSON PARADIGM
Growth and Development
TO LEARN
(MIND)
TO LEAVE A LEGACY
(HEART)
(BODY)
TO LOVE
TO LIVE
Relationship
Survival
(SPIRIT)
Meaning and Contribution
Dr. Kenneth Kee/

3. Stephen R. Covey (2004), “The 8th Habit, From Effectiveness to Greatness.”
“Mission statements and strategic priorities that are developed in a rush by those at the top and then announced are forgotten. Without involvement or strong identification, there will be no commitment.”
Dr. Kenneth Kee/

4. FOUR ORGANIZATIONAL REALITIES:
Market realities - how do people in your organization or team perceive the marketplace? What is the larger political, economic & technological context? What are the competitive forces? What are the trends & characteristics of the industry? What about the possibility of disruptive technologies & disruptive business models that could make obsolete the entire industry or basic traditions?
Core Competencies - what are your strengths?
Stakeholders Wants & Needs – what do they really want & need? What are their issues, problems and concerns? What do their customers want & need? What is the market reality of the industry in which they operate? What possible technologies or business models could disrupt them or make them obsolete? What about the owners, those that have supplied the capital or paid the taxes – what are their wants & needs. What about the associates, the employees, your coworkers – what are their wants & needs? What about all the suppliers, distributors & dealers-the entire supply chain?
Values - What are these people’s values? What are your values? What is the central purpose of the organization? What is its central strategy in accomplishing that purpose? What are the values that are to serve as guidelines?
Dr. Kenneth Kee/

5. FOUR NEEDS OF ORGANIZATION:
SURVIVAL – financial health (BODY)
GROWTH & DEVELOPMENT – economic growth, customer growth, innovation of new products & services, increasing professional & institutional competency (MIND)
RELATIONSHIPS – strong synergy, strong external networks & partnering, teamwork, trust, caring, valuing differences (HEART)
MEANING, INTEGRITY, & CONTRIBUTION – serving & lifting all stakeholders: customers, suppliers, employees & their families, communities, society-making a difference in the world (SPIRIT)
Dr. Kenneth Kee/

6. May lack systematic approach No structure, systems, & processes
NO MARGIN, NO MISSION
Mission / No Margin
High empowerment
High level of trust
Low turnover
Passionate
Loyal
Service oriented
May lack systematic approach
No structure, systems, & processes
Lofty goals with little execution
No profitability
No scalability
No ROI
Margin / No Mission
Scalable
Recognizes financial position
Strong strategic approach
Very clear structures, systems, & processes (might not be useful & aligned)
High turnover
Low trust
Burnout
Low engagement
Low empowerment
Task oriented
Myopic focus
Dr. Kenneth Kee/

7. WHY / WHO MISSION (Purpose, Vision, Values) CORE
THE PRINCIPLE-CENTERED CORE OF ORGANIZATIONS
WHY / WHO
MISSION
(Purpose, Vision, Values)
WHAT
CORE
Passionate, Focus and Execution
HOW / WHEN
LINE OF SIGHT STRATEGY
(Accountability)
Dr. Kenneth Kee/

8. Managers afraid to let go 97% Misaligned systems 93%
What is holding back EMPOWERMENT? – Survey of 3,500 managers
Managers afraid to let go %
Misaligned systems %
Manager lacks skills %
Employee lacks skills %
Employees don’t want responsibility %
Manager too busy %
Management too controlling %
Lack of company vision %
Employees don’t trust manager %
Employees lack integrity %
Dr. Kenneth Kee/

9. 4 ROLES OF LEADERSHIP ARE 4 QUALITIES OF PERSONAL LEADERSHIP
VISION  path-finding
CONSCIENCE  modeling
PASSION  empowering
DISCIPLINE  aligning
The Greek philosophy of INFLUENCE:
ETHOS - Trust
PATHOS – Seek first to understand
LOGOS – Then to be understood
Dr. Kenneth Kee/

10. LEVELS OF INITIATIVE/SELF EMPOWERNMENT
DO IT
DO IT AND REPORT PERIODICALLY
DO IT AND REPORT IMMEDIATELY
“I INTEND TO DO”
MAKE A RECOMMENDATION
ASK
WAIT UNTIL TOLD
Dr. Kenneth Kee/

11. SYSTEMS, STRUCTURES AND PROCESSES
Covey (2004), “People are the programmers and systems are the program, hence, people are ultimately responsible for those systems. Systems and structures are things, they are programs. They have no freedom to choose. So Leadership still comes from people. People design systems, and all organizations get the results they are designed and aligned to get. Systems, structures and processes must remain flexible so that they can adjust to those changing realities.”
Dr. Kenneth Kee/

12. EFFECTIVENESS
Covey (2004), “Effectiveness is the balance between production of desired results (P) and production capability (PC). In other words, it is the golden eggs that people want and the golden goose that lays them. Sometimes, we call this the P/PC Balance. The essence of effectiveness is achieving the results that you want in a way that enables you to get even more of those results in the future.”
Dr. Kenneth Kee/

13. “WIN-WIN”
Covey (2004), “In an organization, “win-win” means that there is an explicit overlapping of the needs of the organization (financial health, growth and development, synergistic relationships with stakeholders and meaning/contribution) with the 4 needs of the individual (physical – economic, mental – growth and development, social/emotional – relationships and spiritual – meaning and contribution).”
Dr. Kenneth Kee/

14. FOUR ROLES OF LEADERSHIP:
Inspires trust without expecting it. (Personal Moral Authority)
1.MODELING
Creates order without demanding it. (Visionary Moral Authority)
2.PATHFINDING
Nourishes both vision & empowerment without proclaiming it. (Institutional Moral Authority)
3.ALIGNING
Unleashes human potential without externally motivating it. (Cultural Moral Authority)
4.EMPOWERING
Dr. Kenneth Kee/

15. Source: Stephen R. Covey (2004), page 245.
OLD INDUSTRIAL AGE CONTROL MODEL AND NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL
ISSUE OLD INDUSTRIAL AGE MODEL NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL
Leadership A position (formal authority) A choice (moral authority)
Management Control things & people Control things, release (empower) people
Structure Hierarchical, bureaucratic Flatter, boundary-less, flexible
Motivation External, carrot and stick Internal - whole person
Performance Appraisal External, sandwich technique Self-evaluation using 360 degree feedback
Information Primarily short-term financial reports Balance Scoreboard (long & short term)
Communication Primarily top-down Open: Up / Down / Sideways
Culture Social rules / more of the workplace Principle-centered values & economic rules of the marketplace
Budgeting Primarily top-down Open, flexible, synergistic
Training & Development Sideshow, skill-oriented, expendable Maintenance, strategic, whole person, values
People Expense on P & L, asset lip service An investment with highest leverage
Voice Generally unimportant for most Strategic for all, complimentary, team
Source: Stephen R. Covey (2004), page 245.
Dr. Kenneth Kee/

16. Source: Stephen R. Covey (2004), page 276.
EXECUTION GAPS OF INDUSTRIAL AGE CAUSE AND KNOWLEDGE WORKER AGE SOLUTION
EXECUTION GAPS INDUSTRIAL AGE CAUSE KNOWLEDGE WORKER AGE SOLUTION
Clarity Announcing Identification and/or Involvement
Commitment Selling Whole Person in a Whole Job
Translation Job description Aligning Goals for Results
Enabling Carrot & Stick (people as expense) Aligning Structure and Culture
Synergy “Cooperate!” rd Alternative Communication
Accountability Sandwich Technique PA Frequent, Open, Mutual Accountability, re: Compelling Scoreboard
Source: Stephen R. Covey (2004), page 276.
Dr. Kenneth Kee/

17. Vision, Discipline, Passion, Enabling, Accountability
PRINCIPLE-CENTERED FOCUS AND EXECUTION
PERSONAL GREATNESS
Vision, Discipline, Passion,
Conscience
The 7th Habit
ORGANIZATIONAL
GREATNESS
Vision, Mission, Values
Clarity, Commitment,
Translation, Synergy,
Enabling, Accountability
LEADERSHIP
GREATNESS
The 4 Roles of Leadership
Modeling, Path-finding,
Aligning, Empowering
The 8th Habit
SWEET SPOT
(4 DX)
Source: Stephen, R. Covey (2004), page 280.
Dr. Kenneth Kee/

18. THE 4 DISCIPLINES OF EXECUTION (4DX)
DISCIPLINE 1: Focus on the Wildly Important Goals (WIGs).
DISCIPLINE 2: Create a Compelling Scoreboard.
DISCIPLINE 3: Translate Lofty Goals into Specific Actions.
DISCIPLINE 4: Hold each other accountable – All of the Time.
Dr. Kenneth Kee/

19. The Target result (WHERE WE NEED TO BE)
CREATING A SCOREBOARD
The Current result (WHERE WE ARE NOW)
The Target result (WHERE WE NEED TO BE)
The Deadline (BY WHEN)
Dr. Kenneth Kee/

20. TRIAGE REPORTING
Triage Reporting – everyone reports quickly on the vital few issues, leaving the less important issues for another time. The focus is on key results, major problems, & high-level issues. This doesn’t mean that only “urgent” issues are discussed. It means that only “important” issues are discussed, even if some of these issues are not “urgent.”
EFFECTIVE ACCOUNTABILITY SESSIONS TYPICAL STAFF MEETINGS
(TRIAGE REPORTING)
Quick reporting of vital few issues “Death March” around the room where people feel pressure to talk with everyone else checks out
Review of scoreboard No measures of progress
Follow-up No follow-up
Mutual accountability Only manager holds people accountable
People openly report struggles & failures People hide their struggles and failures
Celebration of success Focusing only on problems
Dr. Kenneth Kee/

21. Contributing Team Member
THE LEVEL 5 HIERARCHY
LEVEL 5 EXECUTIVE
Builds enduring greatness through a paradoxical combination of personal humility plus professional will
LEVEL 5
Effective Leader
Catalyzes commitment to & vigorous pursuit of a clear & compelling vision, stimulates the group to high performance standard
LEVEL 4
Competent Manager
Organizes people & resources toward effective & efficient pursuit of predetermined objectives
LEVEL 3
Contributing Team Member
Contributes to the achievement of group objectives; works effectively with others in a group setting
LEVEL 2
Highly Capable Individual
Makes productive contributions through talent, knowledge, skills, & good work habits
LEVEL 1
Source: Jim Collins (2001), page 20.
Dr. Kenneth Kee/

22. LEADERSHIP AS A…. POSITION (Formal Authority) CHOICE (Moral Authority)
Might makes right Right makes right
Loyalty above integrity Integrity is loyalty
To get along, go along Stubborn refusal
The “wrong” is in getting caught The “wrong” is doing wrong
The top people don’t buy it Ethos, Pathos, Logos
The top people don’t live it Be a model, not a critic
Image is everything “To be rather than to seem ”
“No one told me ” Ask; recommend
I did what you told me to; it didn’t work, now what? “I intend to”
There is only so much There is enough to spare
Dr. Kenneth Kee/

23. MANAGING PEOPLE AS THINGS
Industrial Age Response to the 4 Chronic Problems
Don’t need to see the future; need only to do what is told and follow the rules
The leader knows best and makes all the important decisions
Rules
Control
BOSS
EFFICIENCY
Workers cannot be trusted; without the “carrot & stick” not much good will happen
Systems must be designed to get work done efficiently
Source: Stephen R. Covey (2004), page 112.
Dr. Kenneth Kee/

24. SET DIRECTION DEMONSTRATE PERSONAL CHARACTER MOBLIZE INDIVIDUAL
WHAT DO SUCCESSFUL LEADERS DO?
SET DIRECTION
(Vision, Customers, Future)
DEMONSTRATE PERSONAL
CHARACTER
(Habits, Integrity, Trust, Analytical Thinking)
MOBLIZE INDIVIDUAL
COMMITMENT
(Engage others, Share power)
ENGENDER
ORGANIZATIONAL
CAPABILITY
(Build teams, manage change)
Source: Steven R. Covey (2004), page 115.
Dr. Kenneth Kee/

25. FOUR PRIMARY MANAGEMENT PRACTICES:
STRATEGY – devise and maintain a clearly stated, focused strategy.
EXECUTION – develop and maintain flawless operation execution.
CULTURE – develop and maintain a performance-oriented culture.
STRUCTURE – build and maintain a fast, flexible, flat organization.
Dr. Kenneth Kee/

26. PRINCIPLES EMBODIED IN THE 7 HABITS
HABIT PRINCIPLE
BE PROACTIVE Responsibility/Initiative
BEGIN WITH THE END IN MIND Vision/Values
PUT FIRST THINGS FIRST Integrity/Execution
 THINK WIN-WIN Mutual Respect/Benefit
SEEK FIRST TO UNDERSTAND, Mutual Understanding
THEN TO BE UNDERSTOOD
SYNERGIZE Creative Cooperation & Collaboration
 SHAPEN THE SAW Renewal
Dr. Kenneth Kee/

27. SELF-AWARENESS – Be proactive
THE FIVE MAIN COMPONENTS OF EMOTIONAL INTELLIGENCE (EQ)
SELF-AWARENESS – Be proactive
PERSONAL MOTIVATION – Begin with the end in mind
SELF-REGULATION – Put first things first, Sharpen the saw.
EMPATHY – Seek first to understand, then to be understood.
SOCIAL SKILLS – Think win-win, Seek first to understand, then to be understood, Synergize.
Dr. Kenneth Kee/

28. THE FIVE MAIN COMPONENTS OF EMOTIONAL INTELLIGENCE (EQ) - CONTINUE
SELF-AWARENESS – our freedom to choose, is the heart of habit, be proactive. We are aware of the space between stimulus & response, we are aware of our genetic, biological inheritance, our upbringing, & of the environmental forces around us.
PERSONAL MOTIVATION – this is the basis of our choices, that is, we decide our highest priorities, goals & values. This is our most fundamental decision.
SELF-REGULATION – once we decide our priorities, we live by them. This is the habit of integrity, self-mastery, of doing what we intend to do & living by our values.
EMPATHY – this seek first to understand, then to be understood. It is learning to understand our own selves & getting into the heads & hearts of other people. It is becoming socially very sensitive & aware of the situation before attempting to be understood, influence others, or make decisions or judgments.
SOCIAL COMMUNICATION SKILLS – this is to think in terms of mutual benefit & mutual respect, to strive for mutual understanding in order to have creative cooperation.
Dr. Kenneth Kee/

29. DEVELOPING THE THREE MAIN COMPONENTS OF SPRITUAL INTELLIGENCE (SQ)
INTEGRITY – being true to one’s highest values and conscience.
MEANING – a sense of contribution to people and causes.
VOICE – aligning work with one’s unique calling and gifts.
Dr. Kenneth Kee/

30. DEVELOPING THE THREE MAIN COMPONENTS OF MENTAL INTELLIGENCE (IQ)
Continuous, Systematic, Disciplined Study & Education.
Cultivation of Self-Awareness – making assumptions explicit.
Learning by Teaching & Doing.
Dr. Kenneth Kee/

31. INSIGHT ON LEADERSHIP
Covey (1990), “ in organization, people usually perform one of three essential roles: producer, manager, or leader. Each role is vital to the success of the organization…If there is no producer, great ideas, and high resolves are not carried out. The work simply doesn’t get done. Where there is no manager, there is role conflict and ambiguity; everyone attempts to be a producer working independently, with few established systems or procedures. And if there is no leader, there is a lack of vision and direction. People begin to loose sight of their mission…Although each role is important to the organization, the role of the leader is the most important. Without strategic leadership, people may dutifully climb the “ladder of success,” but discover, upon reaching the top rung, that the ladder is leaning against the wrong wall.”
Dr. Kenneth Kee/

32. E means ‘encourages and supports’ A means ‘achieves purpose’
INSIGHT ON LEADERSHIP - continue
Turner, D. (1998), Liberating Leadership, A Manager’s Guide to the New Leadership, Excel Books, New Delhi.
L means ‘liberates’
E means ‘encourages and supports’
A means ‘achieves purpose’
D means ‘develops people and teams’
E means ‘example-setting’
R means ‘relationship building-building through trust’
Dr. Kenneth Kee/

33. DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
LEADERSHIP MANAGEMENT
People Things
Spontaneity, serendipity Structure
Release, empowerment Control
Effectiveness Efficiency
Programmer Program
Investment Expense
Principles Techniques
Transformation Transaction
Principle-centered power Utility
Discernment Measurement
Doing the right things Doing things right
Direction Speed
Top line Bottom line
Purposes Practices
On the systems In the systems
Dr. Kenneth Kee/

34. DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT - CONTINUE
LEADERSHIP MANAGEMENT
Getting people to to want to do what Getting people to do what needs to be done
needs to be done
The leader innovates The manager administers
The leader is an original The manager is a copy
The leader develops The manager focuses on systems & structures
The leader inspires trust The manager relies on control
The leader has a long-range perspective The manager has a short-range view
The leader asks what and why The manager asks how and when
The leader has his eye on the horizon The manager has his eye on the bottom line
The leader originates The manager imitates
The leader challenges the status quo The manager accepts the status quo
The leader is his own person The manager is the classic good solider
Leaders do the right thing Managers do thing right
Leadership is about coping with change Management is about coping with complexity
Leadership is an interactive process Management is a transactional process
Dr. Kenneth Kee/

35. MOTIVATION
MYTH - ‘Carrot and stick’ – the Jackass theory is the best form of motivation (Old Paradigm)
REALITY - ‘Carrot and stick’ motivation is animal psychology. People have the power to choose. You can buy someone’s back, but not their heart and mind. You can buy their hands, but not their spirit. (New Paradigm)
Dr. Kenneth Kee/

36. STIMULUS RESPONSE STIMULUS AND RESPONSE FREEDOM TO CHOOSE
Dr. Kenneth Kee/

37. Sustained Superior Performance
SUSTAINING SUPERIOR ORGANIZATIONAL PERFORMANCE
Sustained Superior Performance
Achieving Results
Building Capacity
Execution of
Key Priorities
Leadership and
Management Development
Individual
Effectiveness
Dr. Kenneth Kee/

38. HABIT
I am your constant companion. I am your greatest helper or heaviest burden. I will push you onward and drag you down to failure. I am completely at your command. Half the things you do you might just as well turn over to me, and I will be able to do them quickly, correctly. I am easily managed – you must merely be firm with me. Show me exactly how you want something done, and after a few lessons I will do it automatically. I am the servant of all great people; and alas, of all failures as well. Those who are failures, I have made failures. I am not a machine, though I work with all the precision of a machine plus the intelligence of a human being. You may run me for a profit or turn me for ruin – it makes no difference to me. Take me, train me, be firm with me, and I will place the world at your feet. Be easy with me and I will destroy you.
Who am I? I am HABIT ANONYMOUS
Dr. Kenneth Kee/