7 habits of highly effective people

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For a more recent detailed Mindmap summary of the seven habits click this link:

Seven habits of highly successful people

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The summary of implementation of the seven habits of highly effective people could be printed and view as reminder and re-inforcement.

The seven habits starts inside your mind and work outwards to the people you interact with. Remember:

  • You never require permission to do the right thing.
  • You require the seven habits and loads of skills.
  • The people from successful families get the skills at home.
  • Now all people can acquire the same success skills.

A.  Implement the habits driving your actions

  1. Take action aligned with a communicated plan and be pro-active
  2. Always align the actions with the end goal in your mind
  3. A clearly defined and communicated plan let you keep first things first

B. Implement the habits where you interact with others

  1. Grow your space to learn more, do more and earn more. Think win/win in all your interactions.
  2. Learn a lot from others and increase the access to resources and opportunities. Seek to understand others. Reflection and questioning skills.
  3. Work interactively with others to contribute more and thus gain more. Synergize and collaborate nnn

C. Keep it going and keep growing. Sharpen the saw

Please use the printable version as a reminder.

Click here to start implementing right away. Remember it all starts with your habits. You can accquire new habits in 28 days using the simple three steps to move from unconsciously aware to sub-consciously competent.

People with the 7 habits simply earn more with much less effort.

How do highly successful highly effective people do it?

Successful and effective people DO:

  1. Communicate their plans pro-actively to the people they choose.
  2. Choose actions to arrive at the end goal
  3. Focus on the right activities out of the plan first
  4. Ensure the others win from the interaction, while they get what they require
  5. Understand the other person, client, family first. They listen much better to what you want when they know you heard them.
  6. Ensure you drive the synergies to mutual benefit
  7. Now keep your plan and implementation going and growing.

We need processes that let us overcome our fears of (driven form the past beliefs and values), failure, rejection, getting hurt and looking stupid.

For more click here to implement the: Habits of highly effective people

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Seven habits of highly successful people

Seven habits of highly successful people

The seven habits and short summary of each one of the 7 habits

What you will find in this article:

  • Our expert mindmap version of the seven habits
  • Your free download of the interactive seven habits mindmap
  • A list of the seven habits
  • A shot summary of each habit
  • Implementation guidelines
  • More Google search resources
Seven habits of highly successful people

Seven habits of highly successful people Mindmap

This article is with thanks to Stephen Covey and his book on seven 7 habits of highly successful or effective people.

The 7 habits and a short summary of each

Habit 1: Be proactive in doing and planning

Make it a habit to know your purpose, objectives and plans, makes it easier to take the right actions. How to overcome the traditional fears that keep us from taking action is answered in the application section below.

  • Choose your actions after careful consideration.

    The important habit is to be pro-active in the first place. Choosing the right action with knowledge and confidence helps you do what you have chosen to do.

    Time is the most valuable commodity in our lives. We were given life and thus time for free.

    The hours we have in a life time are limited and thus our most valuable commodity. Fill those hours with what give you the results you want.

  • Getting and keep things done are a most valuable habit.

    The habit to make lists and sort them into priorities is part of the habits of most successful effective people.

    Organize your lists in logical bundles to make execution easier and more effective.

    Such lists helps you plan, delegate and saying no.

    The book and courses on getting and keeping things done will help tremendously.

  • Consider alternatives in Thesis and anti-thesis

    The habit to think in structured ways includes the process of thesis and anti-thesis to stimulate discovering alternatives. Alternatives are required for planning, communicating and more.

  • You are only responsible for yourself and to others.

    The habit to take and own responsibility only for yourself helps you being responsible to others.

    You are responsible to others. Realize it is a choice.

    Choose, add and manage actions from what is important to you and not urgent

    Being pro-active means avoiding what is urgent to others and not important to you at all. Know the difference and be pro-active in saying NO!

  • Recognize and know what you can influence and not influence

    The habit of pro-activeness means you identify where you have no influence and then let it go. You focus on the useful task almost immediately when you get busy with your next clear urgent important action.

  • Take responsibility for results.

Always take total ownership for results. Where you delegate or work in a team, you assist others, ensure right resources and verify with people who knows more about the subject.

Failing forward happens when you learn from the failure.

Handling failure as a positive part of the learning curve let you take the right action.

The key difference between effective and successful people and the not yet successful is how they handle failures. A positive learning approach let you overcome the fear of failure, which leads to lack of action or procrastination.

Convert the trigger to positive action from blame or pathologies.

Failures make people run away from opportunities and growth. The negative energy from failures is turned positive by taking ownership and creates alternative solutions. Such an approach let you keep going and growing.

Recognise the negative action thieves by looking for pathology words like, they, always, again, not me, etc.

Habit 2: Begin with the clarified and verified wished for end in mind

Gain insights in what the ideal outcomes of any action or project will be.

  • Communicate the desired outcomes clearly. Now all involved people know what to work towards.
  • Explore your options using exploration, groups and admired experts
  • Every action starts in your mind. Choose proactively what you put in your mind.
  • Plan and execute the plan. Do not hesitate to change the plan with new information.
  • Communicate clear objectives, environment, and outcomes with clear measurable end goals.
  • Verify goals the S.M.A.R.T.M. way. Specific, Measurable, Rewards, Timing, Monitor
  • Think of planning a trip, house, game, etc.
  • A clear goal and actions let you say NO to stuff simply keeping you busy.

Habit 3: Put first things first – How you invest your time.

Understand and communicate what is important and urgent to you. Others will then typically buy in and contribute to your stated communicated objectives.

  • Your purpose, alternatives, goals and plans must be clear.
  • Link to the diagram in the Walk and Talk book.

Habit 3 A. Important and urgent:

  • Delegate tasks where you can.
  • Take quick effective action where you cannot say no.
  • Say no where you can.
  • Can someone else do it?

Habit 3 B. Important and not urgent:

Carefully choose the maintenance, creative, fun and new opportunity activities

Habit 3 C. Not Important and Urgent

  • Say NO easily, quickly and with no stress or fears.
  • Delegate effectively and quickly. Monitor the results and progress.
  • Where tasks are unavoidable or will come back, do the task immediately and quickly.
  • Bundle what you take on into effective slots as in Getting and keeping things done book.

Habit 3 D. Not important and not urgent. Simply say NO!

What will happen if you say no? We often have a fear of the great word NO!

Habit 4: Think win/win

The win/win approach means we optimize and maximize the benefits from a any interaction, project or joint venture.

  • Once task, project or team opportunities are maximized and optimized, we divide the benefits to serve the involved parties.
  • Always focus to maximize and optimize results for both parties involved
  • The win/win way you get more and you attract more opportunities and people.
  • Business, projects and careers need not be like a sport game where one wins and the other loses. We can BOTH WIN!
  • Grow the space by using many tools, models and process
  • Segmentation simply means breaking down any task into two levels down.
  • Alternatives means to find more than one way to reach the goals or objectives.
  • Use models like ZOPA, WATNA, BATNA, etc.

Habit 5: Seek always to understand the other parties, then to be understood by them.

Ask the clarification questions that let you ensure you really understand the communication from other parties. Grow your questioning skills with web knowledge, group exercises and experts. Understand and use models and processes for structured questioning.

  • Ask questions. Use the skill of asking good questions as in Interviews, journalists, Lawyers, etc.
  • Seeking for alternative ways to reach a goal or solve problems expands your world.
  • Various strategies will deliver the results. An example is Parent effectiveness and Strategic Selling. or project management
  • Thinking skills diagrams contribute much to win/win solutions.
  • Process mapping and Swim lanes are such tools.

Habit 6: Find synergistic overlaps between parties

Looking for synergies grows the potential results. Trust is grown when we all agree and enforce the rules.

  • Use VENN diagrams to find overlaps and a place for value and requirements of all parties
  • Grow the space for productivity as in the book GO GIVER. Say thank you easily and give freely.
  • Build TRUST in the four elements of trust
  • The future belongs to the synergizes and collaborators. Acquire the skills for the future

Habit 7: Sharpen the Saw. Keep growing and keep it going.

Keep on growing skills as required by specific situations. Situational leaning creates the urgency and compelling event to learn, practice and master new tools, models and processes.

  • Keep your life in balance. The balance wheel spokes: Physical, mental, finances, relationships, ethics, aesthetics, etc.
  • Keep the habit forming processes going and hone the habits

Now let us implement the 7 habits of successful people.

  • Successful and effective people’s habits and competencies came out of the studies in Project zero and Vaillant at HBS
  • Acquire the skills, habits and more of successful effective people. They mostly got it at home in families.
  • Use flow diagrams in your daily work and thinking – Swim lanes examples
  • Use VENN diagrams as a habit in thinking and mapping details to grow insights
  • Use the tools we use and please add the tools you use.
  • We are publishing videos to assist you in the implementation processes
  • We share real life stories happening right now to assist you. You can follow the people on their blogs
  • Three simple steps to get almost anything done we call it ABC GO to get you there!

Living the 7 habits in your life, family, career and or businesses

  • Forming habits or master knowledge you repeat the exercise at least five times says Tony Buzan
  • The brain forms neural paths after five repeats
  • Expand what you know and your contribution increases to let you earn more and more.
  • Create check lists for success
  • Start with a purpose, explore, choose your goals, then plan and execute the plan. You are implementing your choices in an effective successful life.
  • New knowledge goes from unconsciously unaware to subconsciously aware three steps get you there – always! Explore, organize, plan and execute = ABC GO
  • Know yourself and your environment

Careers and 7 habits

  • We apply the 7 habits in career growth in our companies.
  • See the 7 habit application section for the Blueprint
  • Maintain the habits by forming interest groups and drive access to people you admire.
  • Simply discuss the habits one at a time in groups
  • Focus on issues and opportunities in your work place right now
  • Use the same tools to get the job of your heart. See the Blueprint under Applications.
  • 7 habits of Stephen Covey in practical Application areas
  • Plans for business and 7 habits
  • Inculcate 7 habits for teenagers in studies to acquire knowledge and legal requirements for the job you want
  • Careers builders know when, where and how to use the available tools in situations.

How to apply the seven habits in your everyday life

  • Stephen Covey 7 habits in Friends
  • Seven habits for building your Web presence
  • Risk management
  • Personal development
  • Thinking skills
  • Emotional Intelligence
  • The right actions create necessary expansion of what we belief and value.

Remember:

  • Grow and expand what you belief and value to ensure success and effectiveness.
  • Values and beliefs often keep us from taking action.
  • Our current values and beliefs drive our decisions.

Here are some more resources

People also searched on Google using the following search terms to find answers to very specific terms in the 7 habits book:

“Personal bank account 7 habits”

The Personal bank account in 7 habits of highly effective people is just like a normal bank account, we can make deposits and withdrawals. In Stephen Covey’s book, the 7 habits of highly effective people, one of the habits is to seek to understand the other person first before you help them understand you. Nothing is probably more damaging to a relationship that having a ME-ME attitude. You want to fill your personal bank account the 7 habits way, so that you have enough when the time comes for a withdrawal.

“7 habits of highly frugal people”

If you are tired of living week to week, of having your phone regularly cut off or having to make excuses to skip dinners with your friends if the money has been bad, then read the 7 habits book. Not surprisingly the seven habits directly translate to the financial aspect in our lives.

“Proactive model 7 habits”

The 7 Habits of Highly Effective People Habit 1 : Be Proactive. Your life is not just a out of control roller coaster ride. Whether you believe it or not, your life gets carefully designed by you through the choices you make every day. Apply the proactive model in 7 habits.

“Stephen Covey training”

Stephen Covey, as well as being a renowned writer, speaker, academic and humanist, has also built a huge training and consultancy products and services. You can find a Covey consultant almost anywhere in the world now. Covey training can be expensive, but it is worth the money.

“Stephen Covey seminars”

You have an opportunity to work with an expert like Dr. Stephen R. Covey. These experts are highly trained to help you create life-balance through living the seven habits of highly effective people. The Covey seminar option is a cheaper option than Covey personal coaching.

 

What is meant by delegation?
Why delegation is important
Every person has unique and valuable qualities that are for the benefit of the world. When we entrust responsibly we allow those qualities to flourish.
Our team’s capacity and abilities expand as we increase each other’s skills and experience.
Stephen Covey (7 Habits of Highly Effective people) says, “Trust is the highest form of motivation.” Delegation entrusts people with tasks deemed important – this can motivate and energize your team.
Why we do not entrust others with our work
“It would be quicker to do it myself” – short term view
“I don’t have anyone I can trust to delegate it to” – short term view: training required
“I can do it better myself” – perfectionist view
“If that’s what I am told to do that’s what I do.” – abdicating
“I don’t know how to delegate.” – abdicating: personal training required
When to delegate
When your diary is full (i.e. at least 60% scheduled) of right actions.
Organize your diary by asking key questions:
What am I doing now that doesn’t’t need to be done at all?
What am I doing that could be done by someone else?
What am I doing now that only I can do?
What to hand over
We keep what we are passionate about and what only we can do.
Who would gain the most if they were given responsibility
Someone who can grow and is available.
Someone who is competent, whose job it is and who has time or must make time.
Someone who you want to learn from – exchange in value exchange transaction.
How to delegate to someone you want to train
Situational Coaching
Process relative to task and relationship. Delegation therefore involves balancing directive and supportive functions.
The process of delegation begins with DIRECTING.
The person to whom the task has been entrusted with has low competence but is highly motivated to learn and grow from the experience as it increases their skills and responsibility in the company.
Directing involves close accompaniment with the delegatee, being specific about expectations, identifying measurable outcomes, clarifying understanding.
The next step involves COACHING.
At this stage the delegatee has some competence and some confidence but still needs some directing and some support. The process will involve asking questions, getting feedback and offering guidance.
The next stage involves SUPPORTING.
The individual has reached the stage of greater competence and is on the whole managing the task well. There may however be some lack of confidence when it comes to unexpected situations and new information. The person may make mistakes, need reassurance, and require problem solving skills. The delegating role will be supportive by listening and encouraging and giving specific and helpful feedback.
The final stage is that of actually DELEGATING.
At this stage the delegatee is not only competent but confident. They are managing the task well on a day to day basis with only the occasional monitoring.
Reflective coaching
As delegation moves through this process the task of the delegator is to guide the growth of the delegatee’s self concept through goal-directed behavior. This involves the following:
Setting mutually agreed goals starting with something relatively simple and as progress moving towards more complex goals.
As each goal is achieved reflecting on the process that led to this achievement. I t also asks where the gaps are in achieving the next goal and how these gaps are going to be bridged.
The reflection process will involve honest self-analysis and self-evaluation.
Through achieving goals and reflecting on the process the delegatee grows in their concept of self.
Keep the monkey on their back
Don’t take the entrusted tasks back.
Don’t rescue them.
Turn issues back to them by asking: “What are you going to do?”
Ask questions like: “What do you suggest?”
“What are the feasible alternatives?”
Case studies
Barry du Plessis’s experience with delegation
Leigh Harrison – “My failure to delegate”

What is meant by delegation?

w&t_question

I Ask

Please explain to me why delegation is important?

w&t_exclamation

I Answer

Every person has unique and valuable qualities that are for the benefit of the world. When we entrust responsibly we allow those qualities to flourish.

Our team’s capacity and abilities expand as we increase each other’s skills and experience.

Stephen Covey (7 Habits of Highly Effective people) says, “Trust is the highest form of motivation.” Delegation entrusts people with tasks deemed important – this can motivate and energize your team.

Why we do not entrust others with our work

  • “It would be quicker to do it myself.” – short term view
  • “I don’t have anyone I can trust to delegate it to.” – short term view: training required
  • “I can do it better myself.” – perfectionist view
  • “If that’s what I am told to do that’s what I’ll do.” – abdicating
  • “I don’t know how to delegate.” – abdicating: personal training required

When to delegate

  • When your diary is full (i.e. at least 60% scheduled) of right actions.
  • Organize your diary by asking key questions:
    • What am I doing now that doesn’t need to be done at all?
    • What am I doing that could be done by someone else?
    • What am I doing now that only I can do?

What to hand over

  • We keep what we are passionate about and what only we can do.

Who would gain the most if they were given responsibility

  • Someone who can grow and is available.
  • Someone who is competent, whose job it is and who has time or must make time.
  • Someone who you want to learn from – exchange in value exchange transaction.

How to delegate to someone you want to train

Situational Coaching

Process relative to task and relationship. Delegation therefore involves balancing directive and supportive functions.

  • The process of delegation begins with DIRECTING.

The person to whom the task has been entrusted with has low competence but is highly motivated to learn and grow from the experience as it increases their skills and responsibility in the company.

Directing involves close accompaniment with the delegatee, being specific about expectations, identifying measurable outcomes, clarifying understanding.

At this stage the delegatee has some competence and some confidence but still needs some directing and some support. The process will involve asking questions, getting feedback and offering guidance.

  • The next stage involves SUPPORTING.

The individual has reached the stage of greater competence and is on the whole managing the task well. There may however be some lack of confidence when it comes to unexpected situations and new information. The person may make mistakes, need reassurance, and require problem solving skills. The delegating role will be supportive by listening and encouraging and giving specific and helpful feedback.

  • The final stage is that of actually DELEGATING.

At this stage the delegatee is not only competent but confident. They are managing the task well on a day to day basis with only the occasional monitoring.

Reflective coaching

As delegation moves through this process the task of the delegator is to guide the growth of the delegatee’s self concept through goal-directed behavior. This involves the following:

  1. Setting mutually agreed upon goals starting with something relatively simple and progressing to more complex goals.
  2. Reflect on the process that led to the achievement as each goal is completed. This leads to reflection on where the gaps are in achieving the next goal and how these gaps are going to be bridged.
  3. The reflection process will involve honest self-analysis and self-evaluation.
  4. Through achieving goals and reflecting on the process the delegatee grows in their concept of self.
w&t_elephant

I Explain

Keep the monkey on their back

Don’t take the entrusted tasks back.

Don’t rescue them.

Turn issues back to them by asking: “What are you going to do?”

Ask questions like: “What do you suggest?”

“What are the feasible alternatives?”

Case studies

Barry du Plessis’s experience with delegation

Leigh Harrison – “My failure to delegate”

Interpersonal skills
Effective interpersonal skills are based on effective communication
Chapter 5
p.1
I am of the opinion that the way I get along with my colleagues is very important for my success. What can you teach me about interpersonal skills?
You are right – this is a critical aspect of success. Effective interpersonal skills in your business life as well as your personal life are based on effective communication.
Your contribution and value-add depend in large measure upon your ability to communicate effectively with customers and team members, understanding their behavior and upon the nature of the relationship you maintain with them.
Equally important is your own self-awareness of how you respond to others and how you are perceived by your customers and team members.
This section of the book deals with the various tools and concepts that will assist you in managing Interpersonal relationships.
But first – let’s study the Mindmap.
Apply the process of Actions & Results rather than Analysis & Understanding.
Use your great personal capacity and gain in understanding of how and where you do your best work while you work; avoid focusing on analyzing yourself and once you understand you will do something. Take action and learn as you do, rather than analyzing, trying to understand and then doing.
Interpersonal skills:
7 habits of highly effective people
Growing the arena – The Johari window
Stimulus and response
Association and Dissociation
Finding common ground
Understanding DISC profiles
Feedback gap:
Stimulus and response
Responding to anger signals
Effective questioning
Productive listening
Association and dissociation

Effective interpersonal skills are based on effective communication

Chapter 5 p.1

w&t_question

I Ask

I am of the opinion that the way I get along with my colleagues is very important for my success. What can you teach me about interpersonal skills?

w&t_exclamation

I Answer

You are right – this is a critical aspect of success. Good interpersonal skills in your business life as well as your personal life are based on effective communication.

Your contribution and value-add depend in a large measure on your ability to communicate effectively with customers and team members; understanding their behavior and respecting the nature of your relationship.

Equally important is your own self-awareness of how you respond to others and how you are perceived by your customers and team members.

w&t_binoculars

I Explain

This section of the book deals with the various tools and concepts that will assist you in managing interpersonal relationships.

But first – let’s study the Mindmap.

Apply the process of Actions & Results rather than Analysis & Understanding.

Use your great personal capacity and gain in understanding of how and where you do your best work; avoid focusing on analyzing yourself and thinking that once you understand yourself you will do something.

Take action and learn as you do, rather than analyzing, trying to understand and then doing.

Interpersonal skills

Close the Feedback gap

Covey’s 7 Habits of Highly Effective people
Chapter 5
p.2
What is the “7 Habits of Highly Effective people”, I often hear people referring to it? Can you tell me what it is all about? Can I apply these habits and concepts in business?
By following the ‘7 Habits of Highly Effective people’, you can enhance your performance in all aspects of life and will definitely contribute to greater success in business.
It is all about creating a Win-Win mind set and way of life. The diagram below will explain the following aspects:
What the 7 Habits of Highly Effective people entail.
The core principles underlying each of the seven habits.
The relationship between the seven habits and the dependency continuum.
Thank you to:
Franklin Covey for
“The 7 Habits of
Highly Effective People”.
First principle of the 7 Habits of Highly Effective people
1.
Core principle:
Be pro-active, by applying self-knowledge and self-awareness in order to be able to choose your response.
Second principle of the 7 Habits of Highly Effective people
2.
Core principle:
Self-awareness, personal vision and responsibility. Begin with the end in mind, by applying imagination and conscience.
Third principle of the 7 Habits of Highly Effective people
3.
Core principle:
Leadership and having a mission.
Put first things first by applying will-power.
Fourth principle of the 7 Habits of Highly Effective people
4.
Core principle:
Managing time and priorities around roles and goals. Think Win-Win by adopting an abundance mentality.
Fifth principle of the 7 Habits of Highly Effective people
5.
Core principle:
Seeking mutual benefit.Seek first to understand, then to be understood by applying courage balanced by consideration.
Sixth principle of the 7 Habit of Highly Effective people
6.
Core principle:
Empathetic communication. “Sharpen the saw” through continuous improvement of
Self-renewal.
Seventh principle of the 7 Habits of Highly Sffective people
7.
Core principle:
Continuous involvement.
Interdependence – ‘WE’ paradigm:
We can do it.
We can co-operate.
We can combine our talents and abilities and create something greater together.
Interdependent people combine their own efforts with the efforts of others to achieve their greatest success. As an interdependent person, I have the opportunity to share myself and meaningfully with others, and have access to the vast resources and potential of other human beings.
Independence – ‘I’ paradigm:
I can do it.
I am responsible.
I am self reliant.
I can choose.
Independent people will strive to get what they want through their own efforts.
Dependence – ‘YOU’ paradigm: You take care of me.
You come through for me.
I blame you for the results.
Dependent people need others to get what they want.
How do I go about growing interdependence?
Growing interdependence depends upon building trust in relationships. Think of building trust as making deposits into an Emotional Bank Account.
The more deposits you make, the more reserves you accumulate.
Good awareness
The Emotional Bank Account:
Keeping commitments
Keeping a commitment or a promise is a major deposit, breaking one is a major withdrawal.
Understanding the individual
Really seeking to understand another person is probably one of the most important deposits we can make, and it is the key to every other deposit.
Attending to the little things
The little kindnesses and courtesies are very important. Small discourtesies, a little unkindness, little forms of disrespect make large withdrawals. In relationships, the little things are the big things.
Apologizing sincerely when we make a withdrawal
When we make withdrawals from the emotional bank account, we need to apologize and we need to do it sincerely. Great deposits come in the sincere words:
“I was wrong.”
“That was unkind of me.”
“I showed you no respect.”
“I gave you no dignity, and I’m deeply sorry.”
It takes a great deal of character and strength to apologize quickly out of one’s heart rather than out of pity.
When we truly love others without condition, without strings, we help them feel secure and safe and validated and affirmed in essential worth, identity, and integrity. Their natural growth process is encouraged. We make it easier for them to live the laws of life – co-operation, contribution, self-discipline, integrity and to discover and live true to the highest and best within them.
“If I have a habit of showing discourtesy, disrespect, cutting you off, overreacting, ignoring you, becoming arbitrary, betraying your trust, threatening you, or playing little tin god in your life, my Emotional Bank Account will eventually be overdrawn.
The trust level will become very low. What flexibility do I then have?”

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Seven habits of highly successful people

Seven habits of highly successful people

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Covey’s 7 Habits of Highly Effective people

About this article:

  • 7 Habits of highly effective people explained in question and answer style
  • More Google search resources

The 7 habits of highly effective people discussed in question and answer style.

7 habit of highly effective people

Ask

What are the seven habits of highly effective people, I often hear people referring to it? Can you tell me what it is all about? Can I apply these 7 habits and concepts in business?

7 habits of highly effective people covey

Answer

By following Covey’s 7 habits, you can enhance your performance in all aspects of life and will definitely contribute to greater success in business.

Steven Covey Core Principles

First principle of the 7 habits

Second principle of the seven habits

  • Self-awareness, personal vision and responsibility. Start with the end in mind, by applying your imagination and conscience. (see: goal setting smart)

Third principle of Covey’s habits

Fourth principle of Stephen Covey’s habits

  • Managing time and priorities around roles and goals. Think Win-Win by adopting an abundance mentality. (see: long term career goals) HERE

Fifth principle of the 7 good habits

Sixth principle of the seven habits

Seventh principle of the seven habits of highly effective people

  • Continuous involvement.

It is all about creating a Win-Win situation as a way of life.

The diagram below will explain the following aspects:

  • What the seven habits of highly effective people entail.
  • The core principles underlying each of the seven habits.
  • The relationship between the 7 habits and the dependency relationship.
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the 7 habits of highly effective people

The 7 habits of highly effective people

Thank you to: Stephen R  Covey for The 7 Habits of Highly Effective People.

Interdependence – ‘WE’ paradigm

  • We can do it.
  • We can co-operate.
  • We can combine our talents and abilities and create something greater together.

Interdependent people combine their efforts with the efforts of others to achieve their greatest success. As an interdependent person, I have the opportunity to share myself meaningfully with others, and have access to the vast resources and potential of other human beings.

Independence – ‘I’ paradigm

  • I can do it.
  • I am responsible.
  • I am self reliant.
  • I can choose.

Independent people will strive to get what they want through their own efforts.

Dependence – ‘YOU’ paradigm

  • You take care of me.
  • You come through for me.
  • I blame you for the results.

Dependent people need others to get what they want.

the 7 habits

Ask

How do I go about growing interdependence?

seven habits of highly effective people stephen covey

Answer

Growing interdependence depends upon building trust in relationships. Think of building trust as making deposits into an Emotional Bank Account (explained below).

The more deposits you make, the more reserves you accumulate.

Good awareness

The Emotional Bank Account

Keeping commitments

Keeping a commitment or a promise is a major deposit, breaking one is a major withdrawal.

Understanding the individual

Really seeking to understand another person is probably one of the most important deposits we can make, and it is the key to every other deposit.

Attending to the little things

The little kindnesses and courtesies are very important. Small discourtesies, a little unkindness, little forms of disrespect make large withdrawals. In relationships, the little things are the big things.

Apologizing sincerely when we make a withdrawal

When we make withdrawals from the emotional bank account, we need to apologize and we need to do it sincerely. Great deposits come from the sincere words:

“I was wrong”

“That was unkind of me”

“I didn’t show you respect”

“I gave you no dignity, and I’m deeply sorry”

It takes a great deal of character and strength to apologize sincerely.

When we truly love others without condition, without strings; we help them feel secure, safe, validated and affirmed in their essential worth, identity and integrity. Their natural growth process is encouraged. We make it easier for them to follow the laws of life: co-operation, contribution, self-discipline and integrity. Love encourages to discover and live true to your highest and best.

7 habits of highly effective people pdf

Advise

If I have a habit of showing discourtesy, disrespect, cutting you off, overreacting, ignoring you, becoming arbitrary, betraying your trust, threatening you, or playing little tin god in your life,  my Emotional Bank Account will eventually be overdrawn.

The trust level will become very low. What flexibility do I then have?

7 habit of highly effective people

7 habit of highly effective people

Wondering if you should change careers? Read this: What career is right for me