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.

A quick summary of the seven habits of highly effective people:

Habit 1: Be proactive in doing and planning

Habit 2: Begin with a very clear end in mind

Habit 3: First things first, invest your time wisely

Habit 4: Have a win/win mindset

Habit 5: Understand the other party first, then help them understand you

Habit 6: Find synergy between parties and focus on these overlaps

Habit 7: Sharpen your edge, keep growing and keep it going

For a very detailed and thorough step by step guide to the 7 habits: Habits of successful people

How do you find, acquire and practice the habits of highly effective people, families, work teams and businesses?

Where do find these habits?

What happens to people who practice the habits?

The old long term successful people, families and companies always had it and always practice the seven habits.

Now all people can know, practice and live the 7 habits.

The processes and steps are shared on this web site.

Please click here for more information, summaries and more:  Covey 7 habits

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

To be or become effective means you do the right thing right at the right time.

Clear communicated goals let you focus and be energized to tackle almost any obstacle in your path.

We build teams, companies and more using the known processes. So can you.

Think back when and where you really want something. Is it not amazing how much creativeness, energy and drive you had towards this clear communicated goal?

Applying the seven habits with family, friends and work groups will have that magic effect.

Please share any results widely on Social media and in your circles of influence.

Please click here for more detail: Seven habits of highly successful people

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”