INTRODUCTION

7 habits of highly effective people habits are

patterns of behaviour composed of 3 overlapping
components: knowledge, attitude and skills.
Habits constitute our second nature , not our first ,
hence we should avoid defining ourselves in terms
of our habits, characteristics ,and reactive
tendencies.

The Seven Habits Move us
through Stages
Independent:
we make our
decisions and take
care of ourselves.
Dependence:
We are born, relying
upon others to take
care of us.
Interdependence:
we cooperate to
achieve something
that cannot be
achieved
independently
THERE ARE BASICALLY 2
CONCEPTS RELATING TO IT :

Personality Ethic :
It deals in the way in which we are projected
to others with our attitude, our energy levels etc.

Character Ethic :
It represents what we are actually based on
our values like integrity , honest, trustworthiness etc.




HABIT 1:
BE PROACTIVE
PRINCIPLES OF PERSONAL VISION
BE PROACTIVE : Principles of
personal vision
What is proactivity?
It is more than initiative. This is the ability to
control ones environment, rather than have
it control you, as is so often the case. Self
determination, choice & the power to decide
response to conditions & circumstances.
Highly proactive people recognize that
responsibility.
Reactive people are driven by feelings , by
circumstances, by conditions , by their
environment(negative energy reduces the circle
of influence).

Proactive people are driven by values, careful
thoughts about selected and internalised
values(positive energy enlarges the circle of
influence)
HABIT 2:
BEGIN WITH THE END IN
MIND
What it Means
To begin with the end in mind is to begin with the image of the end of
your life as the frame of reference by which everything else is
measured.
We may be busy, we may be efficient, but we will only be effective if
we begin with the end in mind.

All Things are Created Twice
This habit is based on the principle that all things are created twice:
a mental or first creation
a physical or second creation
Most endeavors that fail, fail with the first creation.

By Design or Default
There is a first creation to every part of our lives. We are either the
second creation of our own proactive creation, or we are the second
creation of other people's agendas, of circumstances, or of past
habits.
Leadership and Management
Habit 2 is based on principles of personal leadership, which means
that leadership is the first creation. Management is the second
creation.
Management is doing things right, leadership is doing the right things.
Often people get into managing with efficiency, setting and achieving
goals before they have even clarified values.

Becoming Your Own First Creator:
Imagination allows to visualize our potential

Conscience allows us to develop our talents within the context of
principles and personal guidelines.

A Personal Mission Statement:

The key to the ability to change is a changeless sense of who you are,
what you are about, and what you value.



A Principle Center
Our lives need to be centered on correct principles
-- deep, fundamental truths, classic truths, generic
common denominators.
As a principle centered person, you try stand apart
from the emotions of situations and from other
factors to evaluate options.


HABIT 3:
PUT FIRST THINGS FIRST
1
Be
proactive
3
Put First
Things First
Principles of Personal Management
Habit 1 says that you are the
programmer.
Habit 2 says to write the
program.
Habit 3 says to run the
program.
Put First Things First
Two Factors to Define
Any Activity
We spend our time in 4 quadrants each quadrant
contains different kinds of activities and represented
by a type of person.
The Time Quadrants are made up of two primary
ingredients, important and urgent.
Important Important things are those that you
personally find it valuable, and if it contribute to
your mission values and your goals.
Urgent An activity is urgent if you or others feel
that it requires immediate attention.
. Crisis
. Pressing problems
. Deadline-driven projects, meetings,
preparations
. Preparation
. Prevention
. Values clarification
. Planning
. Relationship building
. True re-creation
. Empowerment
. Interruptions, some
phone calls
. Some mail, some reports
. Some meetings
. Many proximate,
pressing matters
. Many popular activities
. Trivia, busywork
. Some phone calls
. Time wasters
. Escape activities
. Irrelevant mail
. Excessive TV
Urgent Not Urgent
I
m
p
o
r
t
a
n
t

N
o
t

I
m
p
o
r
t
a
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Time management matrix
I
II
III IV
Procrastinator
Prioritizer
Yes Man Slacker
The Time Management Matrix
Urgent & Important
Activities Results
Crises

Pressing problems

Deadline-driven
projects
Stress

Burnout

Putting out fires
I
Strategy : Do Now! It needs to be done, and it needs to be done
fast!
The Time Management Matrix
Not urgent but Important
Activities Results
Prevention, PC activities
Relationships building
Recognizing new
opportunities
Planning recreation
Vision
Balance
Discipline
Control
Few crises
II
Strategy : Schedule time. It needs to be done, plan time to do it
before it gets urgent
The Time Management Matrix
Urgent but Not Important
Activities Results
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing
matters
Popular activities
Short-term focus
Crisis management
Feel victimized, out of
control
Broken relationships
III
Strategy : Delegate. It needs to be done fast
The Time Management Matrix
Not Urgent & Not Important
Activities Results
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
Dependent on others
Total irresponsibility
Fired from jobs
IV
Strategy : Eliminate
QII process That will help you act on the
basis of importance.
Identify roles
Select goals
Schedule

Become Quadrant II
Self Manager:
HABIT 4: THINK WIN-WIN
PRINCIPLES OF INTERPERSONAL
LEADERSHIP
We have committed the Golden Rule to memory;
let us now commit to life
- Edwin Markha


One time I was asked to work with a company whose president was very
concerned about the lack of cooperation among people.

I know if they would cooperate, we could produce so much more. Can you
help us develop a human-relations program that will solve the problem?"

"Is your problem the people or the paradigm?" I asked."Look for yourself,"
he replied.
"Let's look at it deeper," I suggested. "Why don't your people cooperate?
What is the reward for not cooperating?

"Are they?" I asked. Behind a curtain on one wall of this man's office was a
chart. On the chart were a number of racehorses all lined up on a track.
. "Now which of you is going to win the trip to Bermuda?
It was like telling one flower to grow and watering another, like saying "firings will
continue untill. morale improves." He wanted cooperation. He wanted his
people to work together, to share ideas, to all benefit from the effort. But
he was setting them up in competition with each other .

As with many, many problems between people in business, family, and
other relationships, the problem in this company was the result of a
flawed paradigm.

Six Paradigms of Human Interaction
Win-win is not a technique; it's a total philosophy of human interaction. In
fact, it is one of six
paradigms of interaction. The alternative paradigms are win-lose, lose-
win, lose-lose, win, and
Win-Win or No Deal TM.


Win-win is a frame of mind and heart that constantly seeks mutual
benefit in all human interactions.
Win-win means that agreements or solutions are mutually beneficial,
mutually satisfying. With a win-win solution, all parties feel good
about the decision and feel committed to the action plan.
Win-win sees life as a cooperative, not a competitive arena. Most
people tend to think in terms of
dichotomies: strong or weak, hardball or softball, win or lose.


Win-Lose
One alternative to win-win is win-lose, the paradigm of the race to
Bermuda. It says "If I win, you lose.
In leadership style, win-lose is the authoritarian approach: "I get my way;
you don't get yours."
Win-lose people are prone to use position, power, credentials,
possessions, or personality to get their way.
Most people have been deeply scripted in the win-lose mentality since
birth. First and most important of the powerful forces at work is the
family. Most results you want depend on cooperation between you and
others. And the win-lose mentality is dysfunctional to that cooperation.


Lose-Win
Some people are programmed the other way
lose-win.
"I lose, you win."
"Go ahead. Have your way with me."
"Step on me again. Everyone does."
"I'm a loser. I've always been a loser."
"I'm a peacemaker. I'll do anything to keep peace."
Lose-win is worse than win-lose because it has no standards -- no demands, no
expectations, no vision.

popularity or acceptance. They have little courage to express their own
feelings and convictions and
are easily intimidated by the ego strength of others.
In negotiation, lose-win is seen as capitulation -- giving in or giving up.
In leadership style, it's
permissiveness or indulgence.

Lose-Lose
When two win-lose people get together -- that is, when two determined, stubborn, ego-
invested
individuals interact -- the result will be lose-lose. Both will lose. Both will become vindictive
and want to "get back" or "get even," blind to the fact that murder is suicide, that revenge
is a two-edged sword.

WIN
Another common alternative is simply to think win. People with the win
mentality don't
necessarily want someone else to lose. That's irrelevant. What matters is that
they get what they want.

Win-Win or No Deal
If these individuals had not come up with a synergistic solution -- one that was
agreeable to both -- they could have gone for an even higher expression of win-
win, Win-Win or No Deal.
No deal basically means that if we can't find a solution that would benefit us
both, we agree to disagree agreeably -- no deal.
HABIT:5
SEEK FIRST TO
UNDERSTAND,THEN TO BE
UNDERSTOOD

CHARACTER AND COMMUNICATION:-
MOST IMPORTANT SKILL
UNDERSTANDING OTHERS
BASE OF CHARACTER
EMPATHETIC LISTENING:-
INTENT TO REPLY
10%WORDS,30%SOUNDS,
60%BODY LANGUAGE
EL:-INTENT TO UNDERSTAND
LISTEN WITH EYES AND HEART ALSO
DIAGNOSE BEFORE PRESCRIBE
CORRECT PRINCIPLE

AUTOBIOGRAPHICAL RESPONSES:-
EVALUATE
PROBE
ADVICE
INTERPRET

UNDERSTANDING AND PERCEPTION:-
APPRECIATE EACH OTHERS DIFFERENCES.IT IS
FIRST STEP IN THE PROCESS OF WIN WIN.
HABIT 6 : SYNERGIZE
The whole is greater than the sum of its parts.
Open new possibilities.
Value differences.
Synergistic Communication.
producing something new was more meaningful than simply
reading something old.
Synergy in Business
Synergy and Communication.
Negative Synergy
Habit 7: Sharpen the Saw
It is the habit that makes all the other
habits possible.
Four Dimensions of Renewal
Physical
Spiritual
Mental
Social/emotional