7 Habits Complete
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Transcript of 7 Habits Complete
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The Key For Successful LivingThe Key For Successful Living
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The 7 Habits ofThe 7 Habits ofHighly Effective PeopleHighly Effective People
• There is no real excellence in all this world which can be separated from right living
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• Common deep personal & professional problems: – How to reach the career goals set without losing personal
and family life?
– How can I keep a promise I make to myself?
– How can a manager train his employees to be independent and responsible if it happened once that this manager was home sick for a day?
– How can one really congratulate a friend enthusiastically for achieving some degree of success and recognition without eating his heart out?
– There’s so much to do and there’s never enough time. How can I manage my life effectively?
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The Key for Successful LivingPersonality Ethic Character Ethic
Focus on attitude and behavior minor change
To change the situation first we have to change ourselves and our perceptions significant, quantum change
Works in short term situation (symptomatic treatment)
Has personal worth in the long term relationship
Social band aids that treats only acute problems temporarily
Treats the underlying chronic problem
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The Key for Successful Living
• Primary and secondary greatness– Quit lacking at the leaves of attitude and behavior
(secondary greatness)– Get to work on the root, the character (primary
greatness) from which these attitude and behavior flow.
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The Power of a Paradigm
• A paradigm is :
– A frame of reference, a model
– A perception, assumption
– The way we perceive, understand & accordingly interpret and judge things. A mental map.
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• Two people can see the same thing, disagree and yet both be right.
• The more we examine the way we see things, the more we can test them against reality.
• Listen to others and be open to their perception, to get a far more objective view.
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Being Is Seeing
Be See Think Feel Behave
• We cannot change our seeing without changing our being
• If you want to have…. Be….
• The seven habits paradigm: – An “inside-out” approach to personal and
interpersonal effectiveness
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Can we create a HABIT?
• We are what we repeatedly do
• Excellence, then, is not an act, but a habit
• Habits are learned and unlearned
• We are not the habits, hence we can change them
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Effectiveness is defined as p/pc balance
• p= production = what is produced, the desired results produced
• pc = production capacity = producing asset. Maintaining, preserving and enhancing the resources that produces the desired results
• Maintain the p/pc balance:– Balance short term with long term– Take time to invest in a relationship – Win the customer more than the call
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The Seven Habits Paradigm
1 Be
proactive
Dependence
Independence
Interdependence
PRIVATEVICTORY
PUBLICVICTORY
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Principles of Personal Leadership
• Move yourself from dependence to independence, the foundation for effective interdependence
• Achieve private victory, the foundation for public VICTORY
• Achieve self mastery through self awareness, self confidence and self control.
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Principles of Personal Leadership
• Prepare yourself for interpersonal leadership
• Build a changeless inner core, from which your attitude and behavior flow
• Build the principle center that gives you the wisdom and power to adapt to change and to take advantage of the opportunities that change creates.
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The Maturity Continuum
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Character & Personality
Although image, techniques and skills can influence your outward success, the weight of real effectiveness lies in good character.
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Character & Competence
Character A person with high character
exhibits integrity, maturity and an Abundance Mentality.
Competence A person with high competence has knowledge and ability in a given
area.
As people balance these two elements, they build their personal trustworthiness and their trust with others.
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Character & Competence
Character Competence
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JUDGEMENTJUDGEMENT
CHARACTER Integrity Maturity Abundance Mentality Interdependency
COMPETENCE Technical skills Qualifications Knowledge Experience
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EEMOTIONAL MOTIONAL BBANK ANK
AACCOUNTCCOUNT
KEEP PROMISES APOLOGIZE
CLARIFY EXPECTATIONS
TREAT OTHER KINDLY
UNDERSTAND OTHERS
LOYALITY TO THE
ABSENT
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CIRCLE OF INFLUENCE
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CIRCLE OF INFLUENCE
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Habit 1BE PROACTIVE
1 Be
proactive
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Three theories of determinism affecting our response to a certain stimulus
• Genetic determinism (DNA)
• Psychic determinism (childhood experience)
• Environmental determinism (boss, spouse, economic situation, notational policies)
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Habit One : Be ProactiveThe Habit of Personal Vision
The Four Human Endowments:
Self-Awareness – Examining thoughts, moods and behaviors
Imagination – Visualizing beyond experience and present reality (work on alternatives)
Conscience – Understanding right and wrong and following personal integrity
Independent Will – Acting independent of external influence
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PROACTIVE MODELFreedom
To ChooseStimulus Response
Self-Awareness
Imagination Conscience
IndependentWill
Happiness is like unhappiness, a proactive choiceHappiness is like unhappiness, a proactive choice
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PROACTIVE MODEL
• Responsibility = “Response-ability”
• Proactive people: – Behavior in the product of one’s decision based on
values
– Personal leaders
– Take the initiative and are solutions to problems
– Successfully handle direct, indirect and no control problems
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PROACTIVE MODEL
• Reactive people: – Behavior is the product of one’s condition based
on feelings– Unhappy people who feel victimized and
immobilized, who focus on the weaknesses of other people
– Blame other people and circumstances they feel are responsible for their own stagnant situation.
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Reactive Language Proactive Language
There's noting I can do Let’s look at our alternations
That’s just the way I am I can choose a different approach
He makes me so mad I control my own feelings
They won’t allow that I can create an effective presentation
I have to do that I will choose an appropriate response
I can’t I choose
I must I prefer
If only I will
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No Concern
Circle of Concern
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Circle of Concern
Circle of Influence
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Circle of
Circle of Influence
Concern
Circle of
Circle of Influence
Concern
REACTIVE FOCUS (Negative energy reduces the Circles of Influences)
PROACTIVE FOCUS (Positive energy enlarges the Circles of Influences)
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Habit 2BEGIN WITH THE END IN MIND
1 Be
proactive
2Begin
with theEnd in Mind
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• Start with a clear understanding of your destination
• Picture deeply what kind of husbands, wife, father or mother would you like to be?
• What kind of son or daughter or cousin?
• What kind of friend?
• What kind of working associate?
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Assumptions
• Assume at your funeral, how would family, colleague, friend, church, etc talk about you
• Assume today’s the last day in your life• Assume:• Body - Had a heart attack; Mind – Life of
your profession is 2 years; Heart – Other person is clairvoyant; Spirit – You met with the Almighty
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Habit Two Begin with the End in Mind
The Habit of Personal LeadershipMental Creation Precedes Physical Creation
To start with a clear understanding of your
destination.
Write your MISSION STATEMENT
Choose a Life Center
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• Create a personal mission statements = a personal constitution, a frame of reference
• Align your daily behavior with your life objectives
• Business = “busy-ness”
• Climbing the ladder of success: effectiveness vs. efficiency
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Circle of Concern
Circle of Influence
• Our deepest center: – Work
– Family
– Spouse/Husband
– Friend
– Religion
– Self
– Pleasure
– Possessions
– Money
– Enemy
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CENTER
Sec
uri
tyP
ower
Wisdom Guidance
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Our four life-supporting factors derive from Our four life-supporting factors derive from the very center of our circle of influencethe very center of our circle of influence
• SECURITYSECURITY: Sense of worth, self esteem & personal strength
• GUIDANCEGUIDANCE: Source of direction in life
• WISDOMWISDOM: Perspective on life
• POWERPOWER: Decision making ability
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• A principle center:
– Creating a solid changeless core, from which flow the four life-support factors.
– Correct principles do not change
– a principle-centered person stands apart from the emotion of the situation and evaluates the options.
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• A principle center:
– You won’t be acted upon by other people or circumstances
– See change as an exciting adventure and opportunity to make significant contributions.
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Habit Two Begin with the End in Mind
The Habit of Personal Leadership
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Habit Two Begin with the End in Mind
The Habit of Personal Leadership
Principle-CenteredSomeone who is principle-centered bases decisions on principles that govern human effectiveness. Principles are the ideal core because they allow us to seek the best alternative through conscious choice, knowledge and values. Principle-centered people try to :Stand apart from the emotion of a situation and from other factors that would act on them.Make proactive choices after evaluating options.
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Habit Two Begin with the End in Mind
The Habit of Personal Leadership
Mission StatementA powerful document that expresses your personal sense of Purpose and meaning in life. It acts as a governing Constitution by which you evaluate decisions and choose behaviors.
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Define Leadership & Management
Leadership deals with Direction(Doing the right things)
Management deals with Speed, Co-ordination, Logistics in moving in that direction(Doing the things RIGHT)
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Habit 3PUT FIRST THINGS FIRST
1 Be
proactive
3Put First
Things First
Things which matter most must
never be a the mercy of things which matter
least.
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WEEKLY ORGANIZINGWEEKLY ORGANIZING
Roles Goals Plans
Schedule
Delegate
Mission Statement Roles Goals
LONG-TERM ORGANIZINGLONG-TERM ORGANIZING
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Two Factors to Define Any Activity
• Urgency - An activity is urgent if you or others feel that it requires immediate attention.
• Importance - An activity is importance if you personally find it valuable, and if it contributes to your mission values, and high-priority goals.
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Time management matrix I - ProcrastinatorI - Procrastinator
Urgent Important
2-Prioritizer2-PrioritizerNot Urgent Important
III – ‘Yes Man’III – ‘Yes Man’Urgent
Not Important
IV - SlackerIV - SlackerNot Urgent
Not Important
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The Time Management MatrixThe Time Management Matrix
Urgent & Important
Activities Results • Crises
• Pressing problems
• Deadline-driven projects
• Stress
• Burnout
• Putting out fires
II
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The Time Management MatrixThe 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
IIII
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The Time Management Matrix
Urgent but Not ImportantActivities 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
IIIIII
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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
IVIV
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. 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
I I IIII
IIIIII IVIV
UrgentUrgent Not UrgentNot UrgentIm
port
ant
Import
ant
Not
Import
ant
Not
Import
ant
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Habit Three - Put First things FirstThe Habit of Personal
ManagementURGENTIM
PO
RT
AN
TNOT URGENT
NO
T I
MP
OR
TA
NT
Crises Management
Attach to Mission
Distractions Time
Wasters
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Habit Three - Put First things FirstThe Habit of Personal
Management
“Effective people have genuine Quadrant 1 crises and emergencies that require their immediate attention, but the number is
comparatively small. They keep P and PC in balance by focusing on the important, but not urgent,
activities of Quadrant II”
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Habit Three - Put First things FirstThe Habit of Personal
Management
Things which matter most must never be at the mercy of things which matter least.
The Key is not to prioritize your schedule but
to schedule your priorities.
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Habit Three - Put First things FirstThe Habit of Personal
Management
Put First things First involves a six-step, QII processThat will help you act on the basis of importance. Importance, in the context of Put first things First, is defined By your mission statement and confirmed by your conscience.The six steps can be used in weekly planning or as often as needed.
Connect to Mission Review Roles Identify Goals
Organize Weekly Exercise Integrity Evaluate
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Public Victory
There can be no
friendship without
confidence, and no
confidence without
integrity.1 Be
proactive
3Put First
Things First
PUBLICVICTORY
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PRINCIPLES OF INTERPRSONAL LEADERSHIP
• The p/pc balance in an interdependent reality
• The emotional bank account– The amount of trust built up in a relationship– The feeling of safeness that makes
communication easy, instant and effective
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• Six major deposits Six major deposits
– Understanding the individual• Uncover the person’s deep interest or needs
• Treat them all the same by treating them differently
– Attending to the little things• Kindness and courtesies are the big things
PRINCIPLES OF INTERPRSONAL LEADERSHIP
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• Six major deposits Six major deposits
– Keeping commitments• Keep a promise you have made or explain the situation
and ask to be released from it.
– Clarifying expectations • Conflicts arise form ambiguous expectations about roles
and goals
PRINCIPLES OF INTERPRSONAL LEADERSHIP
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• Six major deposits Six major deposits
– Showing personal integrity
• Goes beyond honesty
• Build the trust of those who are present by being loyal to those who are not present
– Apologizing sincerely when you make a withdrawal
• It is the weak who are cruel, gentleness can only be expected from the strong
PRINCIPLES OF INTERPRSONAL LEADERSHIP
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P problems are PC opportunities
• Problems create the opportunity to build a deep relationship – the emotional bank account that empowers us to work together as a strong complementary team.
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Habits One, Two & Three
The first three habits help develop a deep base of character and personal security . Once these 3 habits become part of who you are
you are then ready to begin building rich enduring highly productive relationships with other people and that’s where habits
four, five and six come in.
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Habits Four, Five & Six
These are the habits that lead to interdependent relationships. Habit Four : Think Win-winThe attitude of seeking solutions, so that every one can win.Do this by communicating. This is done by Habit Five
Habit Five : Seek first to understand, then to be understoodHabit Six : This is the habit of creative co-operation - SynergyThis happens when two sides in a dispute work together to come with a solution which is better than what either side initially proposed.
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Habit 4THINK WIN WIN
We have committed the Golden Rule to memory; let us
now commit it to life”
1 Be
proactive
3Put First
Things First
ThinkWin/Win
4
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Six Paradigms of human interactions:
• Win/win
• Win/lose
• Lose/win
• Lose/Lose
• Win
• Win/win or no deal
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Win/Win
• Seeks for mutual benefit
• All parties feel good about the decision and feel
committed to the action plan
• Sees life as cooperative, not competitive
• There’s plenty for everybody
• Believes in the third alternative• Listens more, stays in communication longer, and
communicates with more courage.
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Habit Four - Think Win-Win
The Habit of Interpersonal Leadership
Win-Lose : People with a win-lose mindset are concerned with themselves first and last. They want to win, and they want others to lose. They achieve success at the expense or exclusion of another’s success. They are driven by comparison, competition, position, and power. Characteristics•Is very common scripting for most people•Is the authoritarian approach.•Uses position, power, credentials, possessions, or personality to get the “Win”.
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Habit Four - Think Win-Win
The Habit of Interpersonal Leadership
Lose-Win : People who choose to lose and let others win show high consideration for others, but lack the courage to express and act on their feelings and beliefs. They are easily intimidated and borrow strength from acceptance and popularity. Characteristics•Voices no standards, no demands, no expectations of anyone else.•Is quick to please or appease.•Buries a lot of feelings.
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Habit Four - Think Win-Win
The Habit of Interpersonal Leadership
Lose-Lose : People who have a lose-lose paradigm are low on courage and consideration. They envy and criticize others. They put themselves and others down. Characteristics•Is the mindset of a highly dependent person.•Is the same as a “no win” because nobody benefits.•Is a long-term result of a win-lose, lose-win, or win.
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Habit Four - Think Win-Win
The Habit of Interpersonal Leadership
Win : People who hold a win paradigm think only of getting what they want. Although they don’t necessarily want others to lose, they are personally set on winning. They think independently in interdependent situations, without sensitivity or awareness of others. Characteristics•Is self-centered.•Thinks “me first”.•Doesn’t really care if the other person wins or loses.•Has a Scarcity Mentality”.
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Habit Four - Think Win-Win
The Habit of Interpersonal Leadership
Win-Win or No Deal : Win-Win or No Deal is the highest form of win-win. People who adopt this paradigm seek first for win-win. If they cannot find an acceptable solution, they agree to disagree agreeably.Characteristics•Allows each party to say no.•Is the most realistic at the beginning of a relationship or business deal.•Is the highest form of “Win”.
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Five Dimensions of Win/Win
1 2 3
Win/WinCharacter
Win/WinRelationship
Win/WinAgreements
Supportive Systems (4) and Processes (5)
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Character
• Three character traits essential to the win/win paradigms:
– Integrity: make and keep meaningful promises and commitments. People of Integrity are true to their feelings, values and commitments.
– Maturity: • The balance between courage and consideration• The ability to express one’s won feelings and
convictions balanced with consideration of the thoughts and feelings of others
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Abundance Mentality
Scarcity Mentality Abundance Mentality
There’s only one pie There is plenty for everybody
Sense of worth and security comes from being compared
Define themselves form within
Deep inner sense of worth and security
Someone else’s success means their failure
Someone else's success is our success – sharing it.
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• Relationships (Character Trust, EBA)
• Agreements (Relationships performance agreement) – Five elements to agree on in a win/win agreement
• Desired results: Clarify the end in mind, objectives and outcome.
• Guidelines: Specify boundaries and deadlines for accomplishing the results within which results are to be accomplished
• Resources: human, financial, technical, support to help accomplish the results
• Accountability: sets up the standards of performance and the time of evaluation. Identify the standards and methods of measurement for progress and accomplishment.
• Consequences: Determine/Evaluate the result (s) of achieving or not achieving win-win
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• Systems
– Should be supportive (reward guidelines, available resources)
– Don't talk cooperation (win/win) and practice competition
(win/lose)
– You can best achieve win-win solutions with win-win systems and
processes. But if Changing your systems to win-win feels
overwhelming and out of reach, remember to work from the inside
out. As you first develop a win-win character and then Win-Win
Agreements and relationships, you will expand your Circle of
Influence and be Able to work on processes.
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• Processes:
– A four-step process:
• 1st see the problem from the other point of view
• 2nd identify the key issues and concerns
• 3rd determine what results would constitute a fully
acceptable solutions
• 4th identify BATNA to achieve those results
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Habit 5SEEK FIRST TO UNDERSTAND THEN TO BE
UNDERSTOOD
The heart has its reasons
which reason knows not of.
1 Be
proactive
3Put First
Things First
Seek First to UnderstandThen to be Understood
5
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Principles of Empathic Communication
• Four common levels for listening:
– Ignoring: Making no effort to listen
– Practice pretending: Making believe or giving the appearance you are listening
– Practice selective listening: Hearing only the parts of the conversation that interest you.
– Attentive listening: Paying attention and focusing on what the speaker says, and comparing that to your own experiences.
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Principles of Empathic Communication
• Seek first to understand: Fifth level: Empathic
listening (most effective level):
– Requires high levels of consideration
– Deep understanding of the problem first
– Requires more than practicing listening techniques– It’s listening with intent to understand (changing our
perceptions)
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– Get inside another persons’ frame of reference
and see things the way he sees it
– Increases our influence-ability (more & accurate
information to work with)
– It ensures people’s psychological survival
(psychological air)
– It is diagnosing before prescribing
Principles of Empathic Communication
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• Then seek to be understood
– Requires high level of courage
– Equally critical in reaching win/win solutions.
Principles of Empathic Communication
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Habit 6SYNERGIZE
Take as a guide:
In crucial things unity
In Important things
diversity
In all thing generosity.
1 Be
proactive
3Put First
Things First
Synergize
6
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Principles of Creative Cooperation
Defensive (Win/Lose or Lose/win)
Respectful (Compromise)
Synergistic (Win/Win)
Low
TRUSTTRUST
High
LEVELS OF COMMUNCIATION
COOPERATIONLow High
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• Deeply understanding each other becomes the
stepping stones to synergy
• Synergy means that the whole is greater than the
sum of its parts
• One plus one equals three or more.
• Identifying a third synergistic alternative/solution
that will be better for everyone concerned.
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Habit Six - Synergize
The Habit of Creative Cooperation
SynergyThe whole is greater than the sum of its parts. Synergy takes place when two or more people produce more together than the sum of what they could have produces separately.
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Habit Six - SynergizeThe Habit of Creative Cooperation
To Synergize is•Results-oriented, positive synergy
•Examining exploring, seeking diverse perspectives openly enough to alter or complete your paradigm
•Cooperating
•Having a mutually agreed-upon end in mind.
•Worth the effort and highly effective
•A process.
To Synergize is Not•A brainstorming free-for-all.
•Accepting others’ ideas as full truth.
•Win-lose competition.
•Group think (giving in to peer pressure).
•Always easy.
•Only a negotiation technique.
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Habit Six - SynergizeThe Habit of Creative Cooperation
Problem or
Opportunity
SynergizeHabits 4,5, & 6
The Actionand Process
Third Alternative
SYNERGY
The Result
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Habit Six - Synergize
The Habit of Creative Cooperation
Defensiveness Fear Fixation Ego
Anger Anxiety Jealousy
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Habit Six - Synergize
The Habit of Creative Cooperation
The essence of synergy is valuing the differences. Valuing the differencesdoes not imply that individuals approve of or agree with differences;however it does mean that people respect differences and view them
as opportunities for learning. The differing opinions of others and their viewpoints, perspectives, talents and gifts are valuable when seeking
solutions. These differences enable you to discover and produce thingstogether that you would much less likely discover and produce
individually. At what level do you value the differences ?
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Habit Six - Synergize
The Habit of Creative Cooperation
Tolerate
Accept
Value
Celebrate
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Habit 7SHARPEN THE SAW
PRINCIPLES OF BALANCED SELF-RENEWAL
Sometimes when I
consider what tremendous consequences
come from little things…
I am tempted to think..
There are no little things.
1 Be
proactive
3Put First
Things First
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• It’s preserving and enhancing personal PC. The greatest asset we have. It’s we.
PHYSICALExercise, Nutrition, Stress Management
SOCIALService, Empathy,Synergy, Intrinsic
Security
SPIRITUALValue Clarification & Commitment, Study &
Meditation
MENTALReading, Visualizing,
Planning, Writing
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Habit Seven - Sharpen the Saw
The Habit of Renewal
Sharpen the Saw is a daily process of renewing for four dimensions of our nature : Physical, Mental, Spiritual and Social / Emotional.
These four dimensions sustain and increase our capacities and help us discipline our mind, body and spirit. This daily private victory is a
victory over self. Not only does the daily Private victory stimulate growth,but it also helps us to achieve the Public Victory. As we achieve these victories through renewal, we cultivate and nurture the other six habits.
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Habit Seven - Sharpen the Saw
The Habit of Renewal
Physical (Body):We build physical wellness through proper nutrition, exercise, rest And stress management.
We can sharpen the Saw in Four Areas :
Mental (Mind) :We increase mental capacity through, reading, writing, and thinking.
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Habit Seven - Sharpen the Saw
The Habit of Renewal
Spiritual (Spirit):We develop spiritually through reading inspiring literature, through meditating and praying and through spending time with nature.
We can sharpen the Saw in Four Areas :
Social / Emotional (Other Relationships) :We mature socially and emotionally by making consistent, daily Deposits in the Emotional Bank Account of our key relationships.
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• It’s exercising the four dimensions of our
nature regularly and consistently, in wise
and balanced way.
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The Upward Spiral of Growth
• Success is a long journey, not a destination
• “ A thousand-mile journey begins with the first step”. And can only be taken one step at a time.
• “ How can we remember our ignorance which our growth requires, when we are using our knowledge all the time”.
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The upward spiral of growth
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PARADIGM SHIFTSPARADIGM SHIFTS
A BREAK FROMTRADITIONAL WISDOM
A BREAK FROMTRADITIONAL WISDOM
TOWARD7 HABITS PRINCIPLES
TOWARD7 HABITS PRINCIPLES
Habit 1Habit 1 We are a product of our environment and upbringing.
Habit 2Habit 2 Society is the source of our values.
Habit 3Habit 3 Reactive to the tyranny of the urgent. Acted upon by the environment.
Habit 4Habit 4 Win-lose.One-sided benefit.
Habit 5Habit 5 Fight, flight, or compromise when faced with conflict.
Habit 6Habit 6 Differences are threats. Independence is the highest value. Unity means sameness.
Habit 7Habit 7 Entropy.Burnout on one track - typically work.
We are a product of our choices to our environment and upbringing.
Values are self-chosen and provide foundation for decision making. Values flow out of principles.Actions flow from that which is important.
Win-win.Mutual benefit.
Communication solves problems.
Differences are values and are opportunities for synergy.
Continuous self-renewal and self-improvement.
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BE PROACTIVEBE PROACTIVE
I can forgive, forget, and let go of past injustices
I’m aware that I’m responsible
I’m the creative force of my life
I choose my attitude, emotions, and moods
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SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
HABIT 1HABIT 1
Be Proactive. Proactive people take responsibility for their own lives. They determine the agendas they will follow and choose their response to what happens around them.
Be Reactive. Reactive people don’t take responsibility for their own lives. They feel victimized, a product of circumstances, their past, and other people. They do not see as the creative force of their lives.
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Begin with the End in Mind. These people use personal vision, correct principles, and their deep sense of personal meaning to accomplish tasks in a positive and effective way. They live life based on self-chosen values and are guided by their personal mission statement.
Begin with No End in Mind. These people lack personal vision and have not developed a deep sense of personal meaning and purpose. They have not paid the price to develop a mission statement and thus live life based on society’s values instead of self-chosen values.
HABIT 2HABIT 2
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
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Put First Things First. These people
exercise discipline, and they plan and execute according to priorities. They also “walk their talk” and spend significant time in Quadrant II.
Put Second Things First. These people are crisis managers who are unable to stay focused on high-leverage tasks because of their preoccupation with circumstances, their past, or other people. They are caught up in the “thick of thin things” and are driven by the urgent.
HABIT 3HABIT 3
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
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Think Win-Win.
These people have an abundance mentality and the spirit of cooperation. They achieve effective communication and high trust levels in their Emotional Bank Accounts with others, resulting in rewarding relationships and greater power to influence.
Think Win-Lose or Lose-Win. These people have a scarcity mentality and see life as a zero-sum game. They have ineffective communication skills and low trust levels in their Emotional Bank Accounts with others, resulting in a defensive mentality and adversarial feelings.
HABIT 4HABIT 4
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
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Seek First to Understand, Then to Be Understood. Through perceptive observation and empathic listening, these non-judgmental people are intent on learning the needs, interests, and concerns of others. They are then able to courageously state their own needs and wants.
Seek First to Be Understood. These people put forth their point of view based solely on their auto-biography and motives, without attempting to understand others first. They blindly prescribe without first diagnosing the problem.
HABIT 5HABIT 5
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
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Synergize. Effective people
know that the whole is greater than the sum of the parts. They value and benefit from differences in others, which results in creative cooperation and team-work.
Compromise, Fight, or Flight. Ineffective people believe the whole is less than the sum of the parts. They try to “clone” other people in their own image. Differences in others are looked upon as threats.
HABIT 6HABIT 6
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
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Sharpen the Saw. Effective people are involved in self-renewal and self-improvement in the physical, mental, spiritual, and social-emotional areas, which enhance all areas off their life and nurture the other six habits.
Wear Out the Saw. Ineffective people fall back, lose their interest, and get disordered. They lack a program of self-renewal and self-improvement and eventually lose the cutting edge they once had.
HABIT 7HABIT 7
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLESEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLEEFFECTIVE PEOPLE INEFFECTIVE PEOPLEINEFFECTIVE PEOPLE
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CIRCLE OF INFLUENCE
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CIRCLE OF INFLUENCE
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SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASEDSEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED
The Seven Habits center on The Seven Habits center on
timeless and universal timeless and universal
principles of personal, principles of personal,
interpersonal, managerial, and interpersonal, managerial, and
organizational effectiveness. organizational effectiveness.
Listed below are the seven Listed below are the seven
principles upon which the Seven principles upon which the Seven
Habits are based-principles Habits are based-principles
which are in our circle of which are in our circle of
influence.influence.
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1. The principle of continuous learning, of self- reeducation - the discipline that drives us toward the values we believe in. Such constant learning is required in today’s world, in light of the fact that many of us can expect to work in up to five radically different fields before we retire.2. The principle of service, of giving oneself to others, of helping to facilitate other people’s work.
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASEDSEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED
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3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticizing, complaining, comparing, and competing).
4. The principle of affirmation of others - treating people as proactive individuals who have great potential.
5. The principle of balance - the ability to identify our various roles and to spend appropriate amounts of time in, and focus on, all the important roles and dimensions of our life. Success in one area of our life cannot compensate for neglect or failure in other areas of our life.
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASEDSEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED
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6. The balance of spontaneity and serendipity - the ability to experience life with a sense of adventure, excitement, and fresh rediscovery, instead of trying to find a serious side to things that have no serious side.7. The principle of consistent self-renewal and self- improvement in the four dimensions of one’s life: physical, mental, spiritual, and social emotional.
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASEDSEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED
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PYRAMID OF INFLUENCEPYRAMID OF INFLUENCE
TEACHING
RELATIONSHIP
EXAMPLE
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KnowledgeKnowledge(what to, why to)
DesireDesire(want to)
SkillsSkills(how to)
HABITHABITSS
EFFECTIVE HABITSEFFECTIVE HABITS
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JUDGEMENTJUDGEMENT
CHARACTER Integrity Maturity Abundance Mentality Interdependency
COMPETENCE Technical skills Qualifications Knowledge Experience
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FOUR UNIQUE FOUR UNIQUE HUMAN ENDOWMENTSHUMAN ENDOWMENTS
1.1. Self-awarenessSelf-awareness2.2. ConscienceConscience3.3. ImaginationImagination4.4. WillpowerWillpower
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FOUR UNIQUE HUMAN ENDOWMENTSFOUR UNIQUE HUMAN ENDOWMENTS
1. 1. SSelf-Awarenesself-Awareness
We begin to become self-aware and explore the programs we are living out. We come to realize that we stand apart from our programming and can even examine it. We also realize that between stimulus and response, we have the freedom to choose. This self-awareness then leads to the ability to look at other unique endowments in our secret life.
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Our conscience is our internal sense of right and wrong, our “moral nature.” It is the “greater harmonizer” and “balance wheel” of all the principles that govern our behavior. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles.
2. 2. CConscienceonscience
FOUR UNIQUE HUMAN ENDOWMENTSFOUR UNIQUE HUMAN ENDOWMENTS
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We can visit the power of the mind to create or to imagine that which does not exist now. In that imagination lie our faith and our hope for the future. We look at what is possible, what we can envision.
3. 3. PPower of Imaginationower of Imagination
FOUR UNIQUE HUMAN ENDOWMENTSFOUR UNIQUE HUMAN ENDOWMENTS
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Willpower refers to our determination, our resoluteness - our ability to act based solely on our self-awareness. We ask ourselves, “Am I really willing to to the distance on my mission statement?” “Am I willing to walk my talk?” “Am I really willing to put first things first in spite of external distractions and pressures?” “Am I going to live a life of total integrity?”
4. 4. WWillpower or Independent Willillpower or Independent Will
FOUR UNIQUE HUMAN ENDOWMENTSFOUR UNIQUE HUMAN ENDOWMENTS
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Developing a mission statement is Developing a mission statement is
foundational to Habit 2, Begin with foundational to Habit 2, Begin with
the End in Mind. It sets general the End in Mind. It sets general
guidelines for our life based on our guidelines for our life based on our
values and our roles and goals. values and our roles and goals.
There are four basic characteristics There are four basic characteristics
of good mission statements, whether of good mission statements, whether
they be personal, family, or they be personal, family, or
organizational mission statements.organizational mission statements.
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTSBASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS
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1. A mission statement should be timeless and changeless. Because goals are not timeless, they should not be included. Mission statements should be based upon unchanging core principles that operate regardless of present realities or situations. This changeless core will enable us to live with changes inside other people and inside the environment. As our consciousness grows and we mature, we will gradually strengthen, deepen, and improve our mission statement. Nevertheless, we should always initially write our mission statement as if it will never change - as if it were timeless.
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTSBASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS
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2. A mission statement should deal with both ends and means. Ends have to do with what we are about. Means have to do with how we go about achieving those ends. Principles are what we implements to achieve those ends. Ends and means are inseparable. In truth,
ends preexist in the means. “You’ll never achieve a worthy end through unworthy means.”
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTSBASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS
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3. A mission statement should deal with all four of our basic needs:
a. To live (our physical and economic needs)
b. To love and to be loved (our cultural and social ends)
c. To learn (our needs to grow, develop, be recognized, and be useful) d. To leave a legacy (our spiritual need for
meaning, for feeling that life matters, that we add value and make a difference.
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTSBASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS
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4. A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbor, and so forth.
“Internalizing” our mission statement will also help us get a clear understanding of what is truly important. Goethe once said, “Things which matter most must never be at the mercy of things which matter least.” This means that we learn how to say no at appropriate times. Every time we say yes to something that is of little or no importance, we are saying no to something that is more important. Almost every day, most of us are caught in circumstances where we should say no but don’t. We often lack the ability to utter a firm but gracious no.
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTSBASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS
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SIX LEVELS OF INITIATIVESIX LEVELS OF INITIATIVE
1Wait for instructions
2Ask for instructions
3Bring recommendations
4Use own judgement, report immediately
5Use own judgement, report routinely
6Use own judgement, not necessary to report
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Duplicity
Unkindness
Violatedexpectations
Outside stressand pressures
Time wasters
Interruptions
Pressingproblems
Crises
PERSONAL IMMUNE SYSTEMPERSONAL IMMUNE SYSTEM
Live the Seven Habits
Spend timein Quadrant II
Follow correctprinciples
Control own life
Maintain highEmotional BankAccount with selfand others
Maintain reservecapacity
Be resilient
Empower andserve others
CommunicateEmpathically
Synergize withothers using awin-win approach
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EEMOTIONAL MOTIONAL BBANK ANK
AACCOUNTCCOUNT
KEEP PROMISES APOLOGIZE
CLARIFY EXPECTATIONS
TREAT OTHER KINDLY
UNDERSTAND OTHERS
LOYALITY TO THE
ABSENT
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• The 7 habits of highly effective people is a holistic, integrated, principle centered approach for solving our personal and professional problems
• Principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.
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