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Seven Habits of Highly Effective People

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Seven Habits of Highly Effective People

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  1. Seven Habits of Highly Effective People By Chief Instructor NIM

  2. “… the success of leadership can be measured bywhat kind of talent and structure one leaves behind.”Vartan Gregorian,former president New York Public Library

  3. IntroductionSome Basics: • Some people are consistently successful because of qualities and abilities they have developed in addition to their education and experience. • Value, as perceived by the public, will determine your worth.

  4. Genuine career happiness comes from achieving personal goals in harmony with organizational goals.

  5. 7 Habits Reactive Stimulus Response Proactive Freedom to Choose Stimulus Response Self-awareness Imagination Conscience Independent Will

  6. Seven Habits of Highly Effective People 1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw: physical, mental, emotional/social, spiritual

  7. Habit One - Be Proactive • Proactivity vs. Reactivity • I am responsible for my life • My choices control my behavior • I stand for something • Factors beyond my control create my life • My conditions, conditioning, and feelings control my behavior

  8. Disowning vs. Owning • “There’s not enough time in the day” • “I was never very good at public speaking” • “I lost my temper” • “Find out what the prof wants and do it”

  9. “I’ve overscheduled myself” • “I’ve avoided public speaking because I’m uncomfortable with it” • “I gave way to my feelings” • “I decide what’s needed & get the system working on it”

  10. Seven Habits - Number Two Habit Two: Begin with the end in mind • Meaning of this habit • All things are created twice • The two creations • Rescripting • Personal mission statements • Values at the center

  11. Value of Habit Two Stating why we exist & what we are about is difficult Expression - putting into words - changes us What lies behind us and what lies before us are tiny matters compared to what lies within us. Henry David Thoreau

  12. Habit 2: Begin with the end in mind. The law of the farm: You reap what you sow. translated “sacrifice” vision = what you want to see mission = immediate next step(s) Both tend to focus priorities. • Specifically … write what you want to reap. What do you HOPE for? A prestigious job? A girlfriend or boyfriend? Money? • Write what you are willing to sow. Time? Personal energy? Money? Your friends? •  Any books or movies or models that guide you?

  13. Begin With The End In Mind • Identify the Target! “To begin with the end in mind means to start with a clear understanding of your destination. It means to know where you’re going so that you better understand where you are now, so that the steps you take are always in the right direction.” Stephen Covey

  14. Stages in the Backward Design Process Identify desired results. Determine acceptable evidence. What should students know and be able to do? Plan learning experiences and instruction. How will we know that they know? What activities, skills, information and resources will be best?

  15. Why “backward”? • The stages are logical but they go against habits • We’re used to jumping to lesson and activity ideas before clarifying our performance goals for students • The change in lesson design does not necessarily mean that we throw out everything that we’ve done but it is a matter of being more selective, • It helps us modify and also helps us to decide what not to teach. • By thinking through the assessments upfront, we ensure greater alignment of our goals and means that teaching is focused on desired results

  16. Stages in the Backward Design Process Stage 1 Identify desired results What should students know and be able to do? What should others know and be able to do?

  17. Stages in the Backward Design Process Identify desired results. Determine acceptable evidence. What should others know? How will we know that they know?

  18. What this habit means Consider the end of your life • image, picture, or paradigm • criterion by which everything else is examined Start with a clear destination • know where you are going • understand where you are now • take steps in the right direction

  19. Habit 3: Put First Things First

  20. Habit 3: Put first things first. urgent not urgent I: necessity crises deadlines“maintaining” (25 - 25) II: opportunity PC activities planning & prevention commitment (65-15) important IV trivia busy work time wasters (5-5) III interruptions some meetings some reports (5-55) not important • We want Quadrant II > Quadrant I. • Quadrant II comes from Quadrants III and IV.  Estimate how much time you spend in Quadrant II (and what IS Quad IV?) ...  How do you plan your day? cell? Laptop etc?  How much is your time worth to you, in rupees/hour?

  21. What is the best system for me? • Depends upon: • Type of work you do (work with people vs. work with things) • Amount of discretionary time you use (how much time is under your control)

  22. Nature of Work 100% 0% Work with Things Work with People 100% 0% Your work falls someplace on the diagonal line. The higher up the line you go, the more sophisticated your time management system needs to be.

  23. Discretionary Time 100% Amount of control you have over your time 0% The higher up the line you go, the more sophisticated your time management system needs to be.

  24. Time Management Systems • Primitive • Simple • Paper-based Organizers • Hand Helds • PIM (Personal Information Managers) - Software

  25. Primitive • Crisis Management • Running around putting out fires

  26. Primitive • Priority Meandering • Start on task a • get distracted • resume on task b • get distracted • jump to task c

  27. Primitive • Jump to Others • Wait for othersto tell me what to do

  28. Primitive • First Come - First Served • Handle tasks in the order in which they arrive

  29. Primitive • Grouping • Do all the same types of tasks at the same time (phone calls, writing letters, etc.)

  30. Primitive • Whimsical • Do whatever you feel like doing

  31. Simple • Floating Pieces of Paper (including post-its, business cards, napkins) • Write notes on assorted pieces of paper • Sooner or later the paper floats

  32. Simple • “To Do” List • A “to do list is written on a notepad, business card, envelope, etc.

  33. Simple • Pocket Calendar • A variety of small calendars are used to recordappointments

  34. Simple • Desk Calendar • Calendar stays on desk, typically four days behind

  35. Simple • Address book • A variety of devices are used to record addresses and phone numbers

  36. Simple • Combination - typically a combination of simple devices are used

  37. Habit Four – Think Win/Win • WinWin Definition • The win-win approach is a set of principles, practices, and tools, which enable a set of interdependent stakeholders to work out a mutually satisfactory (win-win) set of shared commitments.

  38. win-win or no deal (abundance mentality; get P and PC) lose-win (you get hard feelings) consideration lose-lose (never pays) win-lose (other person gets hard feeling) courage Habit 4: Think win-win.  Are there times when paradigms others than “win-win” are appropriate?  How do you develop “courage”? “Consideration”? Emotional bank account?  What causes conflict? Tools for conflict resolution? Your “boundaries”?

  39. Win-lose Generally Becomes Lose-lose Actually, nobody wins in these situations

  40. Win/Win Negotiation Model Win Condition Issue involves covers addresses Agreement Option adopts WinWin Equilibrium State - All Win Conditions covered by Agreements - No outstanding Issues

  41. win-win area = L x h L = “be understood” h = “understand” Habit 5: First understand ... then be understood. 4 tips for dealing with people  Do not criticize, condemn, or complain.  Express sincere appreciation.  Give them “emotional air” and learn their story.  Focus on their interests (know your best alternative coming in). •  What are some “stranglers” for emotional air? •  What are some ways we can express sincere appreciation? • How often do you ask someone to a professional lunch? • How do you meet a person? How do you greet a person?

  42. Actions for Success • Exhibit a winning work ethic • Show initiative • Discover additional responsibilities • Ask questions

  43. What are Competencies? • Knowledge • Skills/abilities • Understanding • Behavior/motivation Competencies have definitions and key actions. Your actions demonstrate competencies.

  44. Habit 6: Synergize. “Animal school” Once upon a time, the animals decided they must do something heroic to meet the problems of a “New World”, so they organized a school. They adopted an activity curriculum consisting of running, climbing, swimming, and flying. To make it easier to administer, all animals took all the subjects. In the end, the duck’s web feet were so badly worn that he couldn’t swim, the rabbit had a nervous breakdown and couldn’t run, the eagle was disciplined severely for getting to the top of the tree without climbing, and an abnormal eel ended up doing best overall and winning valedictorian.

  45.  What are your unique gifts? What talents do you need from others?  What qualities often seem like a disadvantage, but are necessary?  How do you contact or talk with people, if you are shy? (Carnegie)

  46. Principles of Creative Communication • Synergy • The exercise of all the other habits prepares us for the habit of synergy. • Synergy. The whole is greater than the sum of its parts. • Few people experience synergy in their lives because most people have been scripted into defensive or protective communications. • Synergy can be unnerving unless one has a high tolerance for ambiguity and gets security from integrity to principles and inner values.

  47. Valuing the Differences • Valuing the differences is the essence of synergy. • The truly effective person has the humility and reverence to recognize his own perceptual limitations and to realize the rich resources available through interaction with the hearts and minds of other people. • If two people have the same opinion, one person is unnecessary.

  48. What is your “personality”? 4 categories I-E introvert (reserved) - extrovert (expressive) S-N sensory (observant) - intuitive (conceptual) T-F thinking - feeling P-J perceiving (probing) - judging (critiquing) ARTISANS (observant, probing) ESTP promoter (Roosevelt, Madonna) ISTP crafter (Bruce Lee, Earhart) ESFP performer (Elvis, Reagan) ISFP composer (Carson, Streisand) GUARDIANS (observant, critiquing) ESTJ supervisor (Colin Powell) ISTJ inspector (Truman) ESFJ provider (G Washington) ISFJ protector (Mother Teresa) • no “ranking” • don’t feel “boxed in”! • people are different IDEALISTS (intuitive, feeling) ENFJ teacher (Gorbachev, Billy Graham) INFJ counselor (Gandhi, E Roosevelt) ENFP champion INFP healer (Albert Schweitzer) RATIONALS (intuitive, thinking) ENTJ fieldmarshall (Gates, Greenspan) INTJ mastermind (D Eisenhower, Rand) ENTP inventor (Disney, Edison) INTP architect (Einstein, Darwin)

  49. Social family, friends, service (notes, phone calls, emails, visits) Spiritual battle of good versus evil (atheism, Christianity, Hinduism, Islam, Judaism) Mental reading, journaling, discussing, seminars, meetings Physical endurance, strength, flexibility, sleep, eating Habit 7: Sharpen the saw.  When will YOU sharpen your saw?  What measures will you use in each category?

  50. Self-Management • Self-Managementwhen an individual consciously controls the learning process of acquiring new behavior through the interplay of environmental cues, consequences and cognitive processes