1. Seven Habits of Highly Effective People

3. THREE-PERSON TEACHING First Person Second Person Third Person

6. Knowledge (what to, why to) Desire (want to) Skills (how to) HABITS E FFECTIVE H ABITS

8. The Maturity Continuum Dependence Independence Interdependence

11. Character & Competence Character Competence Trustworthiness Trust

12. J UDGEMENT CHARACTER  Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE  Technical skills  Qualifications  Knowledge  Experience

13. E MOTIONAL B ANK A CCOUNT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT

14. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

15. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

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17. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

22. P ROACTIVE M ODEL Stimulus Response Freedom to Choose Self- Awareness Imagination Conscience Independent Will

24. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

25. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

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28. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

30. Habit Two Begin with the End in Mind The Habit of Personal Leadership Family Money Possessions Work Pleasure Friend Enemy Relegious Organization Self Spouse Principles

31. Habit Two Begin with the End in Mind The Habit of Personal Leadership Principle-Centered Someone 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.

32. Habit Two Begin with the End in Mind The Habit of Personal Leadership Mission Statement A 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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35. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

37. . 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 II III IV Urgent Not Urgent Important Not Important

38. Habit Three - Put First things First The Habit of Personal Management URGENT IMPORTANT NOT URGENT NOT IMPORTANT 1 2 3 4 Crises Management Attach to Mission Distractions Time Wasters

40. Habit Three - Put First things First The 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”

41. Habit Three - Put First things First The 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 .

42. Habit Three - Put First things First The Habit of Personal Management Put First things First involves a six-step, QII process That 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

43. 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.

44. State of Independence

45. Habits Four, Five & Six These are the habits that lead to interdependent relationships. Habit Four : Think Win-win The 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 understood Habit Six : This is the habit of creative co-operation - Synergy This 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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47. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

48. Habit Four – Think Win-Win The Habit of Interpersonal Leadership SIX PARADIGMS OF HUMAN INTERACTION Win-Win Win-Lose Lose-Win Lose-Lose Win Win-Win or No-Deal

55. Habit Four – Think Win-Win The Habit of Interpersonal Leadership FOUR DIMENSIONS OF WIN-WIN Character Relationships Agreements Systems & Processes Integrity,Maturity,Abundance Mentality Trust, EBA Mutual Commitment Deep Understanding of Issues & Concerns

56. Habit Four – Think Win-Win The Habit of Interpersonal Leadership 1 – Win-Win Character Integrity – People of Integrity are true to their feelings, values and commitments. Maturity – Mature people express their ideas and feelings with courage and with consideration for the ideas and feelings of others.Relationships Abundance Mentality – People with an Abundance Mentality believe that there is plenty for everyone.

57. Habit Four – Think Win-Win The Habit of Interpersonal Leadership 2 – Win-Win Relationships Demonstrate consistent actions that convince people that they have a well-earned reputation for honesty, integrity and loyalty. Their actions are consistent with their behaviour, decisions and position. Believe in the best of other people Disclose – help others understand their positions, behavior and decisions. Communicate clear expectations. Seek other ideas and listen with empathy. Are accurate, timely and honest in communication. Treat people with respect and respond to others’ needs. Focus on the positive, but provide constructive feedback on improvement areas.

58. Habit Four – Think Win-Win The Habit of Interpersonal Leadership 3 – Win-Win Agreements Elements of Win-Win Agreements Desired Results : Clarify the end in mind, objectives and outcome. Guidelines : Specify boundaries and deadlines for accomplishing the results. Resources : List the human, financial, technical or organizational resources available for accomplishing the desired results. Accountability : Identify the standards and methods of measurement for progress and accomplishment. Consequences : Determine the result (s) of achieving or not achieving win-win.

59. Habit Four – Think Win-Win The Habit of Interpersonal Leadership 4 – Win-Win Systems and Processes 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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61. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

62. Habit Five -Seek First to Understand, Then to Be Understood The Habit of Empathic Communication Levels of Listening Ignoring Making no effort to listen Pretend Listening Making believe or giving the appearance you are listening 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. Empathic Listening Listening and responding with both the heart and mind to understand the speaker’s words, intent and feelings.

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64. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

65. Habit Six - Synergize The Habit of Creative Cooperation Synergy The 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.

67. Habit Six - Synergize The Habit of Creative Cooperation Problem or Opportunity Synergize Habits 4,5, & 6 The Action and Process Third Alternative SYNERGY The Result

68. Habit Six - Synergize The Habit of Creative Cooperation Blocks to Synergy Defensiveness Fear Fixation Ego Anger Anxiety Jealousy

69. Habit Six - Synergize The Habit of Creative Cooperation Valuing The Differences The essence of synergy is valuing the differences. Valuing the differences does 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 things together that you would much less likely discover and produce individually. At what level do you value the differences ?

70. Habit Six - Synergize The Habit of Creative Cooperation Valuing The Differences Tolerate Accept Value Celebrate

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72. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

73. Habit Seven - Sharpen the Saw The Habit of Renewal Four Dimensions 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.

74. 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. Four Dimensions of Renewal

75. 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. Four Dimensions of Renewal

76. Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

77. PHYSICAL Exercise, Nutrition, Stress Management F OUR D IMENSIONS OF R ENEWAL MENTAL Reading, Visualizing, Planning, Writing SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation

78. T HE U PWARD S PIRAL Learn Do Commit Learn Commit Do Do Learn Commit Learn Commit D o

79. Lose/Win High Low Win/Win Lose/Lose Win/Lose CONSIDERATION Low High COURAGE

80. L EVELS OF C OMMUNICATION TRUST Synergistic (Win/Win) COOPERATION Respectful (Compromise) Defensive (Win/Lose or Lose/Win) Low High Low High

81. P ARADIGM S HIFTS A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES H abit 1 We are a product of our environment and upbringing. H abit 2 Society is the source of our values. H abit 3 Reactive to the tyranny of the urgent. Acted upon by the environment. H abit 4 Win-lose. One-sided benefit. H abit 5 Fight, flight, or compromise when faced with conflict. H abit 6 Differences are threats. Independence is the highest value. Unity means sameness. H abit 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.

82. B E P ROACTIVE 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

86. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE HABIT 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.

87. 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 2 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

88. 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 3 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

89. 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, result-ing in a defensive mentality and adversarial feelings. HABIT 4 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

90. 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 5 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

91. 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 6 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

92. 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 7 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

93. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

94. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

95. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED The Seven Habits center on timeless and universal principles of personal, interpersonal, managerial, and organizational effectiveness. Listed below are the seven principles upon which the Seven Habits are based-principles which are in our circle of influence.

96. 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. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

97. 3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticising complain- ing, 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 impor- tant 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. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

98. 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. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

99. P YRAMID OF I NFLUENCE TEACHING RELATIONSHIP EXAMPLE

100. Knowledge (what to, why to) Desire (want to) Skills (how to) HABITS E FFECTIVE H ABITS

101. J UDGEMENT CHARACTER  Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE  Technical skills  Qualifications  Knowledge  Experience

102. PUBLIC LIFE PRIVATE LIFE SECRET LIFE FOUR UNIQUE HUMAN ENDOWMENTS 1. Self-awareness 2. Conscience 3. Imagination 4. Willpower

103. F OUR U NIQUE H UMAN E NDOWMENTS 1. S elf-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 pro-gramming 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.

104. 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 behaviour. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles. 2. C onscience F OUR U NIQUE H UMAN E NDOWMENTS

105. 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. P ower of Imagination F OUR U NIQUE H UMAN E NDOWMENTS

106. 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. W illpower or Independent Will F OUR U NIQUE H UMAN E NDOWMENTS

107. Developing a mission statement is foundational to Habit 2, Begin with the End in Mind. It sets general guidelines for our life based on our values and our roles and goals. There are four basic characteristics of good mission statements, whether they be personal, family, or organizational mission statements. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

108. 1. A mission statement should be timeless and changeless. Because goals are not timeless, they should not be included. Mission state- ments 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. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

109. 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.” B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

110. 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. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

111. 4. A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbour, 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 circum- stances where we should say no but don’t. We often lack the ability to utter a firm but gracious no. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

112. S IX L EVELS OF I NITIATIVE 1 Wait for instructions 2 Ask for instructions 3 Bring recommendations 4 Use own judgement, report immediately 5 Use own judgement, report routinely 6 Use own judgement, not necessary to report

113. Duplicity Unkindness Violated expectations Outside stress and pressures Time wasters Interruptions Pressing problems Crises P ERSONAL I MMUNE S YSTEM Live the Seven Habits Spend time in Quadrant II Follow correct principles Control own life Maintain high Emotional Bank Account with self and others Maintain reserve capacity Be resilient Empower and serve others Communicate Empathically Synergize with others using a win-win approach

114. E MOTIONAL B ANK A CCOUNT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT

115. End of Session Thank you