THE 7 HABITS OF HIGHLY

EFFECTIVE PEOPLE
Stephen R. Covey
Presented by
S. N. Dwivedi
01/28/15

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This is the true joy in life that being used for a

purpose recognized by yourself as a mighty one. That
being a force of nature, instead of a feverish, selfish
little clod of ailments and grievances complaining that
the world will not devote itself to making you happy. I
am of the opinion that my life belongs to the whole
community and as long as I live it is my privilege to do
for it whatever I can. I want to be thoroughly used up
when I die. For the harder I work the more I live. I
rejoice in life for its own sake. Life is no brief candle to
me. Its a sort of splendid torch which Ive got to hold
up for the moment and I want to make it burn as
brightly as possible before handing it on to further
generations.
- George Bernard Shaw

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Paradigms and Principles

The Seven Habits of Highly Effective
People embody many of the fundamental
principles of human effectiveness. These
habits are basic; they are primary. They
represent the internalization of correct
principles upon which enduring happiness
and success are based.

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Paradigms and Principles (Cont.)

Paradigms are powerful because they create the
lens through which we see the world. The power
of a paradigm shift is the essential power of
quantum change, where that shift is an
instantaneous or a slow and deliberate process.
Principles are guidelines for human conduct
that are proven to have enduring value. Theyre
fundamental. Theyre essentially unarguable
because they are self-evident.

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Paradigms and Principles (Cont.)

The more closely our maps or paradigms
are aligned with these principles, the more
accurate and functional they will be.
Correct maps will infinitely impact our
personal and interpersonal effectiveness
far more than any amount of effort
expended on changing our attitudes and
behaviors.
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Paradigms and Principles (Cont.)

The significant problems we face cannot
be solved at the same level of thinking we
were at when we created them.
- Albert Einstein

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Paradigms and Principles (Cont.)

This new level of thinking is what Seven
Habits of Effective People is all about. Its
a principle-centered, character-based;
inside-out approach to personal and
inter-personal effectiveness. Inside-out
means to start first with self, even more
fundamentally, to start with the most inside
part of self with your paradigms, your
character and your motives.
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Paradigms and Principles (Cont.)

Effectiveness lies in the balance what I call the P/PC
Balance. P stands for production of desired results,
the golden eggs in Aesops fable. PC stands for
production capability, the ability or asset that produces
the golden eggs. Basically there are three kinds of
assets: physical, financial, and human.
The P/PC balance is particularly important as it applies
to the human assets of an organization the customers
and the employees. The PC principle is to always treat
your employees exactly as you want them to treat your
best customers.

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Paradigms and Principles (Cont.)

The P/PC balance is the very essence of
effectiveness. Its validated in every arena
of life. We can work with it or against it, but
its there. Its a lighthouse. Its the
definition and paradigm of effectiveness
upon which the Seven Habits are based.

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Paradigms and Principles (Cont.)

A shift of 'paradigm' is based on the practice of the following 7
habits:
BE PROACTIVE (PRINCIPLES OF PERSONAL VISION)
BEGIN WITH THE END IN MIND (PRINCIPLES OF PERSONAL
LEADERSHIP)
PUT FIRST THINGS FIRST
THINK WIN/ WIN
SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD
SYNERGIZE

SHARPEN THE SAW (PRINCIPLES OF BALANCED SELFRENEWAL

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)
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HABIT 1 BE PROACTIVE:
PRINCIPLES OF PERSONAL VISION
The ability to subordinate an impulse to a
value is the essence of the proactive
person.Proactive people are still
influenced by external stimuli, whether
physical, social, or psychological. But their
response to the stimuli, conscious or
unconscious, is a value based choice or
response.
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HABIT 1 BE PROACTIVE:
PRINCIPLES OF PERSONAL VISION
In fact, our most difficult experiences become the
crucibles that forge our character and develop the
internal powers, the freedom to handle difficult
circumstances in the future and to inspire others
to do as well.
The proactive approach is to change from the
inside-out: to be different, and by being different,
to effect positive change in whats out there
I can be more resourceful; I can be more
diligent; I can be more creative; I can be more
cooperative.
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HABIT 1 BE PROACTIVE:
PRINCIPLES OF PERSONAL VISION
The fountain of content must spring up in
mind, and he who hath so little knowledge
of human nature as to seek happiness by
changing anything but his own disposition;
will waste his life in fruitless efforts and
multiply the grief he proposes to remove.
- Samuel Johnson

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HABIT 2 BEGIN WITH THE END IN MIND:

PRINCIPLES OF PERSONAL LEADERSHIP
The most fundamental application of begin with
the end in mind is to begin today with the image,
picture or paradigm of the end of your life as
your frame of reference or the criteria by which
everything else is examined.
The most effective way to begin with the end in
mind is to develop a personal mission statement
or philosophy or creed. It focuses on what you
want to be (character) and to do (contributions
and achievements) and on the values and
principles upon which being and doing are
based.
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HABIT 2 BEGIN WITH THE END IN MIND:

PRINCIPLES OF PERSONAL LEADERSHIP
Principles are deep fundamental truths, classic
truths, generic common denominators. They are
tightly interwoven threads running with
exactness, consistency, beauty, and strength
through the fabric of life.
The wisdom and guidance that accompany
principle-centered living come from correct
maps, from the way things really are, have been
and will be. Correct maps enable us to clearly
see where we want to go and how to get there.
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HABIT 2 BEGIN WITH THE END IN MIND:

PRINCIPLES OF PERSONAL LEADERSHIP
Everyone has his own specific vocation
or mission in life. Therein he cannot be
replaced, nor can his life be repeated.
Thus everyones task is as unique as his
specific opportunity to implement it.
- Frankl

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HABIT 2 BEGIN WITH THE END IN MIND:

PRINCIPLES OF PERSONAL LEADERSHIP
Just as breathing exercises help integrate body and
mind, writing is a kind of psycho-neural muscular activity
which helps bridge and integrate the conscious and subconscious minds. Writing distills, crystallizes, and
clarifies thought and helps break the whole into parts.
An effective goal focuses primarily on results rather than
activity. It identifies where you want to be, and, in the
process helps you determine where you are. It gives you
important information on how to get there, and it tells you
when you have arrived. It unifies your efforts and energy.
It gives meaning and purpose to all you do.

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HABIT 2 BEGIN WITH THE END IN MIND:

PRINCIPLES OF PERSONAL LEADERSHIP
An organizational mission statement one that
truly reflects the deep shared vision and values
of everyone within the organization creates a
great unity and tremendous commitment. It
creates in peoples hearts and minds a frame of
reference, a set of criteria and guidelines, by
which they will govern themselves. They dont
need someone else directing, controlling,
criticizing, or taking cheap shots. They have
bought into the changeless core of what the
organization is about.
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HABIT 3 PUT FIRST THINGS FIRST

Things which matter most
Must never be at the mercy of things
which matter least.
- Goethe

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HABIT 3 PUT FIRST THINGS FIRST

Management is the breaking down, the analysis,
the sequencing, the specific application, the
time-bound left-brain aspect of effective selfgovernment. The maxim of personal
effectiveness is: Manage from the left; lead
from the right.
Effective management is putting first things
first. While leadership decides what first things
are, it is management that puts them first, dayto-day, moment by-moment. Management is
discipline carrying it out.
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HABIT 3 PUT FIRST THINGS FIRST

The successful person has the habit of
doing the things failures dont like to do.
They dont like doing them either
necessarily. But their disliking is
subordinated to the strength of their
purpose.
- E. M. Gray

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HABIT 3 PUT FIRST THINGS FIRST

Fourth Generation of Time Management
It recognizes that time management is a
misnomer the challenge is not to
manage time, but to manage ourselves.
Satisfaction is a function of expectation as
well as realization. And expectation (and
satisfaction) lies in our circle of influence.

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HABIT 3 PUT FIRST THINGS FIRST

TIME MANAGEMENT MATRIX

IMPORTANT

NOT
IMPORTANT

URGENT

NOT URGENT

I
Activities:
Crises
Pressing Problems
Dead-line Driven Projects

II
Activities:
Prevention, PC activities
Relationship building
Recognizing new opportunities
Planning, Recreation

III
Activities:
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters

IV
Activities:
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities

Popular activities
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HABIT 3 PUT FIRST THINGS FIRST

Urgent matters are usually visible. They press
on us; they insist on action. They are often
popular with others. Theyre usually right in front
of us. And often they are pleasant, easy, fun to
do. But so often they are unimportant.
Importance on the other hand has to do with
results. If something is important, it contributes
to your mission, your values, your high priority
goals. We react to urgent matters. Important
matters that are not urgent require more
initiative, more pro-activity. We must act to seize
opportunity, to make things happen.
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HABIT 3 PUT FIRST THINGS FIRST

Quadrant II is the heart of effective
personal management. It deals with things
that are not urgent, but are important. It
deals with things like building relationships,
writing a personal mission statement, long
range planning, exercising, preventive
maintenance, preparation all those things
we know we need to do, but somehow
seldom get around doing, because they
arent urgent.
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HABIT 3 PUT FIRST THINGS FIRST

The fourth generation time management tool
recognizes the principle that people are more
important than things. It also recognizes that
the first person you need to consider in terms of
effectiveness rather than efficiency is yourself. It
encourages you to spend time in Quadrant II, to
understand and center your life on principles, to
give clear expression to the purpose and value
you want to direct your daily decisions. It helps
you to create balance in your life.
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PARADIGMS OF INTERDEPENDENCE
There can be no friendship without
confidence, and no confidence without
integrity.
- Samuel Johnson

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PARADIGMS OF INTERDEPENDENCE
If I make deposits into Emotional Bank Account with
you through courtesy, kindness, honesty and keeping my
commitments to you, I build up a reserve. Your trust
towards me becomes higher, and I can call upon that
trust many times if I need to.
Really seeking to understand another person is probably
one of the most important deposits you can make, and it
is the key to every other deposit. You simply dont know
what constitutes a deposit to another person until you
understand that individual.
The little kindnesses and courtesies are so important.
Small discourtesies, little un-kindnesses, little forms of
disrespect make large withdrawals. In relation-ships, the
little things are big things.
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PARADIGMS OF INTERDEPENDENCE
Creating the unity necessary to run an effective
business or a family or a marriage requires great
personal strength and courage. No amount of
technical administrative skill in laboring for the
masses can make up for lack of nobility of
personal character in developing relation-ships.
In an interdependent situation, every P
problem is PC opportunity a chance to build
the Emotional Bank Accounts that significantly
affect interdependent production.
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HABIT 4 THINK WIN/ WIN

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.
Anything less than win/ win in an inter-dependent reality
is a poor second best that will have impact in the longterm relation-ship. The cost of that impact needs to be
carefully considered. If you cant reach a true win/ win,
you are very often better off to go for No Deal.

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HABIT 4 THINK WIN/ WIN

The principle of win/ win is fundamental to
success in all our interactions, and it
embraces five interdependent dimensions
of life. It begins with character and moves
towards relationships, out of which flow
agreements. It is nurtured in an
environment where structure and systems
are based on win/ win. And it involves
process; we cannot achieve win/ win ends
with win/ lose or lose/ win means.
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HABIT 4 THINK WIN/ WIN

1.

2.
3.
4.

In authors work with various people and organizations

seeking win/ win solutions, he suggests they become
involved in the following four step processes:
See the problem with the others point of view. Really
seek to understand and give expression to the needs
and concerns of the other party as well as or better than
they can themselves.
Identify the key issues and concerns (not positions)
involved.
Determine what results would constitute a fully
acceptable solution.
Identify possible new options to achieve those results.

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HABIT 5 SEEK FIRST TO UNDERSATND,

THEN TO BE UNDERSTOOD
Seek first to understand involves a very deep shift in
paradigm. We typically seek first to be understood. Most
people do not listen with the intent to understand; they
listen with the intent to reply. Theyre either speaking or
preparing to speak. Theyre filtering everything through
their own paradigms, reading their autobiography into
other peoples lives.
Emphatic listening means listening with intent to
understand. I mean seeking first to understand, to really
understand. Its an entirely different paradigm.
Emphatic listening gets inside another persons frame of
reference. You look out through it, you see the world the
way they see the world, you understand their paradigm,
you understand how they feel.
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HABIT 5 SEEK FIRST TO UNDERSATND,

THEN TO BE UNDERSTOOD

Satisfied needs do not motivate. Its only

the unsatisfied need that motivates. Next
to physical survival, the greatest need of a
human being is psychological survival
to be understood, to be affirmed, to be
validated, to be appreciated.

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HABIT 5 SEEK FIRST TO UNDERSATND,

THEN TO BE UNDERSTOOD
Empathic listening takes time, but it doesnt take
anywhere near as much time as it takes to back up and
correct misunderstandings when you are already miles
down the road, to redo, to live with unexpressed and
unresolved problems, to deal with the results of not
giving people psychological air.
Habit 5 lifts you to greater accuracy, greater integrity, in
your presentation. And people know that. They know
youre presenting the ideas which you genuinely believe,
taking all known facts and perceptions into consideration
that will benefit everyone.
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HABIT 6 SYNERGIZE
Synergy, simply defined, means that the whole
is greater than the sum of parts.
When properly understood, synergy is the highest
activity in all life the true test and manifestation
of all of other habits put together.
The highest forms of synergy focus the four
unique human endowments, the motive of win/
win, and the skills of empathic communication on
the toughest challenges we face in life. What
results is almost miraculous. We create new
alternative, something that wasnt there before.
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HABIT 6 SYNERGIZE
When you communicate synergistically, you are simply
opening your mind and heart and expressions to new
possibilities, new alternatives, new options.
Valuing the differences is the essence of synergy the
mental, the emotional, the psychological differences
between people. And the key to valuing those differences
is to realize that all the people see the world, not as it is,
but as they are.
The person who is truly effective has the humility and
reverence to recognize his own perceptual limitations
and to appreciate the rich resources available through
interaction with the hearts and minds of other human
beings.

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HABIT 7 SHARPEN THE SAW: PRINCIPLE OF

BALANCED SELF-RENEWAL
Habit 7 is personal PC. Its preserving and
enhancing the great asset you have you. Its
renewing the four dimensions of your nature
physical, spiritual, mental and social/ emotional.
We are the instruments of our performance, and
to be effective, we need to recognize the
importance of taking time regularly to sharpen
the saw in all four ways.

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HABIT 7 SHARPEN THE SAW; PRINCIPLE OF

BALANCED SELF-RENEWAL

The physical dimension involves caring

effectively for our physical body eating
the right kind of foods, getting sufficient
rest and relaxation, and exercising on a
regular basis.
There is no better way to inform and
expand your mind on a regular basis than
to get into the habit of reading good
literature.
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HABIT 7 SHARPEN THE SAW; PRINCIPLE OF

BALANCED SELF-RENEWAL

Moving along the upward spiral requires

us to learn, commit and do on increasingly
higher planes. To keep progressing, we
must learn, commit and do learn, commit
and do and learn, commit and do again.

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HABIT 7 SHARPEN THE SAW; PRINCIPLE OF

BALANCED SELF-RENEWAL

We need to focus on the meaning and

purpose in our lives, something that
transcends our own lives and taps the
best energies within us.
As long as you feel you are serving others,
you do the job well. When you are
concerned only with helping yourself, you
do it less well.
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s family as a separate entity, is not a noble work. Whatever he does with a feeling of in-separateness with all (considering the interest of all) is really a nob

HABIT 7 SHARPEN THE SAW; PRINCIPLE OF

BALANCED SELF-RENEWAL
Sage Shukdev says in Shrimad-Bhagavata:

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s family as a separate entity, is not a noble work. Whatever he does with a feeling of in-separateness with all (considering the interest of all) is really a nob

HABIT 7 SHARPEN THE SAW; PRINCIPLE OF

BALANCED SELF-RENEWAL
Whatever a man does by actions, thoughts
and words in his own or his own off-springs
interest, treating himself and his family as a
separate entity, is not a noble work. Whatever
he does with a feeling of in-separateness with
all (considering the interest of all) is really a
noble work and serves everyone, as watering
the roots of a tree makes the whole tree
prosper. [Shrimad-Bhagavata 8.9.29]

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THANK YOU

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