7 habits of highly effective people freedom to choose 182
TRANSCRIPT
Stephen Covey will draw from the following slides during his June 22nd broadcast. As Dr. Covey uses somewhat of a free- flowing style during his presentation the attached slides will not be used in this order, and will not all be included. Additionally, Dr. Covey may choose to incorporate slides which are not part of this set. If that is the case, we will post those slides after his presentation.
We hope you enjoy the broadcast.
KEY LEARNINGSCOMMITMENT TO DO
Behavior is governed by values.Consequences are governed by
principles.Therefore, value principles.
What Is The Difference Between Values And
Principles?VALUESSocial Norm
Personal
Emotional
Subjective
Arguable
PRINCIPLESNatural Law
Impersonal
Factual
Objective
Self-Evident
Principles Embodied
in the 7 Habits
Behavior is governed by values.Consequences are governed by principles.
Therefore, value principles.
1. Be Proactive:
Responsibility/Initiative2. Begin with the End in Mind:
Vision/Values3. Put First Things First:
Integrity/Execution4. Think Win-Win:
Mutual Respect/Benefit5. Seek First to Understand, Thento be Understood:
Mutual Understanding6. Synergize:
Creative Cooperation7. Sharpen the Saw:
Renewal
PublicVictory
PrivateVictory
Dependence
Independence
Interdependence
Sharpen the Saw
Think Win-Win
Synergize Seek First to Understand,Then be Understood
Begin with the End in Mind
Be Proactive
Put First Things First
The 7 Habits of Highly Effective
People
Freedomto Choose
Self-AwarenessImaginationConscience
Independent Will
ProactiveStimulusStimulus ResponseResponse
ReactiveStimulus ResponseStimulus Response
(Heart)
(Mind)
(Spirit)
(Body)
Stimulus and Response
Freedom to Choose
StimulusStimulus ResponseResponse
Personal Level(Muscle Development)
StimulusStimulus ResponseResponse
Relationship Level(Skill Development)
StimulusStimulus ResponseResponseOrganizational Level
(Team / System Development)
StimulusStimulus ResponseResponseHuman Need Level
(Competitive Play)
(Home Place/Work Place/Marketplace/Community/etc.)
Stimulus and Response
Your
Job
Circle of Circle of InfluencInfluenc
ee
Reactive Focus
Wait Until Told(Co-dependent)
Your
Job
Circle of Circle of InfluenceInfluence
Proactive Focus
Your
Job
Circle of Circle of InfluencInfluenc
ee
Your
Job
Ask
“I intend to”
Do it and report periodically Do it and report immediately
Make a
Recommendation
Do it
Wait Until Told
2. Pretend Listening (Patronizing)
3. Selective Listening
4. Attentive Listening
1. Ignoring
WITHIN ONE’S OWNFRAME OFREFERENCE
5. EmpathicListening
WITHIN THE OTHER’SFRAME OF REFERENCE
Listening Continuum
Transaction
(1+ 1 = -1, -10, -100)
(1+ 1 = .5)
(1+ 1 = 1.5)
(1+ 1 = 3,10,100)Transformation
Modes of Communication
Hostility
Defensive Communication
Respectful Communication- Compromise
Synergy- Third Alternative
T
Trivia, busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV
Crises Pressing problems Deadline-driven
projects, meetings, preparations
Needless interruptions Unnecessary reports Unimportant
meetings, phone calls, mail Other people’s minor issues
Planning, Prevention PC activities Recognizing new opportunities Relationship Building Renewal, Recreation
Quadrant II Time
Management™
Urgent Not UrgentN
ot
Imp
ort
an
tIm
port
an
t
Habits 1-7
I II
III IV
Deming Prize-Winning Organizations vs. Other
OrganizationsUrgent Not Urgent
Not
Imp
ort
an
tIm
port
an
t I II
III IV
20-25% (D) 25-30%
65-80% (D) 15%
Habits 1-74 Roles
15% (D)
50-60%
less than 1% (D)
Between stimulus and response, there is a space. In that space lies our freedom and power to choose our response. In those choices lie our growth and our happiness.
Every great breakthrough is a break WITH.If you want to make minor improvements, work on behavior and attitudes. If you want to make quantum improvements, work on paradigms. A paradigm is like a mental model, an assumption, or a map.
Peter Drucker, Management Challenges for the 21st Century
The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing… on this achievement rests the economic and social gains of the 20th Century…
The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or nonbusiness, will be its knowledge workers and their productivity…
The important task rarely must be done today, or even this week. . . The urgent task calls for instant action. . . The momentary appeal of these tasks seems irresistible and important, and they devour our energy. But in the light of time’s perspective, their deceptive prominence fades; with a sense of loss we recall the vital task we pushed aside. We realize we’ve become slaves to the tyranny of the urgent.
Charles Hummel
…the top software developers are more productive than average software developers not by a factor of 10X or 100X or even 1000X but by 10,000X. Quality knowledge work is so valuable that unleashing its potential offers organizations an extraordinary opportunity for value creation. Knowledge work leverages all of the other investments which an organization has already made. In fact, knowledge workers are the link to all of the organization’s other investments. They provide focus, creativity, and leverage in utilizing those investments to better achieve the organization’s objectives.
Nathan Myhrvold, Chief Scientist, Microsoft
Frederick Winslow Taylor
Now one of the first
requirements for a man who is fit
to handle pig iron as a regular
occupation is that he shall be so
stupid and so phlegmatic that he
more nearly resembles in his
mental makeup the ox than any
other type.
“Hardwired”
Birthday Gifts
•The 4 Intelligences
IQ EQ PQ SQ
•Freedom and Power to Choose•Principles (Natural Laws)
•Universal•Timeless•Self-Evident
(mostly unopened)
To LearnTo Love To LiveTo Leave a Legacy
/ Capacities
Muscle Development
Would you be willing to searchsearch for a solution that is better than what
either one of you (us) have proposed?
Would you agree to a simple ground rule:
No one can make his or her point until they have restated the other
person’s point to his or her satisfaction.
(Habits 4,6)
(Habit 5)
Two Steps to Achieving Synergy:
(Third Alternatives)
WisdomN
Industrial
Hunters/Gatherers
Agrarian
Information/Knowledge Worker
Economic Ages of Civilization
ISSUEOLD INDUSTRIAL AGE CONTROL MODEL
NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL
Leadership A position (formal authority)
A choice (moral authority)
Management Control things and people Control things, release (empower) people
Structure Hierarchical, bureaucratic Flatter, boundary-less, flexible
Motivation External, carrot-and-sticking
Internal—whole person
Performance Appraisal
External, sandwich technique
Self-evaluation using 360º feedback
Information Primarily short-term financial
Compelling Scoreboard (long-and-short term)
Communication Primarily top-down Open: Light is the greatest disinfectant
Culture Social rules / mores of the workplace
Principle-centered values and economic rules of marketplace
Budgeting Primarily top-down Open, flexible, synergistic
Training & Development
Sideshow, skill-oriented, expendable
Maintenance, strategic, whole person, values
People Expense on P & L, asset lip service
An investment with highest leverage
Voice Generally unimportant for most
Strategic for all, complimentary, team
Principle-Centered Living—Three Generations
Pare
nts
Child
Gra
nd c
hild
ren
Integrity(Integrated
around Principles)
Courage(to live true)
Humility(Principles
govern)
Wisdom(Perspective)
AbundanceMentality
(no comparison)
The Level 5 Hierarchy
LEVEL 1Highly Capable Individual
Makes productive contributions through talent,knowledge,skills, and good work habits.
LEVEL 5
LEVEL 4
LEVEL 3
LEVEL 2Contributing Team Member
Contributes to the achievement of group objectives;works effectively with others in a group setting.
Competent ManagerOrganizes people and resources toward effectiveand efficient pursuit of predetermined objectives.
Level 5 ExecutiveBuilds enduring greatness through a
paradoxical combination of personal humility plus professional will.
Effective LeaderCatalyzes commitment to and vigorous pursuit of
a clear and compelling vision; stimulates thegroup to high performance standards.
Jim CollinsGood to Great
Mind
Spirit
Heart
Body
Four Areas of Choice
Make and Keep Promises
Educate and Obey your Conscience
THE FIRE WITHINTHE FIRE WITHIN
Respect, Balance, Integrate, DevelopRespect, Balance, Integrate, Develop
Mind/To Learn
SpiritTo Leave a Legacy
Heart/To Love
BodyTo Live
THE FIRE WITHINTHE FIRE WITHIN
Four Needs of People
Mind/To Learn
Mental Use of Talents
SpiritTo Leave a Legacy
Spiritual Integrity
HeartTo Love
Emotional Respect
BodyTo Live Economic Security
Four Needs of Organizations
THE FIRE WITHINTHE FIRE WITHIN
Mind/To Learn
SpiritTo Leave a Legacy
HeartTo Love
BodyTo Live
Four Needs of People
Mind/To Learn
SpiritTo Leave a Legacy
HeartTo Love
BodyTo Live
Four Needs of Organizations
Co-missioning Blending Voices
N
EmotionalIntelligence
(EQ)
PhysicalIntelligen
ce(PQ)
Four Intelligences
of People
THE FIRE WITHINTHE FIRE WITHINSpiritual
Intelligence(SQ)
Mental Intelligence
(IQ)
Make and Keep Promises
Educate and Obey your Conscience
N
HeartPassion
BodyDiscipline
Leading a Balanced,
Integrated, Powerful Life
THE FIRE WITHINTHE FIRE WITHINSpirit
Conscience
Mind/Vision
Make and Keep Promises
Educate and Obey your Conscience
Vision, Discipline, and Passion governed by Conscience change the (your) world for good (lifts
and lasts).
HeartEmpowering
BodyAligning
Four Roles of Leadership
SpiritModeling
THE FIRE WITHINTHE FIRE WITHIN
Mind/Pathfinding
Leadership is a Choice
H: 1-7H: 1-7
H: 7H: 7
H: 2H: 2
H: 3H: 3H: H:
4,5,64,5,6
Manage Things; Lead People
Heart/Treat me
kindly
Body/Pay me fairly
Whole Personin a Whole Job
Spirit/In serving human needs
in principled ways
THE FIRE WITHINTHE FIRE WITHIN
Mind/Use me creatively
The High Cost of Low Trust
Four Chronic Problems
Mind/No Shared
Vision/Values
Heart/Disempowermen
t
Body/Misalignment
Spirit/Low Trust
DEAD ASHESDEAD ASHES
N
NO SHARED VISION/ VALUES
Interdepartmental rivalry,
Co-Dependency,Clear Hypocrisies,
Resolvable Misalignments
MISALIGNMENT
Backbiting,In-fighting,Victimism,
Defensiveness,Not sharing
information
LOW TRUST
Apathy, Moonlighting,Daydreaming,
Boredom,Escapi
sm,Anger,Fear
DISEMPOWERMENT
Low quality,Bloated costs,Inflexible, Slow
Failure in the“marketplace”, Negative Cash Flow
Symptoms of Chronic
Problems
Ambiguity,Hidden agendas,Political games,
Chaos
Workplace/Organizational
Principles: Execution Gaps
•Clarity—understand key priorities
•Commitment—emotionally connected to key priorities
•Translation—”line-of-sight” from job, team, etc., to key priorities
•Enabling—remove structure/system and cultural barriers
•Synergy—work together to arrive at better ways to achieve goals
•Accountability—responsible for achieving key prioritized goals
Clarity……………
Commitment…..
Translation……..
Enabling…………
Synergy………….
Accountability…
Industrial Age (Cause)
Knowledge Worker Age (Solution)
Announcing
Identification/
Involvement
Execution Gaps
Selling
Job DescriptionCarrot & Stick (people as expense)“Cooperate!”Sandwich Perf. Appraisal
Whole Person in a Whole
JobAligning Roles/Goals for
ResultsAligning structures/ systems/culture
3rd Alternative
CommunicationFrequent, Open, Mutual re: Compelling
Scoreboard
EXECUTION
Lack of Clarity
Lack of Commitment
No Translation to Action
No Enabling
No Synergy
Lack of Accountability
The Roots of the Execution Gap
The Four Disciplines
Discipline 1: Focus on the Wildly ImportantPrinciple: People are wired to do only
one thing at a time with excellence.
Old Thinking: We can effectively accomplish six, eight, or even ten important goals at once.New Thinking: Organizations/Teams can only accomplish two or three goals at once with excellence.
Outcome: Clarify your team’s Wildly Important Goals and align them to the organization.
The Four Disciplines
Discipline 2: Create a Compelling Scoreboard
Principle: People play differently when they’re keeping score.
Old Thinking: Once we’ve communicated the goal, people will know we’re serious about it.New Thinking: We’re not really serious about the goal until we start keeping score.Outcome: Identify key measures for your team’s goals and transform them into a visible, dynamic scoreboard.
The Four Disciplines
Discipline 3: Translate Lofty Goals into Specific Actions
Principle: To achieve goals you’ve never achieved before, you need to start doing things you’ve never done before.Old Thinking: If people know the goal, they’ll
know what to do about it.
New Thinking: Goals will never be achieved until everyone on the teams knows exactly what they’re supposed to do about them.Outcome: Identify the new and better behaviors
needed to achieve your goals and then translate those behaviors into weekly and daily tasks.
The Four Disciplines
Discipline 4: Hold Each Other Accountable—All of the Time
Principle: Knowing others are counting on you raises your level of commitment.Old Thinking: As long as the goal is clear and
compelling, people will remain focused and committed.New Thinking: Maintaining commitment to the goal requires frequent team engagement and accountability.Outcome: Learn and apply an ongoing team
accountability process to engage the team in accomplishing the Wildly Important Goals.
Finding Your Voice
(Individual, Team, Organizational)
VOICE
Talent Need
Passion Conscience
(Mind)
(Body)
(Heart)
(Spirit)
xQ Scores by Principles of Execution (National Average &
Top 10%)CLARITY
COMMITMENT
INDIVIDUAL GOALS: Clear, Measurable, deadline-driven work goals
ORGANIZATIONAL DIRECTION: Organizational strategy and goals precisely understoodTEAM FOCUS: Diligent work-team focus on top goals
TEAM GOALS—QUALITY: Clear, measurable team goalsINDIVIDUAL ENGAGEMENT: Individuals motivated and valuedINDIVIDUAL COMMITMENT: People committed to organizational direction
53 90
45 85
48 97
65 88
42 83
54 95
58 85
51 88
xQ Scores by Principles of Execution (National Average &
Top 10%)TRANSLATION TO ACTION
ENABLING
ORGANIZATIONAL LINE-OF-SITE: All workers focused on organizational goals
TEAM PLANNING: Clear, Correlated assignments and follow-through
INDIVIDUAL PLANNING: Systematic approach to scheduling
TEAM GOALS—QUALITY: Clear, measurable team goalsORGANIZATIONAL PERFORMANCE INVOLVEMENT: Consistent, systematic approach to improving performanceORGANIZATIONAL SUPPORT: Active support for work-team goals
49 85
53 90
44 94
38 80
46 93
43 91
56 87
48 90
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals
60 75
xQ Scores by Principles of Execution (National Average &
Top 10%)SYNERGY
ACCOUNTABILITY
TEAM COMMUNICATION: Mutual understanding and creative dialogueTEAM TRUST: A safe “win-win” work environmentORGANIZATIONAL COLLABORATION: Smooth cross-functional work and communication among teams
TEAM ACCOUNTABILITY: Commitments honored among team membersTEAM MEASURES—QUALITY: Success measures tracked accurately and openly INDIVIDUAL PROACTIVITY: Individual initiative and responsibility for results
42 92
43 92
40 90
37 92
44 87
34 88
43 89
40 88
ORGANIZATIONAL TRUSTWORTHINESS: Organizational values and commitments honored
48 94
Organizational Level
Line-of-site
Direction
Collaboration
Trustworthiness
Performance Improvement
Support
Sample xQ Scores at the Organizational Level
48 92
53 90
48 97
37 92
48 94
43 91
56 87
Organization
Nat.
Avg
.
Top 10%
44
22
54
74
13
4
95
45 89
42 83
44 94
43 92
40 90
46 93
44 87
34 88
65 88
Team Level
Quality of Team Goals
Planning
Communication
Trust
Empowerment
Accountability
Measures--Quality
Focus
Sample xQ Scores at the Team Level
Organization
Nat.
Avg
.
Top 10%54
36
38
82
52
60
30
95
41
Individual Level
Individual Goals
Engagement
Planning
Accountability
Commitment
Time Allocation
Sample xQ Scores at the Individual Level
50 85
45 85
54 95
38 80
43 89
58 85
60 75
Organization
Nat.
Avg
.
Top 10%
76
41
98
61
91
68
97
Principle-Centered Leadership
Personal Greatness
Leadership Greatness
Organizational Greatness
The 7 Habits of Highly Effective People
Modeling (7H)
Pathfinding Aligning
Empowering
Mission, Values, VisionClarity,
Commitment Translation,
Synergy Enabling, Accountability
The Sweet SpotEXECUTION
The Sweet SpotThe 4 Disciplines of Execution (4DX)
Focus on the Wildly Important Create a Compelling Scoreboard
Translate Lofty Goals into Specific Actions
Hold Each Other Accountable—all of the time
Principle-Centered Leadership
Personal Greatness
Leadership Greatness
Organizational Greatness
The 7 Habits of Highly Effective People
Modeling (7H)
Pathfinding Aligning
Empowering
Mission, Values, VisionClarity,
Commitment Translation,
Synergy Enabling, Accountability
Blending VoicesEXECUTION