Presenter: Andrew Sanderbeck

Transcription

1 Presenter: Andrew Sanderbeck

2 The book opens with an explanation of how many individuals who have achieved a high degree of outward success still find themselves struggling with an inner need for developing personal effectiveness and growing healthy relationships with other people.

3 Covey believes the way we see the world is entirely based on our own perceptions. In order to change a given situation, we must change ourselves, and in order to change ourselves, we must be able to change our perceptions.

4 These days, people look for the quick fix. They see a successful person, team, or organization and ask, "How do you do it? Teach me your techniques!" But these shortcuts that we look for, hoping to save time and effort and still achieve the desired result, are simply band-aids that will yield short-term solutions; they don't address the underlying conditions.

5 "The way we see the problem is the problem," Covey writes. We must allow ourselves to undergo paradigm shifts -- to change ourselves fundamentally and not just alter our attitudes and behaviors on the surface level -- in order to achieve true change.

6 Habits 1, 2, and 3 are focused on self-mastery and moving from dependence to independence

7 Habit #1

8 Be Proactive (Not Reactive) Being proactive is a posture you take towards the world. It requires an individual to accept responsibility for their situation (no matter how dire) and take the initiative to make things better. Instead of letting their conditions and circumstances be the driving force of their decisions, proactive people allow their values to determine the choices they make. Proactive people act rather than being acted upon.

9 Between stimulus and response there is a space. In that space is our power to choose our response, wrote Frankl in his book Man s Search for Meaning.

10 The opposite of a proactive person is a reactive person. Reactive people let their circumstances and conditions control them. Reactive people think that stimulus and response are inextricably connected. They don t see the gap between the two, and believe that one determines the other.

11 Examples If the weather is foul, a reactive person will be in a foul mood, too. When a reactive person gets negative feedback, they become defensive and bitter. When a reactive person finds himself on the short end of the stick, he gripes about it instead of finding ways to get more stick. Reactive people don t act; they re acted upon.

12 Circles of Concern and Influence

13 Circles of Concern and Influence

14 Habit #2

15 Begin With the End in Mind Habit #2 builds off of the first habit. It instructs you to marshal the power of personal agency and Begin With the End in Mind the end here being nothing less final than the grave. When you look back on your life from your deathbed, what do you want to see and how do you want to feel? Once you know that, you create a personal mission statement based on timeless principles and your own core values.

16 Before You Start: Understand the Process Is More Important Than the End Product Step 1: Block off uninterrupted time Step 2: Prioritize your roles in life. Step 3: Define the purpose of each role. Review Frequently. Amend When Necessary.

17 Habit #3

18 Put First Things First Habits 1 and 2 are about personal leadership figuring out where you want to go and what you want to do in life while Habit #3 is about personal management. It s about taking the big picture, the abstract, the idealistic, and turning them into the day-to-day, the concrete, the practical. It s about taking external actions that match your internal convictions. As Covey puts it, While leadership decides what first things are, it is management that puts them first.

19 Time Management

20 Big Rocks Little Rocks

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22 Habits 4, 5, and 6 are focused on developing teamwork, collaboration, and communication skills, and moving from independence to interdependence.

23 Habit #4

24 Seek to Order Yourself First, Before You Seek to Order the World The habits of public victory build off the habits of private victory. You can t skip the inward habits and expect to successfully implement the outward ones. Before you can successfully interact and cooperate with other individuals, you have to be an individual yourself. You have to know who you are, where you re going, and what you stand for. Failure to develop a strong sense of self will only result in frustration and confusion as you bump up against other people who all have their own agendas, and will pull you this way and that.

25 In other words, if you want to fix the world, start by fixing yourself first.

26 The 4 Paradigms of Relationships The reality is that our success in life isn t purely an individual effort. Yes, it requires pluck and drive on our part, but it also requires the cooperation of others, no matter how autonomous your path in life. You can t reach full flourishing in your professional, familial, and social life without other people. So while personal initiative is necessary for success, it s not sufficient. Our relationships (and a bit of luck) are the other critical part of the equation.

27 Win/Win The 4 Paradigms of Relationships Everybody feels like they benefit from the relationship. Agreements and solutions are mutually advantageous and all parties are committed to making the agreement work. In business, this could mean a contract that s equally beneficial; in a family, it could be a chore arrangement that both parents and children are on board with.

28 Win/Lose The 4 Paradigms of Relationships In a Win/Lose paradigm, you get what you want while the other party feels like they got the short end of the stick. According to Covey, individuals who utilize a Win/Lose paradigm tend to use positions, power, credentials, possessions, or personality to get their way. Win/Lose is when a boss tells his employee that he needs to stay late after work or else he ll lose his job, or when a parent tells his kid to pick up his room because I said so.

29 The 4 Paradigms of Relationships Lose/Win Individuals who take the Lose/Win approach towards relationships are the stereotypical nice guys. They re the doormats of life. They just let people walk all over them. They approach every encounter with another person through the paradigm of I surrender, and you get what you want. I ll do whatever you want to do. Oh, you were late with that report? That s completely fine! Don t worry about it. No big deal! I won t hang out with my friends because it bothers you.

30 Lose/Lose The 4 Paradigms of Relationships Lose/Lose is cutting off your nose to spite your face. If you re going down, everyone else is going down with you. Lose/Lose situations occur when two stubborn and prideful people are pitted against each other. Lose/Lose is the businessman who bankrupts his company litigating a lawsuit that was launched to get back at a competitor; it s the friend who makes the evening miserable for everyone because he didn t get to do what he wanted.

31 Maturity is the balance between courage and consideration. Stephen Covey

32 Habit #5

33 Habit #5 7 Habits of Highly Effective People Respond or Judge. To Understand!

34 Objective or Subjective? Objective is usually a fact Subjective is someone s opinion Fluff is usually an exaggeration and not important to the communication

35 Listen Not Just to the Words Body Language is important!

36 Habit #6

37 Synergy comes from the Greek word for working together. Synergy happens when two or more independent things combine into a whole that s greater than the sum of its parts. The combination creates a power or effect that surpasses what the individual elements could achieve separately. In a simple win-win situation, each party gets their own benefit; in a synergy situation, a shared benefit is created that encompasses and transcends the two entities. If normally equals 2, a syngeristic effect = 3.

38 How to Create Synergistic Effects in Your Life There are two primary ways to create more synergy in your life: 1) complete two roles/tasks with one action, and 2) treat your life as an interconnected system

39 Complete 2 Roles/Tasks Together Synergy is created in your personal life when you combine two roles/tasks/activities together in a way that creates a power/effect/value that s greater than doing them separately. Sometimes this value is simply in the time saved. But oftentimes there s also a special effect created above and beyond this benefit in efficiency.

40 Examples Do you have a hobby you want to learn? Do you have a friend who has the same interest? Meet up regularly to work on the activity; the quality of both your skill and your bond will improve. Use your commute as a time to listen to audiobooks or podcasts, or as a time of solitude in which you meditate or engage in self-examination.

41 Treat Your Whole Life as an Interconnected System Life synergy isn t just about finding ways to accomplish two things at the same time. It s also vitally about learning to see all its different aspects as an interconnected system, that, as a whole, can generate a power far greater than the sum of its parts.

42 Rather than seeing each role and task in your life as separate, independent components, each cordoned off from the others and each with a limited value, realize they re all interrelated and hugely influence each other. Example: When you sleep well, it s easier to eat right, and when you eat right, you see more results from your exercise and feel more motivated to work out, and when you work out, you feel more confident and energetic and get out and socialize more, and when you socialize more, you build a bigger social network, and.

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44 Habit #7 Sharpening the Saw is about taking the time to renew and refresh the four dimensions of our natures physical, spiritual, mental, and social/emotional so that we re more effective in our life s work. It s about regularly investing in ourselves so that we can reap dividends on a continual basis. It means working smarter, not harder. Sharpening the Saw is what 21st-century lifestyle bloggers would call self-care, and there s really something to it.

45 YOU decide what you do to sharpen your saw. It s up to YOU to make sure you do those things. As you successfully take action on honing the unique blade of your life, you show yourself that you re an autonomous being. What s more, you increase your competency. As you increase your competency, you increase the influence you can have on the world outside of yourself.

46 You really don t have time NOT to sharpen the saw. An excuse to not sharpen the saw is an excuse for failure, burnout, and mediocrity.

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48 Thanks for Attending!!