Ethical Habits of Effective Professionals

Transcription

1 Ethical Habits of Effective Professionals 2014 Texas Land Title Institute Professor L. Wayne Scott St. Mary s University School of Law San Antonio

2 Habits of Effective Professionals By Prof. L. Wayne Scott I agreed to speak on the Habits of Effective Professionals. As I wrote, I found myself constantly paraphrasing material from Stephen Covey. In short, I was taking his list of habits and applying them to professional people. I have concluded that the better course would be for me to admit what I am doing, and simply present an outline of Covey s major work. I use this outline in speaking to students about becoming effective negotiators, lawyers, etc. For those of you who have read Covey, or studied under him, you may find some of this redundant, but I hope you will also get a new insight or two, in thinking about these habits in the context of your professional life. Let s see if this honest approach works. L. Wayne Scott Professor of Law Director of Conflict Resolution Studies St. Mary s University School of Law One Camino Santa Maria, San Antonio, Texas (Office) (Cell) (Fax) wscott@stmarytx.edu ruarkg@aol.com Seven Habits Outline page 1 1

3 Seven Habits of Effective People Stephen R. Covey Part One: Paradigms and Principles A. Character ethic integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, and the Golden rule. B. Personality ethic function of the personality, public image, of attitudes and behaviors, skills and techniques. C. Power of a paradigm model, theory, perception, assumption, or frame of reference. D. Principle-centered paradigm there are principles that govern human effectiveness. It is impossible for us to break the law. We can only break ourselves against the law. The Ten Commandments E. A New Level of Thinking Albert Einstein observed, The significant problems we face cannot be solved at the same level of thinking we were at when we created them. Part Two: Private Victory A. Habits the intersection of: Knowledge what to, why to Skill how to Desire want to B. The Maturity Continuum Dependent you take care of me or you didn t come through or I blame you Independent I can do it or I am self-reliant Interdependent we can do it Interdependent people combine their own efforts with the efforts of others to achieve their greatest success. Seven Habits Outline page 2 2

4 Habit 1 Be Proactive Principles of personal vision Stimulus -> Freedom to Choose -> Response (self-awareness, imagination, conscience, independent will) Response-ability When we think the problem is out there, that thought is the problem. We empower what s out there to control us what s out there has to change before we can change. Habit 2 Begin with the End in Mind Principles of Personal Leadership All things are created twice 1 st creation mental by design or default (may need to rescript ineffective scripts) 2 nd creation physical Identify your center Spouse centered? Family centered? Money centered? Work centered? Possession centered? Pleasure centered? Friend centered? Enemy centered? Church centered? Self-centered? Principle-centered? Habit 3 Put First Things First Principles of Personal Management Organize and execute around priorities The Time Management Matrix Part Three: Public Victory Paradigms of Interdependence Effective interdependence can only be built on a foundation of true independence. Emotional Bank Account - Six Major Deposits Understanding the individual Attending to the little things Keeping commitments Seven Habits Outline page 3 3

5 Clarifying Expectations Showing personal integrity Apologizing sincerely when you make a withdrawal Habit 4 Think Win/Win Principles of Interpersonal Leadership Six paradigms of human interaction: Win/Win agreements/solutions are mutually beneficial Win/Lose If I win, you lose. Prone to use position, power, credentials, possessions, or personality to get their way. Lose/Win I lose, you win. Go ahead, have your way with me. No standard, no demands, no vision In negotiation lose/win is seen as capitulation giving in or giving up. Lose/Lose determined, stubborn, ego-invested people interact both lose. get back or get even. Win most common approach in everyday negotiation Doesn t necessarily want someone else to lose. Win mentality thinks in terms of securing her own ends and leaving it to others to secure theirs. Win/Win or No Deal if no solution is found that benefits both parties, then freedom to disagree agreeably Which option is best? Depends! Football game? Relationship? Saving a child s life? Most situations are part of an interdependent reality so Win/Win. Habit 5 Seek First to Understand, Then to be Understood Principles of Empathic Communication Empathic listening most people do not listen with the intent to understand; they listen with the intent to reply. - involves listening from another person s point of reference. Seven Habits Outline page 4 4

6 Then seek to be understood Greek philosophy Ethos personal credibility, integrity, competent Pathos empathic side Logos logic, reasoning side Habit 6 - Synergize Principles of Creative Cooperation Highest activity in all life the true test and manifestation of all of the other habits put together. The whole is greater than the sum of its parts. Essence of synergy is to value differences-to respect them, to build on strengths, to compensate for weaknesses. Habit 7 Sharpen the Saw Principles of Balanced Self-Renewal Four dimensions of renewal Physical exercise, nutrition, stress management Social/Emotional service, empathy, synergy, intrinsic security Spiritual value clarification & commitment, study & meditation Mental reading, visualizing, planning, writing Seven Habits Outline page 5 5