Covey - The 7 habits of highly effective people

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problem-solving" techniques that focus on personality and truncate the vital character base. Let's now focus on each of the Public Victory habits in depth. 127
Habit 4: Think Win-Win TM -- Principles of Interpersonal Leadership We have committed the Golden Rule to memory; let us now commit it to life. -- Edwin Markha * * One time I was asked to work with a company whose president was very concerned about the lack of cooperation among his people. "Our basic problem, Stephen, is that they're selfish," he said. "They just won't cooperate. I know if they would cooperate, we could produce so much more. Can you help us develop a human-relations program that will solve the problem?" "Is your problem the people or the paradigm?" I asked. "Look for yourself," he replied. So I did. And I found that there was a real selfishness, and unwillingness to cooperate, a resistance to authority, defensive communication. I could see that overdrawn Emotional Bank Accounts had created a culture of low trust. But I pressed the question. "Let's look at it deeper," I suggested. "Why don't your people cooperate? What is the reward for not cooperating?" "There's no reward for not cooperating," he assured me. "The rewards are much greater if they do cooperate. "Are they?" I asked. Behind a curtain on one wall of this man's office was a chart. On the chart were a number of racehorses all lined up on a track. Superimposed on the face of each horse was the face of one of his managers. At the end of the track was a beautiful travel poster of Bermuda, an idyllic picture of blue skies and fleecy clouds and a romantic couple walking hand in hand down a white sandy beach. Once a week, this man would bring all his people into this office and talk cooperation. "Let's all work together. We'll all make more money if we do." Then he would pull the curtain and show them the chart. "Now which of you is going to win the trip to Bermuda?" It was like telling one flower to grow and watering another, like saying "firings will continue until morale improves." He wanted cooperation. He wanted his people to work together, to share ideas, to all benefit from the effort. But he was setting them up in competition with each other. One manager's success meant failure for the other managers As with many, many problems between people in business, family, and other relationships, the problem in this company was the result of a flawed paradigm. The president was trying to get the fruits of cooperation from a paradigm of competition. And when it didn't work, he wanted a technique, a program, a quick-fix antidote to make his people cooperate. 128
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THE SEVEN HABITS OF HIGHLY EFFECTIV
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These principles, however, are like
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Stephen Covey adds great value to a
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I have a forceful personality. I kn
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This personality ethic, I began to
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long-term relationship they have, w
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The professor then asked one studen
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ingenuity, and creating a standard
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Shortly after dark, the lookout on
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The more closely our maps or paradi
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So I first tried a simple request.
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There's so much to do. And there's
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But from my own experience -- both
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interdependent, that there is an ec
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Understanding the sequence will hel
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training, the communicating, the re
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trust, and lost the asset of custom
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disappear. Those you teach will see
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"You're never on time." "Why can't
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instincts and conditioning and cond
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such personal freedom and the effec
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you to act. If you wait to be acted
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"Think hard. What do you think woul
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Because of position, wealth, role,
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So these executives focused on find
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We can decide to be dishonest in ou
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Knowing that we are responsible --
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When I look upon the tombs of the g
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Whether we are aware of it or not,
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Because we already live with many s
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Succeed at home first. Seek and mer
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so-called mental and emotional illn
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When we are dependent on the person
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Innocent pleasures in moderation ca
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Because the church is a formal orga
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If you are Money Centered... SECURI
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WISDOM You see the world through a
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We can depend on them Principles do
Page 77 and 78: POWER Your power is limited only by
Page 79 and 80: Fourth, you can communicate to your
Page 81 and 82: many different kinds of thought pro
Page 83 and 84: We would try to get him in a very r
Page 85 and 86: I inspire: I teach by example that
Page 87 and 88: When we plan our family goals and a
Page 89 and 90: "Everybody," he replied. "Everybody
Page 91 and 92: Application Suggestions 1. Take the
Page 93 and 94: Management, remember, is clearly di
Page 95 and 96: with the bath water," reverting to
Page 97 and 98: was to enforce the contract -- to c
Page 99 and 100: There are many people who recognize
Page 101 and 102: Coherence: Coherence suggests that
Page 103 and 104: mission statement, you may want to
Page 105 and 106: all day. Remember, frustration is a
Page 107 and 108: it! -- Don't take it!" I was afraid
Page 109 and 110: "You, Dad?" "No, not me. You're the
Page 111 and 112: I bit my tongue and waited until af
Page 113 and 114: Application Suggestions: 1. Identif
Page 115 and 116: "Well, you'd like to take a screwdr
Page 117 and 118: And this is in the most intimate, t
Page 119 and 120: Our tendency is to project out of o
Page 121 and 122: "I thought you meant that the quali
Page 123 and 124: you are honest and open and kind wi
Page 125 and 126: When we violate the primary laws of
Page 127: deep personal affection which added
Page 131 and 132: "My parents don't love me as much a
Page 133 and 134: I know of a divorce in which the hu
Page 135 and 136: "In other words, you lost." "That's
Page 137 and 138: worked to set up a Win-Win Agreemen
Page 139 and 140: High courage and consideration are
Page 141 and 142: communication process. You listen m
Page 143 and 144: people be able to do when they fini
Page 145 and 146: guidelines, and resources to make s
Page 147 and 148: 40. The spirit of win-win had signi
Page 149 and 150: Roger Fisher and William Ury, two H
Page 151 and 152: Habit 5: Seek First to Understand,
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Page 155 and 156: You're listening to understand. You
Page 157 and 158: Sandra described the symptoms and h
Page 159 and 160: esults in communication. To many, s
Page 161 and 162: "I know you've sacrificed, Dad. But
Page 163 and 164: What a difference real understandin
Page 165 and 166: I remember writing one time in a ro
Page 167 and 168: trust of another person's communica
Page 169 and 170: Habit 5 is something you can practi
Page 171 and 172: Habit 6: Synergize TM Principles of
Page 173 and 174: hit-or-miss, trial and error. And u
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Page 177 and 178: Synergy means that 1 + 1 may equal
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arrange for some help at the first
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"I know," he replied with a forced
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He also developed charley horses fr
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scheduled payments were met. It was
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Application Suggestions 1. Think ab
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"Sharpen the Saw" basically means e
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If you haven't been exercising, you
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This is why I believe a personal mi
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centered on the principles of perso
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diminishes us. It increases us beca
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create negative force field resista
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closer we align ourselves with corr
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The children looked forward to the
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Sandra and I were amazed at what we
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Becoming a Transition Person Among
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Again, T. S. Eliot expresses so bea
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* * If your center is Pleasure... S
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This is the way you may tend to per
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Many third-generation time managers
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Preparing the media budget. Regardi
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produce interesting and creative wa
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Covey - The 7 habits of highly effective people

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