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Covey - The 7 habits of highly effective people

ENEMIES: No real

ENEMIES: No real perceived "enemies"; just people with different paradigms and agendas to be understood and cared about. CHURCH: Vehicle for true principles. Opportunity for service and contribution. SELF: One unique, talented, creative individual in the midst of many unique, talented, creative individuals who, working independently and interdependently, can accomplish great things. PRINCIPLES: Immutable natural laws which cannot be violated with impunity. When honored, preserve integrity and thus lead to true growth and happiness. A Quadrant II Day at the Office Appendix B The following exercise and analysis is designed to help you see the impact of a Quadrant II paradigm in a business setting on a very practical level. Suppose that you are the director of marketing for a major pharmaceutical firm. You are about to begin an average day at the office, and as you look over the items to attend to that day, you estimate the amount of time each one will take. Your unprioritized list includes the following: 1. You'd like to have lunch with the general manager (1-1 1/2 hours). 2. You were instructed the day before to prepare your media budget for the following year (2 or 3 days). 3. Your "IN" basket is overflowing into your "OUT" basket (1-1 1/2 hours). 4. You need to talk to the sales manager about last month's sales; his office is down the hall (4 hours). 5. You have several items of correspondence that your secretary says are urgent (1 hour). 6. You'd like to catch up on the medical journals piled upon your desk (1/2 hour). 7. You need to prepare a presentation for a sales meeting slated for next month (2 hours). 8. There's a rumor that the last batch of product X didn't pass quality control. 9. Someone from the FDA wants you to return his call about product X (1/2 hour). 10. There is a meeting at 2 P.M. for the executive board, but you don't know what it is about (1 hour). Take a few minutes now and use what you have learned from Habits 1, 2, and 3 that might help you to effectively schedule your day. By asking you to plan only one day, I have automatically eliminated the wider context of the week so fundamental to fourth generation time management. But you will be able to see the power of Quadrant II, principle-centered paradigm even in the context of one nine-hour period of time It is fairly obvious that most of the items on the list are Quadrant I activities. With the exception of item number six -- catching up on medical journals -- everything else is seemingly both important and urgent. If you were a third-generation time manager, using prioritized values and goals, you would have a framework for making such scheduling decisions and would perhaps assign a letter such as A, B, or C next to each item and then number 1, 2, 3 under each A, B, and C. You would also consider the circumstances, such as the availability of other people involved, and the logical amount of time required to eat lunch. Finally, based on all of these factors, you would schedule the day. 213

Many third-generation time managers who have done this exercise do exactly what I have described. They schedule when they will do what, and based on various assumptions which are made and explicitly identified, they would accomplish or at least begin most of the items in that day and push the remainder onto the next day or to some other time. For instance, most people indicate that they would use the time between 8 and 9 A.M. to find out exactly what was on the agenda for the executive board meeting so that they could prepare for it, to set up lunch with the general manager around noon, and to return the call from the FDA. They usually plan to spend the next hour or two talking to the sales manager, handling those correspondence items which are most important and urgent, and checking out the rumor regarding the last batch of product X which apparently didn't pass quality control. The rest of that morning is spent in preparing for the luncheon visit with the general manager and/or for the 2 P.M. executive board meeting, or dealing with whatever problems were uncovered regarding product X and last month's sales. After lunch, the afternoon is usually spent attending to the unfinished matters just mentioned and/or attempting to finish the other most important and urgent correspondence, making some headway into the overflowing "IN" basket, and handling other important and urgent items that may have come up during the course of the day. Most people feel the media budget preparations for the following year and the preparation for the next month's sales meeting could probably be put off until another day, which may not have as many Quadrant I items in it. Both of those are obviously more Quadrant II activities, having to do with long-term thinking and planning. The medical journals continue to be set aside because they are clearly Quadrant II and are probably less important than the other two Quadrant II matters just mentioned. What approach did you take as you scheduled those items? Was it similar to the thirdgeneration approach? Or did you take a Quadrant II, fourth-generation approach? (refer to the Time Management Matrix on page 151). The Quadrant II Approach Let's go through the items on the list using a Quadrant II approach. This is only one possible scenario; others could be created, which may also be consistent with the Quadrant II paradigm, but this is illustrative of the kind of thinking it embodies. As a Quadrant II manager, you would recognize that most P activities are in Quadrant I and most PC activities are in Quadrant II. You would know that the only way to make Quadrant I manageable is to give considerable attention to Quadrant II, primarily by working on prevention and opportunity and by having the courage to say "no" to Quadrants III and IV. The 2:00 P.M. board meeting. We will assume the 2 P.M. executive board meeting did not have an agenda for the attending executives, or perhaps you would not see the agenda until you arrived at the meeting. This is not uncommon. As a result, people tend to come unprepared and to "shoot from the hip." Such meetings are usually disorganized and focus primarily on Quadrant I issues which are both important and urgent, and around which there is often a great deal of sharing of ignorance. These meetings generally result in wasted time and inferior results and are often little more than an ego trip for the executive in charge. 214

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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

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    POWER Your power is limited only by

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    Fourth, you can communicate to your

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    many different kinds of thought pro

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    We would try to get him in a very r

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    I inspire: I teach by example that

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    When we plan our family goals and a

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    "Everybody," he replied. "Everybody

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    Application Suggestions 1. Take the

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    Management, remember, is clearly di

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    with the bath water," reverting to

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    was to enforce the contract -- to c

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    There are many people who recognize

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    Coherence: Coherence suggests that

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    mission statement, you may want to

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    all day. Remember, frustration is a

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    it! -- Don't take it!" I was afraid

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    "You, Dad?" "No, not me. You're the

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    I bit my tongue and waited until af

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    Application Suggestions: 1. Identif

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    "Well, you'd like to take a screwdr

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    And this is in the most intimate, t

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    Our tendency is to project out of o

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    "I thought you meant that the quali

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    you are honest and open and kind wi

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    When we violate the primary laws of

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    deep personal affection which added

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    Habit 4: Think Win-Win TM -- Princi

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    "My parents don't love me as much a

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    I know of a divorce in which the hu

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    "In other words, you lost." "That's

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    worked to set up a Win-Win Agreemen

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    High courage and consideration are

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    communication process. You listen m

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    people be able to do when they fini

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    guidelines, and resources to make s

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    40. The spirit of win-win had signi

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    Roger Fisher and William Ury, two H

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    Habit 5: Seek First to Understand,

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    and influence, I don't feel safe en

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    You're listening to understand. You

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    Sandra described the symptoms and h

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    esults in communication. To many, s

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    "I know you've sacrificed, Dad. But

  • Page 163 and 164: What a difference real understandin
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  • Page 179 and 180: arrange for some help at the first
  • Page 181 and 182: "I know," he replied with a forced
  • Page 183 and 184: He also developed charley horses fr
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  • Page 187 and 188: Application Suggestions 1. Think ab
  • Page 189 and 190: "Sharpen the Saw" basically means e
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  • Page 193 and 194: This is why I believe a personal mi
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  • Page 197 and 198: diminishes us. It increases us beca
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  • Page 203 and 204: The children looked forward to the
  • Page 205 and 206: Sandra and I were amazed at what we
  • Page 207 and 208: Becoming a Transition Person Among
  • Page 209 and 210: Again, T. S. Eliot expresses so bea
  • Page 211 and 212: * * If your center is Pleasure... S
  • Page 213: This is the way you may tend to per
  • Page 217 and 218: Preparing the media budget. Regardi
  • Page 219: produce interesting and creative wa
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