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Covey - The 7 habits of highly effective people

they learn at future

they learn at future staff meetings. In addition, they could supply others with key articles or excerpts which everyone really needs to read and understand. Preparing for next month's sales meeting. Regarding item number seven, a possible Quadrant II approach might be to call together a small group of the people who report to you and charge them to make a thorough analysis of the needs of the salespeople. You could assign them to bring a completed staff work recommendation to you be a specified date within a week or 10 days, giving you enough time to adapt it and have it implemented. This may involve their interviewing each of the salespeople to discover their real concerns and needs, or it might involve sampling the sales group so that the sales meeting agenda is relevant and is sent out in plenty of time so that the salespeople can prepare and get involved in it in appropriate ways. Rather than prepare the sales meeting yourself, you could delegate that task to a small group of people who represent different points of view and different kinds of sales problems. Let them interact constructively and creatively and bring to you a finished recommendation. If they are not used to this kind of assignment, you may spend some of that meeting challenging and training them, teaching them why you are using this approach and how it will benefit them as well. In doing so, you are beginning to train your people to think long-term, to be responsible for completing staff work or other desired results, to creatively interact with each other in interdependent ways, and to do a quality job within specified deadlines. Product "X" and quality control. Now let's look at item number eight regarding product "X," which didn't pass quality control. The Quadrant II approach would be to study that problem to see if it has a chronic or persistent dimension to it. If so, you could delegate to others the careful analysis of that chronic problem with instructions to bring to you a recommendation, or perhaps simply to implement what they come up with and inform you of the results. The net effect of this Quadrant II day at the office is that you are spending most of your time delegating, training, preparing a board presentation, making one phone call, and having a productive lunch. By taking a long-term PC approach, hopefully in a matter of a few weeks, perhaps months, you won't face such a Quadrant I scheduling problem again. As you go through this analysis, you may be thinking this approach seems idealistic. You may be wondering if Quadrant II managers ever work in Quadrant I. I admit it is idealistic. This book is not about the habits of highly ineffective people; it's about habits of highly effective people. And to be highly effective is an ideal to work toward. Of course you'll need to spend time in Quadrant I. Even the best-laid plans in Quadrant II sometimes aren't realized. But Quadrant I can be significantly reduced into more manageable proportions so that you're not always into the stressful crisis atmosphere that negatively affects your judgment as well as your health. Undoubtedly it will take considerable patience and persistence, and you may not be able to take a Quadrant II approach to all or even most of these items at this time. But if you can begin to make some headway on a few of them and help create more of a Quadrant II mind-set in other people as well as yourself, then downstream there will be quantum improvements in performance. Again, I acknowledge that in a family setting or a small business setting, such delegation may not be possible. But this does not preclude a Quadrant II mind-set which would 217

produce interesting and creative ways within your Circle of Influence to reduce the size of Quadrant I crises through the exercise of Quadrant II initiative. Sky, Land, River. 218

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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

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    What a difference real understandin

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    I remember writing one time in a ro

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  • Page 171 and 172: Habit 6: Synergize TM Principles of
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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
  • Page 185 and 186: scheduled payments were met. It was
  • 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
  • Page 195 and 196: centered on the principles of perso
  • Page 197 and 198: diminishes us. It increases us beca
  • Page 199 and 200: create negative force field resista
  • Page 201 and 202: closer we align ourselves with corr
  • 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 and 214: This is the way you may tend to per
  • Page 215 and 216: Many third-generation time managers
  • Page 217: Preparing the media budget. Regardi
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