1. THE SEVEN HABITS PARADIGM
Interdependenc
Seek First to
Understand
e Synergize
aw
… Then to be
Understood
PUBLIC
the S
VICTORY
pen
Think Win/Win
Shar
Independence
Put First
Things First
PRIVATE
VICTORY
Be Begin with
Proactive the End in Mind
Dependence

2. F OUR D IMENSIONS OF R ENEWAL
PHYSICAL
Exercise, Nutrition,
Stress Management
MENTAL SOCIAL/EMOTIONAL
Reading, Visualizing, Service, Empathy,
Planning, Writing Synergy, Intrinsic Security
SPIRITUAL
Value Clarification
& Commitment, Study
& Meditation 2

3. T HE U PWARD S PIRAL
Commit Learn Do
Commit
Do
Learn
Do Commit
Learn
Do
Commit
Learn
3

4. P ROACTIVE M ODEL
Freedom
Stimulus to Response
Choose
Self- Independent
Awareness Will
Imagination Conscience
4

5. High
Lose/Win Win/Win
CONSIDERATION
Lose/Lose Win/Lose
Low
Low High
COURAGE 5

6. L EVELS OF C OMMUNICATION
High
Synergistic (Win/Win)
TRUST Respectful (Compromise)
Defensive (Win/Lose or Lose/Win)
Low
Low High
COOPERATION 6

7. P ARADIGM S HIFTS
A BREAK FROM TOWARD
TRADITIONAL WISDOM 7 HABITS PRINCIPLES
Habit 1 We are a product of our environment We are a product of our choices to our
and upbringing. environment and upbringing.
Habit 2 Society is the source of our values. Values are self-chosen and provide
foundation for decision making. Values
flow out of principles.
Habit 3 Reactive to the tyranny of the urgent. Actions flow from that which is
Acted upon by the environment. important.
Habit 4 Win-lose. Win-win.
One-sided benefit. Mutual benefit.
Habit 5 Fight, flight, or compromise when Communication solves problems.
faced with conflict.
Habit 6 Differences are threats. Differences are values and are
Independence is the highest value. opportunities for synergy.
Unity means sameness.
Habit 7 Entropy. Continuous self-renewal and self-
Burnout on one track - typically work. improvement. 7

8. B E P ROACTIVE
I can forgive, forget, and let
go of past injustices
I choose my attitude,
emotions, and moods
I’m the creative force of my life
I’m aware that I’m responsible
8

9. 9

10. 10

11. 11

12. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 1
Be Proactive. Be Reactive.
Proactive people take Reactive people don’t take
responsibility for their own responsibility for their own
lives. They determine the lives. They feel victimized,
agendas they will follow a product of
and choose their response circumstances, their past,
to what happens around and other people. They do
them. not see as the creative
force of their lives.
12

13. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 2
Begin with the End in Begin with No End in
Mind. These people use Mind. These people lack
personal vision, correct personal vision and have
principles, and their deep not developed a deep
sense of personal meaning sense of personal meaning
to accomplish tasks in a and purpose. They have
positive and effective way. not paid the price to
They live life based on develop a mission
self-chosen values and are statement and thus live
guided by their personal life based on society’s
mission statement. values instead of self-
chosen values.
13

14. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 3
Put First Things First. Put Second Things First.
These people exercise These people are crisis
discipline, and they plan managers who are unable
and execute according to to stay focused on high-
priorities. They also “walk leverage tasks because of
their talk” and spend their preoccupation with
significant time in circumstances, their past,
Quadrant II. or other people. They are
caught up in the “thick of
thin things” and are driven
by the urgent.
14

15. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 4
Think Win-Win. Think Win-Lose or Lose-
These people have an Win. These people have a
abundance mentality and scarcity mentality and see
the spirit of cooperation. life as a zero-sum game.
They achieve effective They have ineffective
communication and high communication skills and
trust levels in their low trust levels in their
Emotional Bank Accounts Emotional Bank Accounts
with others, resulting in with others, result-ing in a
rewarding relationships defensive mentality and
and greater power to adversarial feelings.
influence.
15

16. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 5
Seek First to Understand, Seek First to Be Understood
Then to Be Understood. These people put forth their
Through perceptive point of view based solely
observation and empathic on their auto-biography and
listening, these non- motives, without attempting
judgmental people are to understand others first.
intent on learning the They blindly prescribe
needs, interests, and without first diagnosing the
concerns of others. They problem.
are then able to
courageously state their
own needs and wants.
16

17. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 6
Synergize. Compromise, Fight, or Flight
Effective people know Ineffective people believe
that the whole is greater the whole is less than the
than the sum of the parts. sum of the parts. They try
They value and benefit to “clone” other people in
from differences in their own image. Differences
others, which results in in others are looked upon as
creative cooperation and threats.
team-work.
17

18. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE INEFFECTIVE PEOPLE
HABIT 7
Sharpen the Saw. Wear Out the Saw.
Effective people are Ineffective people fall
involved in self-renewal back, lose their interest,
and self-improvement in and get disordered. They
the physical, mental, lack a program of self-
spiritual, and social- renewal and self-
emotional areas, which improvement and
enhance all areas off their eventually lose the cutting
life and nurture the other edge they once had.
six habits.
18

19. CIRCLE OF
INFLUENCE
19

20. CIRCLE OF
INFLUENCE
20

21. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
The Seven Habits center on
timeless and universal principles
of personal, interpersonal,
managerial, and organizational
effectiveness. Listed below are the
seven principles upon which the
Seven Habits are based-principles
which are in our circle of influence.
21

22. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
1. The principle of continuous learning, of self-
reeducation - the discipline that drives us
toward the values we believe in. Such constant
learning is required in today’s world, in light of
the fact that many of us can expect to work in
up to five radically different fields before we
retire.
2. The principle of service, of giving oneself to
others, of helping to facilitate other people’s
work.
22

23. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
3. The principle of staying positive and
optimistic, radiating positive energy - including
avoiding the four emotional cancers (criticising
complain- ing, comparing, and competing).
4. The principle of affirmation of others - treating
people as proactive individuals who have
great potential.
5. The principle of balance - the ability to identify
our various roles and to spend appropriate
amounts of time in, and focus on, all the
impor- tant roles and dimensions of our life.
Success in one area of our life cannot
compensate for 23
neglect or failure in other

24. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
6. The balance of spontaneity and serendipity -
the ability to experience life with a sense of
adventure, excitement, and fresh rediscovery,
instead of trying to find a serious side to
things that have no serious side.
7. The principle of consistent self-renewal and
self- improvement in the four dimensions of one’s
life: physical, mental, spiritual, and social-
emotional.
24

25. P YRAMID OF I NFLUENCE
TEACHING
RELATIONSHIP
EXAMPLE
25

26. E FFECTIVE H ABITS
Knowledge
(what to, why to)
HABITS
Skills Desire
(how to) (want to)
26

27. CHARACTER COMPETENCE
 Integrity  Technical skills
 Maturity  Qualifications
 Abundance Mentality  Knowledge
 Interdependency  Experience
JUDGEMENT 27

28. FOUR UNIQUE
HUMAN ENDOWMENTS
1. Self-awareness
2. Conscience
3. Imagination
4. Willpower
28

29. F OUR U NIQUE H UMAN
E NDOWMENTS
1. Self-Awareness
We begin to become self-aware and
explore the programs we are living out. We
come to realize that we stand apart from our
pro-gramming and can even examine it. We
also realize that between stimulus and
response, we have the freedom to choose.
This self-awareness then leads to the ability
to look at other unique endowments in our
secret life.
29

30. F OUR U NIQUE H UMAN
E NDOWMENTS
2. Conscience
Our conscience is our internal sense of
right and wrong, our “moral nature.” It is the
“greater harmonizer” and “balance wheel” of
all the principles that govern our behaviour.
Our conscience gives us a sense of the
degree to which our thoughts and actions are
in harmony with our principles.
30

31. F OUR U NIQUE H UMAN
E NDOWMENTS
3. Power of Imagination
We can visit the power of the mind to
create or to imagine that which does not exist
now. In that imagination lie our faith and our
hope for the future. We look at what is
possible, what we can envision.
31

32. F OUR U NIQUE H UMAN
E NDOWMENTS
4. Willpower or Independent Will
Willpower refers to our determination,
our resoluteness - our ability to act based
solely on our self-awareness. We ask
ourselves, “Am I really willing to to the
distance on my mission statement?” “Am I
willing to walk my talk?” “Am I really willing
to put first things first in spite of external
distractions and pressures?” “Am I going to
live a life of total integrity?”
32

33. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
Developing a mission statement is
foundational to Habit 2, Begin with the
End in Mind. It sets general guidelines
for our life based on our values and our
roles and goals. There are four basic
characteristics of good mission
statements, whether they be personal,
family, or organizational mission
statements.
33

34. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
1. A mission statement should be timeless and
changeless. Because goals are not
timeless, they should not be included.
Mission state- ments should be based
upon unchanging core principles that
operate regardless of present realities or
situations. This changeless core will
enable us to live with changes inside
other people and inside the environment. As
our consciousness grows and we mature,
we will gradually strengthen, deepen, and
improve our mission statement.
Nevertheless, we should always initially write
our mission statement as if 34 will never
it

35. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
2. A mission statement should deal with both
ends and means. Ends have to do with what
we are about. Means have to do with how
we go about achieving those ends. Principles
are what we implements to achieve those ends.
Ends and means are inseparable. In truth,
ends preexist in the means. “You’ll never
achieve a worthy end through unworthy
means.”
35

36. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
3. A mission statement should deal with all
four of our basic needs:
a. To live (our physical and economic
needs)
b. To love and to be loved (our cultural
and social ends)
c. To learn (our needs to grow,
develop, be recognized, and be
useful) d. To leave a legacy
(our spiritual need for
meaning, for feeling that life matters,
that we add value and make a
difference. 36

37. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
4. A mission statement should deal with all the
significant roles of our life, such as a parent,
teacher, manager, neighbour, and so forth.
“Internalizing” our
mission statement will also help us get a
clear understanding of what is truly
important. Goethe once said, “Things which matter
most must never be at the mercy of things which
matter least.” This means that we learn how to
say no at appropriate times. Every time we
say yes to something that is of little or no
importance, we are saying no to something
that is more important. Almost every day,
most of us are caught in circum- stances
where we should say no but don’t. We often 37 lack

38. S IX L EVELS OF I NITIATIVE
6
Use own judgement, not necessary to report
5
Use own judgement, report routinely
4
Use own judgement, report immediately
3
Bring recommendations
2
Ask for instructions
1
Wait for instructions
38

39. Urgent Not Urgent
I II
. Crisis . Preparation
Important
. Pressing problems . Prevention
. Deadline-driven projects, . Values clarification
meetings, preparations . Planning
. Relationship building
. True re-creation
. Empowerment
III IV
Not Important
. Interruptions, some . Trivia, busywork
phone calls . Some phone calls
. Some mail, some reports . Time wasters
. Some meetings . “Escape” activities
. Many proximate, . Irrelevant mail
pressing matters . Excessive TV
. Many popular activities
39

40. P ERSONAL I MMUNE S YSTEM
Time wasters Duplicity
Live the Seven Habits
Spend time Maintain reserve
in Quadrant II capacity
Interruptions Unkindness
Be resilient
Follow correct
principles Empower and
serve others
Pressing Violated
Control own life Communicate expectations
problems
Empathically
Maintain high
Emotional Bank Synergize with
Account with self others using a
Crises and others win-win approach Outside stress
and pressures
40

41. KEEP PROMISES
APOLOGIZE
UNDERSTAND
OTHERS
CLARIFY
EXPECTATIONS
TREAT OTHER LOYALITY TO THE
KINDLY ABSENT
E MOTIONAL B ANK
A CCOUNT
41