This slideshow outlines one of habits taken from Covey's "The Seven Habits of Highly Effective People."

1. 7 Habits of Highly
Effective People:
s
lues ciple
Va Prin ie s
r io r i t
First Things
P
Rel Mon
atio ey
First
nsh
ips
HE 814:
Organization and Administration
of Higher Education

2. Interdependence
Seek
First
to
Understand,
…Then
to
be PUBLIC Synergize
Saw
Understood
VICTORY 6
n
the
5
4 Think
Win/Win
arpe
Independence
7 Sh
3 Put
First
Things
First
1 PRIVATE 2
Be
ProacHve
VICTORY Begin
with
the
End
in
Mind
Dependence

3. Independence
Put
First
n
3 “Make
and
tio
Things
First
Ac
keep
a
PRIVATE promise.”
1 2
VICTORY
7
Begin
with
Be
ProacHve
the
End
in
Mind
Freedom to Choose Choice
Dependence

4. s
es
alu rin
PrioriHe
Rela
V P ci ple
s Hons
h ips
Put
First
Things
First
es
enc
se qu
Con
Principles Values
“Principles are external “Values are internal
and concrete.” and subjective.”
“You can avoid reality, but you cannot avoid the
consequences of avoiding reality.” -Ayn Rand

5. Success? Purpose
“The Common Denominator of Success”
-E. N. Gray

6. Forming “the habit of doing things failures
don’t like to do.” -E. N. Gray
Why do successful people do things they don’t like
to do?
Successful people influence
desire for pleasing results
Failures influence desire for pleasing methods
“Satisfied with such results as can be obtained by
doing things they like to do.”
Men are creatures of habit/machines of momentum
Habit is momentum in the abstract

7. THREE GENERATIONS OF TIME MANAGEMENT
STRENGTH WEAKNESS
1.
Ability
to
adapt
“Go
with
the
flow” 1.
No
real
structure-­‐
crisis
to
crisis
2.
Responsive
to
people 2.
Commitments
to
others
ignored
1ST 3.
Less
stress or
forgo_en
GENERATION 3.
“First
things”-­‐those
things
right
in
front
of
you
1.
Tracks
commitments
and
1.
Puang
schedule
over
people
appointments 2.
What
you
want;
not
what
you
2ND 2.
More
accomplished
through
goals
need
or
what
is
fulfilling
and
planning 3.
People
means/barriers
to
goals
GENERATION 3.
More
effecHve
meeHngs 4.
“First
things”-­‐those
things
on
the
schedule
1.
Assumes
responsibility
for
results 1.
You
are
in
control?
Rather
than
2.
Connects
with
values natural
laws
or
principles
3RD 3.
Power
of
long-­‐,
medium-­‐,
short-­‐ 2.
Values
aligned
with
principles?
term
goals 3.
Power
of
vision
untapped
GENERATION 4.
Gives
structure
to
life 4.
Schedule
over
people
5.
“First
things”-­‐urgency
and
values

10. SEE/DO/GET CYCLE
SEE
Cow (Paradigm)
tipping!
DO
GET
(Attitudes and
(Results)
Behaviors)

11. DIRTY DELEGATION
“The best executive is the one who has the sense
enough to pick good men to do what he wants
done, and self-restraint enough to keep from
meddling with them while they do it.”-T. Roosevelt
Refusing to relax and let go.
Faith in the one to whom you delegate
Release from the desire to do it better yourself
Relaxation from the obsession that it has to be
done your way.
Patience in the desire to do it faster yourself
Vision to develop others with delegation freedom

12. URGENCY ADDICTION
Adrenaline rush of handling crises-we become
dependent on it for a sense of excitement and energy
Let’s be honest-exhilarating, useful, successful,
validated, and we’re good at it!
Instant gratification
The fix-when it’s not there, we seek it (for motion)
Busyness is where we get our security
Good excuse for not dealing with “first things”
0-25 = low
26-45 = strong
46+ = addiction

13. TIME MANAGEMENT MATRIX
URGENT NOT
URGENT
I II
QUALITY
1.
Crises 1.PreparaHon
2.
Pressing
problems 2.
PrevenHon
3.
Deadline-­‐driven
projects,
3.
Values
clarificaHon
IMPORTANT
meeHng,
preparaHon 4.
Planning
4.
Irate
student 5.
RelaHonship
Building
5.
Heart
surgery 6.
True
Re-­‐creaHon
7.
Empowerment
III IV
DECEPTION WASTE
1.
InterrupHons,
some
phone
calls
2.
Some
mail,
some
reports 1.
Trivia
NOT
3.
Some
meeHngs 2.
Busywork
IMPORTANT 4.
Many
proximate
pressing
ma_ers 3.
Some
phone
calls
5.
Many
popular
acHviHes 4.
Time
wasters
6.
Other
people’s
prioriHes
&
5.
“Escape”
acHviHes
expectaHons

14. QUADRANT II SELF-MANAGER
Goal: Manage our lives effectively from a center of
sound principles, knowledge of personal mission, focus on
important and urgent, and with a P/PC balance.
Four key activities P = do
PC = ability to do
Identifying roles
Selecting goals
Scheduling
Daily adapting

16. FINAL THOUGHTS
Think...effectiveness with people/efficiency with things
We accomplish everything through delegation-time/$
Any plan will work, but you must work a plan.
The secret is to focus on importance, not urgency