The 7 Habits of Highly Effective People

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The 7 Habits of Highly Effective People

• Habit 3 Put first things first
• Habit 4 Think Win/Win
• By
• Dong Cui
• Steve Hotz
• Svetlana Bickovska

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Put First Things First
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Put First Things First

• Question 1 What one thing could you (you are not
  doing now) that if you did on a regular basis,
  would make a tremendous positive difference in
  your personal life?

• Question 2 What one thing in your business or
  professional life would bring similar results?

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Principles of Personal Management

• Habit 1 is based on the four unique human
  endowments of imagination, conscience,
  independent will, and self-awareness.
• Habit 2 is based on imagination and conscience.
• Habit 2 is the first/mental creation.
• Habit 3 is the second/physical creation.

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The power of independent will

• It is the ability to make decisions and choices
  and to act in accordance with them.
• It is the ability to act rather than to be acted
  upon, to proactively carry out the program we
  have developed through the other three
  endowments.

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Four Generations of Time Management

• First notes and checklists.
• Second calendars and appointment books.
• Third add important ideas to preceding
  generations, and comparing the relative worth of
  activities based on the relationship
• Four focus on preserving and enhance
  relationships and on accomplishing results.

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Quadrant ?

• The essential focus of the fourth generation of
  management can be captured in the time management
  matrix diagrammed.
• The two factors that define an activity are
  urgent and important.
• Urgent-need immediate attention
• Importance-deal with results.

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Time management matrix
important
not important
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What It Takes To Say No

• You have to be proactive to work on Quadrant ?
  because Quadrant ? and ? work on you. To say
  yes to important Quadrant ? priorities, you
  have to learn to say no to other activities,
  sometimes apparently urgent things.

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What It Takes To Say No (Cont..)

• Its almost impossible to say no to the
  popularity of Quadrant ? or to the pleasure of
  escape to Quadrant ? if you dont have a bigger
  yes burning inside.

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The Quadrant ? Tool

• Coherence
• Balance
• Quadrant ? focus
• A people dimension
• Flexibility
• Portability

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Becoming a Quadrant ? Self-Manager

• Identifying roles
• Selecting goals
• Scheduling
• Daily adapting

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Advances of the Fourth Generation

• Principle-centered.
• Conscience-directed
• Defines your unique mission, including values and
  long-term goals
• Helps you balance your life by identifying roles,
  by setting goals and scheduling activities in
  each key role every week
• Gives greater context through weekly organizing

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The Quadrant ? Paradigm-some suggestions

• Identify a Quadrant ? activity you know had been
  neglected in your life.
• Draw a time management matrix and try to estimate
  what percentage of your time you spend in each
  quadrant
• Make a list responsibilities you could delegate
  and the people you could delegate to or train to
  be responsible in these areas
• Organize your next week

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Suggestions Cont

• Commit yourself to start organizing on a weekly
  basis and set up a regular time to do it
• Either convert your current planning tool into a
  fourth generation tool or secure such a tool
• Go through A Quadrant ? Day at the Office for a
  more in-depth understanding of the impact of a
  Quadrant ? paradigm

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Related to PM

• Time management
• Risk management

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Paradigms of Interdependence

• The Emotional Bank Account
• First Imagine that each person with which you
  have a relationship of some kind has an emotional
  bank account.
• A deposit would be when you pick up a couple
  skateboard magazines for your son on your way
  home.
• A withdrawal would be when you make a promise to
  come watch his baseball game, but you do not show
  up.
• The goal is to get as much money in your
  emotional bank accounts as possible

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Six Major Deposits

• Ways that you can make deposits in emotional
  bank accounts are as follows
• 1.Understanding the Individual
• From Covey?"I have a friend whose son developed
  an avid interest in baseball. My friend wasn't
  interested in baseball at all. But one summer, he
  took his son to see every major league team play
  one game. The trip took over six weeks and coast
  a great deal of money, but it became a powerful
  bonding experience in their relationship.??My
  friend was asked on his return, "Do you like
  baseball that much?"??"No," he replied, "but I
  like my son that much.
• 2.Attending to Little Things
• 3.Keeping Commitments
• 4.Clarifying Expectations
• 5.Showing Personal Integrity
• 6.Apologizing Sincerely When you Make a Withdrawal

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Problems are Opportunities

• Covey suggests that we view our problems as
  opportunities.
• In an interdependent situation, every problem
  is a opportunity a chance to build the Emotional
  Bank Accounts that significantly affect
  interdependent production.

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The Habits of Interdependence

• With the paradigm of the Emotional Bank Account
  in mind we can now shift our focus to the habits
  of Public Victory.

• Private Victory
• Be Proactive
• Begin with the End in Mind
• Put First Things First

Public Victory 4. Think Win/Win 5. Seek First to
Understand Then to be Understood 6. Synergize
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Think Win/Win
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Six Paradigms of Human Interaction

• Win/win mutual benefits
• Win/lose authoritarian approach, use of power
• Lose/win giving in or giving up, no demands, no
  expectations
• Lose/lose miserable person thinks everyone
  should be miserable too, philosophy of war.
• Win thinking of securing your own ends and
  leaving to others to secure theirs
• Win/win or No deal higher expression of win/win

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Win/Win or No Deal

• Synergistic solution something that neither of
  the sides could come up with on their own
• If both sides dont win, it is better to have no
  deal than live with the decision, that isnt
  right for both
• It is most realistic in the beginning of a
  business relationship, since in a continuing
  process it might not be a viable option.

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Which Option is Best?

• It depends
• Relationship importance VS Task importance
• In the long run, if it isnt a win for both
  sides, they both lose.

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Five dimensions of win/win
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Five dimensions of win/winCharacter

• Character is the foundation of Win/Win. There
  must be integrity in order to establish trust in
  the relationship and to define a win in terms of
  personal values. A key trait is the abundance
  mentality that there is plenty for everybody (v.
  the Scarcity Mentality). The abundance mentality
  flows from a deep inner sense of personal worth
  and security.

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Character

• Integrity. The value we place on ourselves.
• Maturity. The balance between courage and
  consideration.
• Abundance Mentality. There is plenty out there
  for everybody.

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Five dimensions of win/winRelationships

• Relationships are the focus on Win/Win. Whatever
  the orientation of the person you are dealing
  with (Win/Lose, etc.), the relationship is the
  key to turning the situation around. When there
  is a relationship of trust and emotional bank
  account balances are high, there is a much
  greater probability of a successful, productive
  interaction. Negative energy focused on
  differences in personality or position is
  eliminated positive, cooperative energy focused
  on understanding and resolving issues is built.

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Five dimensions of win/winAgreements

• Performance agreements or partnership agreements
  give definition and direction to Win/Win. They
  shift the paradigm of production from vertical
  (Superior - Subordinate) to horizontal
  (Partnership/Team). The agreement should include
  elements to create a standard by which people can
  measure their own success.

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Five dimensions of win/winAgreements (contd)

• Four kinds of consequences (rewards and
  penalties)
• - financial (income, stock options, allowances,
  penalties)
• - psychic (recognition, approval, respect,
  credibility or the loss of them)
• - opportunity (training, development, perks)
• - responsibility (scope and authority enlarged
  or diminished)

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Five dimensions of win/winSupportive Systems

• The Supportive System is a key element in the
  Win/Win model. If the outstanding performance of
  a few is rewarded, the other team members will be
  losers. Instead, develop individual achievable
  goals and team objectives to be rewarded.

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Five dimensions of win/winProcesses

• The Win/Win process has four steps.
• See the problem from the other point of view, in
  terms of the needs and concerns of the other
  party.
• Identify the key issues and concerns (not
  positions) involved.
• Determine what results would make a fully
  acceptable solution.
• Identify new options to achieve those results.

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Relation to Project management

• Communication
• Conflict management
• Procurement management

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Questions
Thank You