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Cameron Thomas
Cameron Thomas

7 Habits Of Highly Effective People

The book opens with an explanation of how many individuals who have achieved a high degree of outward success still find themselves struggling with an inner need for developing personal effectiveness and growing healthy relationships with other people.

7 Habits Of Highly Effective People

Whereas habit one encourages you to realize you are in charge of your own life, and habit two is based on the ability to visualize and to identify your key values, habit three is the implementation of these two habits. It focuses on the practice of effective self-management through independent will. By asking yourself the above questions, you become aware that you have the power to significantly change your life in the present.

At its core, synergy is a creative process that requires vulnerability, openness, and communication. It means balancing the mental, emotional, and psychological differences between a group of people and, in doing so, creating new paradigms of thought between the group members. This is where creativity is maximized. Synergy is effectiveness as an interdependent reality. This involves teamwork, team building, and the creation of unity with other human beings.

Everyone is constantly striving to be more productive. Cultivating the habits of highly productive people can help you maximise your productivity and achieve great things in life.

So, what makes someone productive? What are the habits of productive people? Learning from your mistakes and visualising success are two key habits that can help you become more productive in the short and long-term.

Habit 3: Put First Things First is about time management. The Time Matrix provides a model for identifying and prioritizing tasks based on urgency and importance. Truly effective people ensure the most meaningful tasks related to their personal mission statement are accounted for in weekly and daily planning.

In living Habit 4: Think Win-Win, people work effectively and efficiently with others to achieve optimal results. Society fosters competitive and selfish behaviors that produce win-lose or even lose-lose outcomes. A win-win mentality is a balancing act between courage and consideration that ensures true collaboration takes place in all conflicts.

The problem with relying on the Personality Ethic is that unless the basic underlying paradigms are right, simply changing outward behavior is not effective. We see the world based on our perspective, which can have a dramatic impact on the way we perceive things. For example, many experiments have been conducted in which two groups of people are shown two different drawings. One group is shown, for instance, a drawing of a young, beautiful woman and the other group is shown a drawing of an old, frail woman. After the initial exposure to the pictures, both groups are shown one picture of a more abstract drawing. This drawing actually contains the elements of both the young and the old woman. Almost invariably, everybody in the group that was first shown the young woman sees a young woman in the abstract drawing, and those who were shown the old woman see an old woman. Each group was convinced that it had objectively evaluated the drawing. The point is that we see things not as they are, but as we are conditioned to see them. Once we understand the importance of our past conditioning, we can experience a paradigm shift in the way we see things. To make large changes in our lives, we must work on the basic paradigms through which we see the world.

The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness that is centered on principles and character. Inside-out means that the change starts within oneself. For many people, this approach represents a paradigm shift away from the Personality Ethic and toward the Character Ethic.

To make the choice to become interdependent, one first must be independent, since dependent people have not yet developed the character for interdependence. Therefore, the first three habits focus on self-mastery, that is, achieving the private victories required to move from dependence to independence. The first three habits are:

The first habit of highly effective people is proactivity. Proactive people are driven by values that are independent of the weather or how people treat them. Gandhi said, "They cannot take away our self respect if we do not give it to them." Our response to what happened to us affects us more than what actually happened. We can choose to use difficult situations to build our character and develop the ability to better handle such situations in the future.

In our area of concern, we may have direct control, indirect control, or no control at all. We have direct control over problems caused by our own behavior. We can solve these problems by changing our habits. We have indirect control over problems related to other people's behavior. We can solve these problems by using various methods of human influence, such as empathy, confrontation, example, and persuasion. Many people have only a few basic methods such as fight or flight. For problems over which we have no control, first we must recognize that we have no control, and then gracefully accept that fact and make the best of the situation.

Medical Directors in the pharmaceutical industry are responsible for fulfilling multiple roles, including scientific expert, conscience keeper and people leader, as well as being the external face of the organisation. The capabilities described in the book The 7 Habits of Highly Effective People are not just the integral qualities of a successful leader, they are important capabilities that are critical to becoming an impactful medical leader too. As scientific, functional and enterprise leaders, country and cluster Medical Directors must possess these seven qualities. Each of the seven habits can be adapted and utilised to shape the specific areas that Medical Directors are responsible for: intuitive creativity, patient centricity, prioritisation, enterprise leadership, communication and behavioural change, building a team, partnering and scientific and technological leadership. To excel in their function, current and future Medical Directors need to sharpen their existing skills and build specific capabilities. Energy management in physical, mental, emotional and spiritual domains is the way forward.

Stephen Covey's Seven Habits are a simple set of rules for life - inter-related and synergistic, and yet each one powerful and worthy of adopting and following in its own right. For many people, reading Covey's work, or listening to him speak literally changes their lives. Covey's thinking is powerful stuff indeed and highly recommended.

Everyone has habits. Some of these habits are good habits, some are bad habits and some habits have little to no impact on your daily life. Too much of the time, people are unaware of their habits. Sometimes you write them off as unchangeable characteristics of your personality but other times you may be entirely unaware that they exist. These habits may be obvious to everyone around you but if you do not sit back and examine them, you find that you have dangerous habits that develop without your full awareness.

This is in your best interest because when you have a bigger network of effective people working on a problem, you are more likely to come up with a viable, creative solution while expending less energy. The knowhow that each person brings to the table can be fostered to create a scenario in which you do not have several individuals on a team but one team made up of several individuals. The difference may sound pedantic but the results are astounding.

Leadership is all about communication and communication is all about finding a positive and effective voice. Once you have found your own voice, you should use it to create situations where the communication helps to inspire other people to find their voice. When everyone has a voice, it is easier to continue down a path towards a shared vision.

Despite the huge number of books that have been written and published since The 7 Habits of Highly Effective People, it remains a book that people return to again and again. Because as the key message of the book suggests, you must master certain basic habits before you can move on to bigger and brighter things. Covey serves up these basic lessons on a highly informative and emotionally moving platter.

Theseven habits are not intended to be a formula that we canjust apply and be "better". Stephen Covey says that the seven habits build on each other to create personal andinterpersonal effectiveness.The seven habits are divided into two groups of three which focus on:"Private Victory" (personal change), and"Public Victory" (interacting with others).According to Covey it's essential to master personal change before we can enjoy success outside ofourselves and with others.If you're paying attention you'll realize that one habit is missing from this formula. The last habit (number 7) focuses on sustaining these habits and continuing development.Habit 1: Be ProactiveBeing proactive is more than just taking action. In this first habitStephen Covey tells us we are responsible for our reactions to people orevents. We are Response-able and have Response-abilitybecause we have the ability to consciously choose how we respond to anysituation.Stephen Covey makes the point that humans can think thingsthrough and don't need to be caught up in simple stimulus --> responsepatterns like Pavlov's dogs. To be proactive is to choose your responserather than relying on instinctive reactions.So, what's your Response-abilitylike? Stephen Covey introduces the story of Viktor Frankl to emphasisethe point that we have the freedom to choose our response to whateverhappens to us. Frankl was a psychiatrist and is well known for histheory of Logotherapy and publishing "Man's Search for Meaning". Whileenduring Nazi concentration camps Frankl realised that we can alwayschoose our response, no matter what happens to us."Man's Search forMeaning" is essential reading, by the way, and should be high on yourlist. It's an easy powerful read.People who do notconsider their reactions are reactive and often blame others or thingsoutside of themselves for what happens. They don't take anyresponsibility. They'd say I failed the paper because the examiner doesn't like me.Proactive people take responsibility for their response, often lookingfor what they can learn from what happened. They might say I failed the paper...maybe I didn't spend enough time learning, or didn't plan my time. What can I do differently next time?The Circle of InfluenceTohelp you develop proactivity Stephen Covey introduces the concept ofthe Circle of Concern and Circle of Influence.He says proactive peoplefocus their time and energy in the Circle of Influence where they workon things they can do something about.This is a powerful metaphor and Iuse it often in organizations involved with change. It's a tool thathelps people identify what's important and what they can do topositively influence their future rather than feeling like a pawn on achessboard.Habit 2: Begin With The End In MindWhen I read The Seven Habits of Highly Effective People Iwas struck by the wonderful metaphors that Stephen Covey uses to help usunderstand the points he makes. For example, he talks about how easy itis to get caught up in the busy-ness of life, working hard to climb theladder of success, only to discover that all this time the ladder hasbeen leaning against the wrong wall. I find this a very simple andpowerful image.It's this metaphor that Stephen Covey usesto describe Habit 2, Begin With The End In Mind. It's a simple ideareally and is about making an effort to start with a clear understandingof your destination and where you are going. Making sure your ladder isup against the right wall before you start climbing. 041b061a72


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