To make habits, we need to develop all three components, knowledge, skill and desire.
The tip of the iceberg (personality) is what people first see. Although image, techniques adn skills can influence your outward success, the weight of real effectiveness lies in good character.
4 levels of leadership
personal, grows out of trustworthiness (a blance of high character and high competence) interpersonal, built on trust
managerial, empowerment to produce desired results
The maturity continuum
private victory – learn self mastery and self discipline habit 1: be proactive
habit 2: begin with the end in mind
habit 3: put first things first
public victory – build deep, lasting, highly effective relationships with other people habit 4: think win-win
habit 5: seek first to understand, then to be understood habit 6: synergize
Three-person teaching: 1st person share the knowledge, 2nd person teaches new knowledge, thru process of capture, expand and apply to 3rd person who receives added-value knowledge
Basic change model: as we look at ad work on these elements in light of principles, we can change the results we achieve. Each of the 7 habits is based upon and incorporates one or more: principles upon which the habit is based. Natural laws or fundamental truths. paradigms that are aligned with principles. The way an individual perceives, understands and interprets the surrounding world; a mental map. processes or thoughts and behaviours that affect the results we achieve. Related series or routines of mental or physical activities.
We are not in control, principles control. We control our actions, but the consequences that flow from these actions are controlled by principles.
Individuals are products of learning and experience, and no two individuals share the same knowledge base or the same set of experiences. Consequently, no two people share identical paradigms.
The social mirror is a metaphor for the way we see ourselves because others reflect their perceptions, opinions and paradigms about us through their words and behaviours.
Self-fulfilling prophecy – what we believe about ourselves and others – influences our self-perception, behaviours and performance. If we think someone is incapable, we may be overly helpful and protective. Fearing his or her failure,, we may deny that person opportunities we might freely provide to people whom we perceive as capable. If we perceive someone as intelligent, we may challenge and affirm him or her.
The change cycle: paradigms> influence processes we use>behaviours we choose>results>meet or fail stakeholder needs>paradigms. To continuous improve our effectiveness in meeting and exceeding stakeholder needs, we constantly challenge our paradigms. As we align ourselves with principles, we are more likely to succeed and make predictable and effective choices in a changing environment.
Effectiveness is a balance of production – the desired results produced and prodcution capability – maintaining, preserving, and enhancing the resources that produce the desired results. The most important resource available to any organization is the relationships among its people.
You cant talk your way out of problems you behaved yourself into.
An easy way to explain paradigms is to see them as maps. Maps or other representations are never complete. They lack dimension, totality and accuracy. Similarly, paradigms are never complete. Individuals never fully understand another's frame of reference, know all the details or have all the facts straight. Consequently, no two people share identical paradigms.
A paradigm shift is a change inthinking that comes when we gain...