The Seven

Habits
Stephen R. Covey


















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The Seven Habits of Highly Effective People

first published in 1989, is a self-help book written by Stephen R. Covey. It has sold over 15
million copies in 38 languages since first publication, which was marked by the release of a 15th
anniversary edition in 2004. Covey argues this is achieved by aligning oneself to what he calls
"true north" principles of a character ethic that he believes to be universal and timeless.[1]









The 7 Habits
Dependence to Independence

Habit 1: Be Proactive: Principles of Personal Choice
Habit 2: Begin with the End in Mind: Principles of Personal Vision
Habit 3: Put First Things First: Principles of Integrity & Execution
Independence to Interdependence

Habit 4: Think Win/Win: Principles of Mutual Benefit
Habit 5: Seek First to Understand, Then to be Understood: Principles of Mutual Understanding
Habit 6: Synergize: Principles of Creative Cooperation
Continual Improvement

Habit 7: Sharpen the Saw: Principles of Balanced Self-Renewal




The chapters are dedicated to each of the habits, which are represented by the following
imperatives:




Habit 1 -
BE PROACTIVE

This is the ability to control one's environment, rather than have it control you, as is so often the
case. Self determination, choice, and the power to decide response to stimulus, conditions and
circumstances.


Principles of Personal Choice: Covey emphasizes the original sense of the term "proactive" as
coined by Victor Frankl. You can either be proactive or reactive when it comes to how you
respond to certain things. When you are reactive, you blame other people and circumstances for
obstacles or problems. Being proactive means taking responsibility for every aspect of your life.
Initiative and taking action will then follow. Covey also argues that man is different from other
animals in that he has self-consciousness. He has the ability to detach himself and observe his
own self; think about his thoughts. He goes on to say how this attribute enables him: It gives him
the power not to be affected by his circumstances. Covey talks about stimulus and response.
Between stimulus and response, we have the power of free will to choose our response.




Habit 2 -
BEGIN WITH THE END IN MIND

Covey calls this the habit of personal leadership - leading oneself, that is, towards what you
consider your aims. By developing the habit of concentrating on relevant activities you will build
a platform to avoid distractions and become more productive and successful.

Principles of Personal Vision:
This chapter is about setting long-term goals based on "true north" principles. Covey
recommends formulating a "Personal Mission Statement" to document one's perception of one's
own vision in life. He sees visualization as an important tool to develop this. He also deals with
organizational mission statements, which he claims to be more effective if developed and
supported by all members of an organization rather than prescribed.



Habit 3 -
PUT FIRST THINGS FIRST

Covey calls this the habit of personal management. This is about organizing and implementing
activities in line with the aims established in Habit 2. Covey says that habit 2 is the first, or
mental creation; habit 3 is the second, or physical creation.


Principles of Integrity & Execution:
Covey describes a framework for prioritizing work that is aimed at long-term goals, at the
expense of tasks that appear to be urgent, but are in fact less important. Delegation is presented
as an important part of time management. Successful delegation, according to Covey, focuses on
results and benchmarks that are to be agreed in advance, rather than on prescribing detailed work
plans. Habit three is greatly expanded on in the follow on book First Things First.



Habit 4 -
THINK WIN-WIN

Covey calls this the habit of interpersonal leadership, necessary because achievements are
largely dependent on co-operative efforts with others. He says that win-win is based on the
assumption that there is plenty for everyone, and that success follows a co-operative approach
more naturally than the confrontation of win-or-lose.


Principles of Mutual Benefit:
An attitude whereby mutually beneficial solutions are sought that satisfy the needs of oneself as
well as others, or, in the case of a conflict, both parties involved.
Habit 5 - Principles of Mutual Understanding: Covey warns that giving out advice before having
empathetically understood a person and their situation will likely result in that advice being
rejected. Thoroughly listening to another person's concerns instead of reading out your own
autobiography is purported to increase the chance of establishing a working communication.



Habit 6 -
SYNERGIZE

Covey says this is the habit of creative cooperation - the principle that the whole is greater than
the sum of its parts, which implicitly lays down the challenge to see the good and potential in the
other person's contribution.


Principles of Creative Cooperation:
A way of working in teams. Apply effective problem solving. Apply collaborative decision
making. Value differences. Build on divergent strengths. Leverage creative collaboration.
Embrace and leverage innovation. It is put forth that when synergy is pursued as a habit, the
result of the teamwork will exceed the sum of what each of the members could have achieved on
their own. The whole is greater than the sum of its parts.



Habit 7 -
SHARPEN THE SAW

This is the habit of self renewal, says Covey, and it necessarily surrounds all the other habits,
enabling and encouraging them to happen and grow. Covey interprets the self into four parts: the
spiritual, mental, physical and the social/emotional, which all need feeding and developing.


Principles of Balanced Self-Renewal:
Focuses on balanced self-renewal: Regain what Covey calls "production capability" by engaging
in carefully selected recreational activities. Covey also emphasizes the need to sharpen the mind.




Abundance mentality

Covey coined the term[citation needed] abundance mentality or abundance mindset, meaning a
business concept in which a person believes there are enough resources and success to share with
others, when looking at optimistic people. It is commonly contrasted with the scarcity mindset,
which is founded on the idea that, given a finite amount of resources, a person must hoard their
belongings and protect them from others. Individuals with an abundance mentality are supposed
to be able to celebrate the success of others rather than be threatened by it.[2]

A number of books appearing in the business press since then have discussed the idea.[3] The
abundance mentality is believed to arrive from having a high self worth and security, and leads
to the sharing of profits, recognition and responsibility.[4] Organizations may also apply an
abundance mentality while doing business.[5]

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