7 HABITS OF HIGHLY EFFECTIVE PEOPLE

SUMMARY

SUBMITTED BY :

• HIBA AAMIR
• ERUM AMANULLAH
• AMNA KALEEM
• HUSSAIN SHABBIR
• MUNEEB

SUBMITTED TO : MA’AM AMBREEN SHAUKAT

 INTRODUCTION

In his #1 blockbuster, Stephen R. covey displayed a system for individual viability.

Coming up next is a rundown of the initial segment of his book, finishing up with a
rundown of the seven properties.

The 7 Habits of Highly Effective People, Covey's best‐known book, has sold in
excess of 15 million duplicates worldwide since its first production in 1989. Bunch
contends against what he calls "The Character Ethic", something he sees as
predominant in numerous advanced self‐help books. He advances what he names
"The Character Ethic": adjusting one's qualities to so‐called "general furthermore,
immortal" standards. Brood stubbornly will not puzzle standards and qualities; he
considers standards to be outer characteristic laws, while qualities stay inward
and emotional. Brood broadcasts that qualities oversee individuals' conduct, yet
standards eventually decide the outcomes. Bunch introduces his lessons in a
progression of propensities, showing as a movement from reliance by means of
freedom to reliance. Our character is a gathering of our propensities, and
propensities have an incredible job in our lives. Propensities comprise of learning,
aptitude, and want. Information enables us to comprehend what to do, aptitude
gives us the capacity to realize how to do it, and want is the inspiration to do it.

The all seven properties have been discussed below as a summary of each habit.
HABIT ONE – BE PROACTIVE
You won’t find it in an ordinary dictionary, but the word is common now in
management literature: Proactivity means that as human beings, we are
responsible for our own lives.

Focus on the things you can actually do something about. Change starts from
within, and highly effective people make the decision to improve their lives
through the things that they can influence rather than by simply reacting to
external forces.

On the off chance that we think our lives are a component of our conditions, it is
on the grounds that we have, by cognizant choice or as a matter of course, picked
to engage those things to have authority over us - we have let ourselves become
receptive. Receptive individuals are frequently influenced by the climate,
proactive individuals convey their own climate with them.

So Being proactive methods perceiving our obligation to get things going. The
individuals who end up with the steady employments are the individuals who
hold onto the activity to do anything that is fundamental, reliable with right
standards, to take care of business.

As you become more proactive, you will make mistakes. While we choose our
actions freely, we cannot choose their consequences - which are governed by
natural law, out in our circle of concern. The proactive approach to a mistake is to
acknowledge it instantly, correct it, and learn from it.
HABIT 2 -BEGIN WITH THE END IN MIND
The second habit of effectiveness is to begin with the end in mind. It means to
know where you’re going so as to understand where you are now, and take your
next step in the right direction. It’s easy to get caught up in an activity trap in the
busyness of life, to work harder and harder at climbing the ladder of success only
to discover it’s leaning against the wrong wall. We may be very efficient by
working frenetically.

Start all that you do with a reasonable image of your extreme objective. Build up
a principle‐centered individual statement of purpose. Expand the mission
articulation into long‐term objectives dependent on close to home standards.
To begin with the end in mind requires a clear vision of your destination, and
where you now are. Then you can clarify what needs to yet be done to get where
you’d like to end up. It’s easy to get so caught up in climbing the ladder of success
that you fail to make sure the ladder is leaning against the right wall. It’s easy to
be busy without being effective, to score many hollow victories at the expense of
critical events. We may be very busy, we may even be very efficient, but we will
only be truly effective when we begin with an end in mind.

Beginning with the end in mind is based on the principle that all things are
created twice. There’s a mental or first creation, and a physical or second
creation. The first creation can be either by conscious design, or as a result of
outside pressures. We can create our own script or reactively live the scripts
others create.

Example: Clearing a jungle. The managers are there directing the workers and
getting them to sharpen their saws, exercise to develop the right muscles and
improving the efficiency of the workers. Leaders are climbing the highest tree,
surveying the situation and yelling out “Wrong jungle!” The managers respond,
“Who cares? Look at how efficiently we’re clearing away the undergrowth.”
Effectiveness doesn’t depend solely on how much effort we expend, but also on
whether or not we are in the right jungle. No management success can
compensate for failure in leadership. A particularly effective way to get into the
habit of beginning with the end in mind is to write your own mission statement,
philosophy or creed. This should focus on what you want to be (character), do
(contributions & achievements) and on the values or principles upon which being
and doing are based.

A mission statement is a personal constitution. It is a written standard, the key

criterion by which everything is evaluated and directed. It becomes the basis by
which decisions are made on a day to day basis. It is a basic direction from which
to set long-term and short-term goals.

The ideal situation is to center our lives on correct principles. Correct principles
do not change, and do not react to anything. They are deep, fundamental truths
that are consistent, exacting and timeless. They do not require recognition for
their validity. And best of all, they can be validated in our own lives. Principle-
centered living provides wisdom and guidance in that we see things as they really
are, have been and will be. The power of this type of living comes from freedom
of the influence of other people’s attitudes. The wisdom of principle-centered
living means that we have the correct perspective on events that occur.

A mission statement is not something you write overnight. It will take careful
thought and many hours of introspection to produce. Yet, the process of writing
one is as important as the product itself. And it will need to be rewritten and
reviewed regularly to take into account additional insights or changing
circumstances. Developing a mission statement calls for use of both sides of the
brain. The left hemisphere of the brain is logical, dealing with words and specifics.
The right hemisphere is more intuitive and creative, dealing with pictures and
relationships.

“ it’s incredibly easy to get caught up in an activity trap , in the busyness of life ,
to work harder and harder at climbing the ladder of success only to discover
that it’s leaning against the wrong wall.” – Stephen Covey
Habit Three : Put First Things First
We should have the discipline to prioritize our day-to-day actions based on what
is most important thing to be done. This habit is all about achieving our goals and
going towards those priorities on moment to moment basis. We should have the
will power to do something when we don’t want to do it. We have to act upon
our values rather than our desires.

The main key is not to prioritize what’s on schedule , but to schedule your
priorities.

We can distribute our work in time management matrix : important and urgent

If we focus on Quadrant I and spend our time managing crises and issues, it
keeps will get bigger and bigger. This leads to stress and anxiety.

If we focus on Quadrant III, we spend most of our time reacting to matters that
seem urgent. This leads to short-term focus, feeling out of control, and shallow or
broken relationships.
If we focus on Quadrant IV, we are basically leading an irresponsible life. This
often leads to getting fired from jobs and being highly dependent on others.

Quadrant II is at the heart of effective personal management. It deals with things

like building relationships, long-term planning, exercising, preparation -- all things
we know we need to do but somehow we get around to actually doing because
they don't feel urgent.

If we have to focus on quadrant II we have to learn to say no to other activities

some may seems like urgent.

Habit Four : THINK WIN / WIN

we have to create Win-Win situations that are mutually beneficial and satisfying
to both the parties.

there are six paradigms of human interaction:

1. Win-Win: Both people win. Agreements or solutions are mutually beneficial

and satisfying to both parties.

2. Win-Lose: "If I win, you lose." Win-Lose people situation is to use position,
power
3. Lose-Win: "I lose, you win." Lose-Win people are quick to please and appease,
and seek strength from popularity or acceptance.

4. Lose-Lose: Both people lose. When two Win-Lose people get together -- that is,
when two, determined, stubborn, ego-invested individuals interact -- the result
will be Lose-Lose.

5. Win: People with the Win mentality don't necessarily want someone else to
lose -- that's irrelevant. What matters is that they get what they want.

6. Win-Win or No Deal: If you can't reach an agreement that is mutually

beneficial, there is no deal.
, and personality to get their way.
The best option is of win win situation. As win lose or lose win have a negative
impact on the opponent team.

In Win-Win, we have to consider two factors: Consideration and courage.

"To go for Win-Win, you not only have to be nice, you have to be courageous” –
Stephen Covey
Habit Five : Seek First to Understand, Then to
Be Understood
Everyone has a natural tendency to rush in and try to give advice or try to fix
things before taking the time to diagnose or try to understand why the other
person feels the way they do. The trick, however, is to seek first to understand
the other person, then to try and be understood yourself.
Most people have no training in how to listen effectively. By comparison, years
are spent learning how to read and write effectively. If you really want to interact
with another person, you need to take the time to listen to where they now are.
Unless you have shown the person you acknowledge their uniqueness, they are
not going to be open to any advice from you. This is not technique alone - you
have to build skills on a foundation base of character and deposits to Emotional
Bank Accounts.
Most people don’t listen with an intent to understand - they listen with the
intent to reply. They are either speaking or preparing to speak. They see others
through the lens of their own autobiographies. The key to understanding another
person is empathetic listening – really trying to understand everything (including
the nonverbal signals) the other person is communicating. You listen for feeling
and for meaning, for behavior and other signals. You are totally focused on the
other person’s point of view, not projecting your own life’s story into their words.
Remember, satisfied needs do not motivate a person to action. When they are
fed, they no longer look around for food. Similarly, you cannot and should not
move on to satisfying a person’s need to solve a problem before satisfying the
need for them to feel like they have been understood by you. Diagnose before
you prescribe. It actually requires a great deal of security on your own part, as
you will also be opening up yourself to be influenced by that person.
 This is actually the mark of all true professionals. The amateur salesman sells
products, the professional salesman sells solutions to needs and problems. A
lawyer first gathers the facts to understand the situation, including laws and
precedents, before preparing a case. A good engineer will understand the forces
and stresses at work within a design before drawing a bridge. The key to good
judgment is understanding. If we judge first, we will never fully understand.
When people have a problem and you really listen to understand them, you’ll be
surprised how quickly and how fully they will open up to you. Empathetic
listening takes time, but not nearly as much time as it will take to back up and
correct misunderstandings when you are much further down the road.
Once you understand, then you have got to try to be understood yourself.
Maturity is defined as the balance between courage and consideration. Seeking
to understand requires consideration, seeking to be understood takes courage.
Win/Win requires a high degree of both.

The Greeks had a philosophy embodied in three words: ethos, pathos and logos.
Ethos is your personal credibility, integrity and competency. It is in effect the
balance of your Emotional Bank Account. Pathos is the feeling. It means being in
emotional alignment with the other person. Logos is the logic, the reasoning part
of the presentation. Note the sequence: ethos, pathos, logos - your character,
your relationship and your logic. Most people go straight to the logos without
first taking ethos and pathos into consideration.

When you can present your own ideas clearly, specifically, visually and
contextually (in the context of your listener’s concerns), you increase the
credibility of your ideas. Habit 5 lifts you to greater accuracy, integrity and
effectiveness in your presentations. And best of all, seeking first to understand is
within your own control. It is something you can practice right now. You can put
this principle into immediate action.

"You have to build the skills of empathic listening on a base of character that
inspires openness and trust." -Stephen Covey
To listen empathically requires a fundamental paradigm shift. We typically seek
first to be understood. Most people listen with the intent to reply, not
to understand. At any given moment, they're either speaking or preparing to
speak. By understanding and valuing the differences in another person's
perspective, we have the opportunity to create synergy, which allows us to
uncover new possibilities through openness and creativity.

The combination of all the other habits prepares us for Habit 6, which is the habit
of synergy or "When one plus one equals three or more and the whole is great
than the sum of its parts."

For example, if you plant two plants close together, their roots will co-mingle and
improve the quality of the soil, so that both plants will grow better than they
would on their own.

“ Seeking to understand requires consideration ; seeking to be understood takes

courage.” – Stephen Covey

HABIT SIX : SYNERGIZE

Habit 6 is the major achievement of independent relationships: the ability to
create synergy with another person. Synergy means that two people working
together can create greater results than would have been possible
separately. When you have an understanding of your own paradigms and values,
an appreciation of the other person’s perspective, and a genuine desire for
Win/Win solutions, you can create synergy to achieve incredible, positive changes
in your life that get you closer to reaching your personal mission.
Synergy is the true test and manifestation of all the other habits combined.
When you communicate synergistically, you are opening your mind and heart to
new possibilities, new alternatives and new options. You create something
entirely new that is better than you ever thought it could be. This is the very
essence of team spirit. When you work along synergetic lines, you can never be
sure where the final result will lie. The only thing you can be certain of is that the
end result of applying this method will truly justify the means. You literally can
achieve more as a combined group than you ever could alone. Whole new worlds
of insights, new perspectives, new paradigms leading to new options and
alternatives are opened to your vision.
An activity like working on a mission statement should be undertaken in a
synergetic environment. This requires a high level of both trust and cooperation
amongst all participants. In fact, mutual trust is a key. If trust is low, the activity is
dominated by legal jargon in order to protect everyone’s interests. In a medium
level of trust, there is respectful communication with polite intellectual
compromises in effect. However, the most creative situations arise when there
exists an environment where the solutions are far better than either party could
ever have achieved alone.
Synergy draws its energy and its effectiveness from the differences between
people – mental, emotional and psychological differences all contribute. It is this
combination of individual paradigms that make the synergetic process so
powerful. When we value the differences in perception that exist between
people, we are able to transcend the limits created. IF two people are of the same
opinion, one is unnecessary. Synergy can also be used to deal with negative forces
working against growth and change. Any current level of performance is actually a
state of equilibrium between the driving forces (positive, logical, conscious or
economic) encouraging upward movement and the restraining forces that
discourage it (negative, emotional, illogical or unconscious). Increasing the driving
forces will bring results for a time, but the application synergy both increases the
driving forces and decreases the restraining forces. Synergy is the result of
applying all the previous habits. It cannot be built except on a foundation
established by Habits 1 to 6. It can exist in a teamwork environment with other
people or you can be personally synergetic in your own actions.

“Without doubt, you have to leave the comfort zone of base camp and confront
an entirely new and unknown wilderness." -Stephen Covey