![]() What this habit simply means is to engage in teamwork so openly and so well that even disagreements and differences of opinion can somehow lead to finding new ways of approaching a problem. Now here's a term that sounds cheesy 27 years later. Once you gain a deep understanding of where the audience is coming from, then you can respond in a way that truly addresses their concerns. Instead they have to listen with empathy to what their customers are saying about their problems. This is a principle that is hammered into the training of every marketing person (especially email and online marketing) simply because target audiences will always ask "What's in it for me?" Which means marketers can't talk about all the new features and all the work they did to improve the product. Seek first to understand, then to be understood ![]() Thinking otherwise - the scarcity mentality- will lead you to play a zero-sum game, where "If you get it, I don't." 5. Thinking win-win can only happen when you have an abundance mentality - this is the world view that believes there is plenty more "success" out there for everyone to have. Or it could be a company allowing a worker to do remote work so she can get more work done away from office distractions as well as take care of her toddler. For example, this could mean collaborating with competitors so that you can raise the awareness of your industry. For your most important interactions, always think win-win - this means finding ways to build interdependent relationships that are mutually beneficial to all parties. But in order to succeed, another person or company does not have to lose. This way, you can live life according to the values you chose in habit #2 and are consciously moving towards those goals by focusing on putting out the fires in quadrant 1, then spending the remaining time improving yourself in quadrant 2. To figure this out, you chart all your concerns on a time management matrix (AKA an Eisenhower Matrix) and place each in one of four quadrants: important and urgent, important but not urgent, urgent but not important, not urgent not important. Put simply, this is the habit of prioritizing the most important and the most urgent in whatever role we are in. This is a process Covey calls "rescripting," and it's part and parcel of shifting your paradigm - of using your imagination to visualize your ideal future - and rewiring your habits and actions to further that goal. eating fast food burgers on the way home, when you say you value good health) - which only means you have to realign what you're doing with what you truly value. Because you will inevitably find some ineffective "scripts" - those embedded habits that are misaligned with what we really value (e.g. This self-awareness may sometimes lead to paradigm shifts however. "Do these things matter? Will they bring me closer to my goal?" If not, then you're wasting time doing something that will lead you somewhere different from that end goal.Īn important step in setting goals is knowing the values you stand for, because whatever is at the center of your life will be the source of your security and power. Now every project, in fact every single task you work on should align and move you toward that goal. When you visualize the end goal, you end up having a strategic vision for yourself or your organization. ("How can I make my app so sticky that my customers get hooked on it?") ![]() Be proactiveīeing reactive means focusing on the things you cannot control and then complaining about it uselessly! ("No one downloads apps anymore! What an awful time to be an app developer!") But being proactive means choosing to look at what you can control and influence, and using those to improve your situation. Covey posits that every highly productive, highly efficient person with an ounce of time management skills and the ability to prioritize uses seven basic habits to tie everything together. At one point in 1996, their client list included 82 of the Fortune 100 companies.īut what was the book really about? And are those 7 habits that Covey set forth in his book still relevant to a high-speed world that's heard one too many productivity mantras? First, what are the 7 habits of highly effective people?įirst off, let's review the meat of his book. It firmly established Covey as a management guru, and his company, Covey Leadership Center, as the go-to for management advice. It has sold over 25 million copies in over 40 languages, and became the foundation for his consulting and speaking career. The 7 Habits of Highly Effective People became his most popular book. When Stephen Covey published his seminal book on personal productivity and leadership back in 1989, he had no idea what kind of impact it would create - not just within the business community, but across industries and even international borders.
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