The 7 Habits of Highly Effective People
Habit 3 – Put first things first
Habit 4 – Think Win/Win
By
Dong Cui
Steve Hotz
Svetlana Bickovska
Put First Things First
Put First Things First
Question 1: What one Question 2: What one
thing could you (you thing in your business
are not doing now) that or professional life
if you did on a regular would bring similar
basis, would make a results?
tremendous positive
difference in your
personal life?
Principles of Personal Management
Habit 1 is based on the four unique human
endowments of imagination, conscience,
independent will, and self-awareness.
Habit 2 is based on imagination and
conscience.
Habit 2 is the first/mental creation.
Habit 3 is the second/physical creation.
The power of independent will
It is the ability to make decisions and choices
and to act in accordance with them.
It is the ability to act rather than to be acted
upon, to proactively carry out the program we
have developed through the other three
endowments.
Four Generations of Time Management
First: notes and checklists.
Second: calendars and appointment books.
Third: add important ideas to preceding
generations, and comparing the relative
worth of activities based on the relationship
Four: focus on preserving and enhance
relationships and on accomplishing results.
Quadrant Ⅱ
The essential focus of the fourth generation
of management can be captured in the time
management matrix diagrammed.
The two factors that define an activity are
urgent and important.
Urgent-need immediate attention
Importance-deal with results.
Time management matrix
Urgent Not urgent
Ⅰ Ⅱ
important
Activities: Activities:
Crises Prevention, PC activities
Pressing problems Relationship building
Deadline-driven projects Recognizing new opportunities
Ⅲ Ⅳ
important
not
Activities: Activities:
Interruptions, some calls, Trivia, busy work,
some mail, some reports, Some mail, some phone calls
some meetings Time wasters
Popular activities Pleasant activities
What It Takes To Say “No”
You have to be proactive to work on
Quadrant Ⅱ because Quadrant Ⅰ and Ⅲ work
on you. To say “yes” to important Quadrant Ⅱ
priorities, you have to learn to say “no” to
other activities, sometimes apparently urgent
things.
What It Takes To Say “No” (Cont..)
It’s almost impossible to say “no” to the
popularity of Quadrant Ⅲ or to the
pleasure of escape to Quadrant Ⅳ if
you don’t have a bigger “yes” burning
inside.
The Quadrant Ⅱ Tool
Coherence
Balance
Quadrant Ⅱ focus
A people dimension
Flexibility
Portability
Becoming a Quadrant Ⅱ Self-Manager
Identifyingroles
Selecting goals
Scheduling
Daily adapting
Advances of the Fourth Generation
Principle-centered.
Conscience-directed
Defines your unique mission, including
values and long-term goals
Helps you balance your life by identifying
roles, by setting goals and scheduling
activities in each key role every week
Gives greater context through weekly
organizing
The Quadrant Ⅱ Paradigm-some suggestions
Identify a Quadrant Ⅱ activity you know had
been neglected in your life.
Draw a time management matrix and try to
estimate what percentage of your time you
spend in each quadrant
Make a list responsibilities you could
delegate and the people you could delegate
to or train to be responsible in these areas
Organize your next week
Suggestions Cont…
Commit yourself to start organizing on a
weekly basis and set up a regular time to do
it
Either convert your current planning tool into
a fourth generation tool or secure such a tool
Go through “A Quadrant Ⅱ Day at the Office”
for a more in-depth understanding of the
impact of a Quadrant Ⅱ paradigm
Related to PM
Time management
Risk management
Paradigms of Interdependence
The Emotional Bank Account
First Imagine that each person with which you have a
relationship of some kind has an emotional bank account.
A deposit would be when you pick up a couple skateboard
magazines for your son on your way home.
A withdrawal would be when you make a promise to come
watch his baseball game, but you do not show up.
The goal is to get as much money in your emotional bank
accounts as possible
Six Major Deposits
Ways that you can make deposits in emotional bank
accounts are as follows:
1.Understanding the Individual
From Covey:
"I have a friend whose son developed an avid interest in baseball.
My friend wasn't interested in baseball at all. But one summer, he took his son
to see every major league team play one game. The trip took over six weeks
and coast a great deal of money, but it became a powerful bonding experience
in their relationship.
My friend was asked on his return, "Do you like baseball
that much?"
"No," he replied, "but I like my son that much.”
2.Attending to Little Things
3.Keeping Commitments
4.Clarifying Expectations
5.Showing Personal Integrity
6.Apologizing Sincerely When you Make a Withdrawal
Problems are Opportunities
Covey suggests that we view our problems as
opportunities.
“In an interdependent situation, every problem is a
opportunity; a chance to build the Emotional Bank
Accounts that significantly affect interdependent
production.”
The Habits of Interdependence
With the paradigm of the Emotional Bank Account in
mind we can now shift our focus to the habits of
Public Victory.
Private Victory Public Victory
1. Be Proactive 4. Think Win/Win
5. Seek First to Understand…
QuickTime™ and a
2. Begin with the End in Mind decompres sor
are needed to s ee this picture.
3. Put First Things First Then to be Understood
6. Synergize
Think Win/Win
Six Paradigms of Human Interaction
Win/win – mutual benefits
Win/lose – authoritarian approach, use of power
Lose/win – giving in or giving up, no demands, no
expectations
Lose/lose – miserable person thinks everyone
should be miserable too, philosophy of war.
Win – thinking of securing your own ends and
leaving to others to secure theirs
Win/win or No deal – higher expression of win/win
Win/Win or No Deal
Synergistic solution – something that neither
of the sides could come up with on their own
If both sides don’t win, it is better to have no
deal than live with the decision, that isn’t right
for both
It is most realistic in the beginning of a
business relationship, since in a continuing
process it might not be a viable option.
Which Option is Best?
It depends
Relationship importance VS Task importance
In the long run, if it isn’t a win for both sides,
they both lose.
Five dimensions of win/win
1 2 3
Win/Win Win/Win Win/Win
Character Relationships Agreements
Supportive systems (4) and Processes (5)
Five dimensions of win/win
Character
Character is the foundation of Win/Win.
There must be integrity in order to establish
trust in the relationship and to define a win
in terms of personal values. A key trait is
the abundance mentality that there is plenty
for everybody (v. the Scarcity Mentality).
The abundance mentality flows from a
deep inner sense of personal worth and
security.
Character
Integrity. The value we place on ourselves.
Maturity. The balance between courage and
consideration.
Abundance Mentality. There is plenty out
there for everybody.
Five dimensions of win/win
Relationships
Relationships are the focus on Win/Win.
Whatever the orientation of the person you are
dealing with (Win/Lose, etc.), the relationship is the
key to turning the situation around. When there is a
relationship of trust and emotional bank account
balances are high, there is a much greater
probability of a successful, productive interaction.
Negative energy focused on differences in
personality or position is eliminated; positive,
cooperative energy focused on understanding and
resolving issues is built.
Five dimensions of win/win
Agreements
Performance agreements or partnership
agreements give definition and direction to
Win/Win. They shift the paradigm of
production from vertical (Superior -
Subordinate) to horizontal (Partnership/Team).
The agreement should include elements to
create a standard by which people can
measure their own success.
Five dimensions of win/win
Agreements (cont’d)
Four kinds of consequences (rewards and penalties)
- financial (income, stock options, allowances,
penalties)
- psychic (recognition, approval, respect, credibility
or the loss of them)
- opportunity (training, development, perks)
- responsibility (scope and authority – enlarged or
diminished)
Five dimensions of win/win
Supportive Systems
The Supportive System is a key element
in the Win/Win model. If the outstanding
performance of a few is rewarded, the other
team members will be losers. Instead,
develop individual achievable goals and
team objectives to be rewarded.
Five dimensions of win/win
Processes
The Win/Win process has four steps.
– See the problem from the other point of view, in
terms of the needs and concerns of the other
party.
– Identify the key issues and concerns (not
positions) involved.
– Determine what results would make a fully
acceptable solution.
– Identify new options to achieve those results.
Relation to Project management
Communication
Conflict management
Procurement management
Thank You
Questions