The Seven Habits of Highly Effective People

The 7 Habits Effectiveness Process provides the foundation necessary to foster change and improvement at the personal, interpersonal, managerial, and organizational levels. The 7 Habits will help our organization experience: yIncreased overall effectiveness; yStrengthened relationships at all levels; yA heightened ability to cope with change; yReduced turnover rates through an increase in the ability of employees to see the "big picture" and commit to the organization's strategy and vision;

The 7 Habits will help our organization experience:

y Improved quality through greater collaboration of cohesive work teams; y Better client relations and enhanced customer loyalty; y Fewer misunderstandings, which result in the loss of time and money; y Improved innovation, decision-making, and problem-solving capabilities by improving skills of cooperation.

DESIRED RESULTS
Positive Frame of Mind Grasp, Sustain & Internalise Fundamental Principles enabling Applications in daily life Under Complex & Dynamic Environmental Pressures, How does one prioritize & sustain Fundamental Principle effectively Internalise & Act out these 7 Habits - Live these Habits Transfer to others to create cultural change Learn, do Introspection, Discover Gaps & Bridge them. Effective practical way of using 7 Habits in Indian Context to work as a Cohesive Group Determine what is lacking in us & work on one or two first Create a plan to put to practice Move from urgency to importance

To apply the habits at work and at home and enjoy life more Create highly effective individuals & a highly effective organisation by applying these principles Achieve spectacular results by determining what are the most important things to do Discover & build on Inherent strengths How do you want the right things so that you will do something about it? How do we Practice Excellence so that it becomes a Habit? To make things these principles a culture in MAHINDRA & MAHINDRA It should lead to highly effective Teamwork and Leadership Improve sensitivity through Habits of Listening and Empathy To understand these 7 Habits thoroughly, try to Internalise & apply & seek total transformation How to increase the Emotional Bank Account How do we manage ownership of results that a team is responsible for?

Foundation Principles

Introduction The Maturity Continuum Principles Paradigms Processes P / PC Balance - the principles of effectiveness

DEVELOPING HABITS
A habit is defined as the intersection of knowledge, skill & desire.

KNOWLEDGE [What To, Why To]

HABITS SKILL [How To] DESIRE [Want To]

Knowledge is understanding - What to do & Why to do it. Skill is knowing - How to do it. Desire is motivation or - Want to do it.

DEVELOPING HABITS
Think of a significant problem or challenge in both of the following areas:

Personal Professional
KNOWLEDGE [What To, Why To]

What knowledge, skill, and / or desire do you need to develop to meet the problems or challenges you listed above?

SKILL [How To]

DESIRE [Want To]

Character & Personality

Interpersonal Trust

Personality H 4,5,6

Character
Start with own character building first

H 1,2,3
Personal Trustworthiness

NEXT 50 YEARS : 1926 -1976 PERSONALITY

DOING Image Techniques Language Methods

1st 150 YEARS : 1776 -1926 CHARACTER

Honesty Service Industry Integrity Thrift Humility

BEING

PAIN S D GAIN PROCESSES HABIT 2

ASTAR
ATTEND

REVIEW

STUDY

APPLY ACTION

TEACH

FOUR LEVELS OF LEADERSHIP

ORGANISATIONAL - ALIGNMENT MANAGERIAL - EMPOWERMENT

INTERPERSONAL - TRUST

PERSONAL TRUST WORTHINESS

CHARACTER & COMPETENCE Trust T/W COMPETENCE Knowledge

Skill

CHARACTER Integrity
Maturity Abundance Mentality

4, 5, 6

INTER - PERSONAL TRUST PERSONAL TRUSTWORTHINESS

1, 2, 3

Relationships between 7 Habits Public Victory Private Victory

MATURITY CONTINUUM
7. Sharpen the Saw

INTERDEPENDENCE
6. S.F.T.U T.T.B.U

WE

PUBLIC VICTORY
4. Think Win-Win

5. Synergize 1+1=3 or more

M o v I n g f r o m

DEPENDENCE
3. Put First Things First

PRIVATE VICTORY
1. Be Proactive 2. Begin with the end in mind

DEPENDENCE

YOU

MATURITY CONTINUUM
7. Sharpen the Saw

INTERDEPENDENCE
Build deep, lasting, highly effective relationship with PUBLIC VICTORY other people

WE

INDEPENDENCE

PRIVATE VICTORY

Learn self mastery & self-discipline

DEPENDENCE

YOU

Three - Person Teaching

T T CAPTURE EXPAND APPLY SHARE

BENEFITS :
Credibility due to it coming from real-life situations Learn better - learn twice Ability to contextualise to own situation Gain confidence Becomes a habit Creates trust and become trustworthy Helps create a community Greater clarity Internal control - practice what we preach Feedback Multiplier effect

3 PERSON TEACHING 1 2
CAPTURE EXPAND APPLY

BASIC CHANGE MODEL :

SEE PARADIGMS

PRINCIPLES

DO (Processes)

GET (Results)

CHANGE CYCLE MODEL

PARADIGMS

See
PROCESSES STAKEHOLDER NEEDS PRINCIPLES
Anchor on

Do

RESULTS

BEHAVIORS

Get

Competence Character

On the job

Outside-In (Compliance)

Systems, Strategy, Structure Role Personality Character Personal Trustworthiness Inter Personal Trust Managerial Empowerment Organisational Alignment

Inside-out (Commitment)

P / PC BALANCE
P = PRODUCTION DESIRED RESULTS PRODUCED PC = PRODCUTION CAPABILITY MAINTAINING, PRESERVING & ENHANCING THE RESOURCES THAT PRODUCE THE DESIRED RESULTS

INTER - PERSONAL W / W RELATIONSHIP EBA MANAGERIAL W / W AGREEMENTS

DR G R A C

THE EMOTIONAL BANK ACCOUNT

The Emotional Bank Account is a metaphor for the amount of trust that exists in a relationship. It suggests that every interaction with another human being may be classified as a deposit or withdrawal. Deposits build and repair trust in relationships. Withdrawals lessen trust in relationships.

E. B. A.

Is a Metaphor for the amount of trust that exists in a relationship Deposit Withdrawal

E.B.A

DEPOSITS

WITHDRAWALS

Kindness & courtesy Keeping promises Honoring expectations Loyalty to the absent Making Apologies Clear expectations Constructive criticism

Unkindness & discourteous Breaking promises Violating expectations Disloyalty, Duplicity Pride, Conceit, Arrogance Unclear expectations Destructive criticism

PRINCIPLES
PRINCIPLES
Natural laws or fundamental truths. Universal, timeless Produce predictable outcomes External to ourselves Operate with or without our understanding or acceptance Self-evident and enabling when understood

VALUES
The worth or priority we place on people, things, ideas or principles. Self-chosen beliefs and ideals Internal, subjective, based on how we see the world Influenced by upbringing, society, and personal reflection

PARADIGMS
PARADIGM
The way an individual perceives, understands and interprets the surrounding world. A mental map.

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.

PARADIGM SHIFT
If we want significant changes, first we must change our paradigms. Thomas Kuhn, the author of a landmark book. The Structure of Scientific Revolutions, made a point that almost every significant breakthrough in science is first a break with tradition, old ways of thinking, or old paradigms.

HABIT - 1

Be Proactive

Responding according to values Accepting responsibility Focusing on the Circle of influence Becoming a Transition Figure

3 Characteristics of a Proactive Person Responding according to the values Accepting responsibility for their own behavior Focusing on their Circle of Influence Reactive Proactive

Outside influence Control response

Use freedom to make choices that best apply

WHERE DOES THE RESPONSE COME FROM?

FREEDOM TO CHOOSE ACCORDING TO VALUES

STIMULUS

RESPONSE

PROACTIVE Self Awareness Imagination Conscience Independent Will

Vs

REACTIVE Genetic (G. Father DNA) Psychic (Father) Environmental (Boss, wife)

BE

PROACTIVE

INDIVIDUALS ARE RESPONSIBLE FOR THEIR OWN CHOICES & HAVE THE FREEDOM TO CHOOSE RESPONSIBILITY

RESPONSE

ABILITY

ABILITY TO CHOOSE YOUR RESPONSE

BE

PROACTIVE

We who lived in concentration camps can remember the men who walked throughout the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken away from a man but one thing: the last of the human freedom. - to choose ones attitude in any given set of circumstances, to choose ones own way. - Viktor Frankl
Mans Search for Meaning

PROACTIVITY
Being anticipatory Taking initiative Being creative Being a risk-taker Excide Confidence Willingness to delegate Respond with empathy Willing to try new things Flexible Solutions orientation Concern for others Prevention - Orientation Team Player

REACTIVITY
Wait for things to happen Exhibit emotion Find reasons for failure Defensiveness Does not take responsibility Aggressive tendencies Poor listener Self - centered Defensive Blaming mindset Problem - oriented

VALUES - DRIVEN PRINCIPLES

FEELINGS DRIVEN

Theories of Determinism Reactive people blame their attitude & behavior on things they think they cannot control. They respond to stimulus, often attributing their behavior to three determinants: Genetic - Trait we inherited. Psychic - Our upbringing. Environmental - Our surroundings. 4 Human Endowments Self awareness Examining thoughts, moods, and behaviors. Imagination Visualizing beyond experience and present reality Conscience Understanding right and wrong, and following personal integrity Independent will Acting independent of external influence

The Circle of Influence

A person's Circle of Concern comprises all matters about which he or she cares. Circle of Influence A persons Circle of influence includes those things he or she can affect directly.
You can choose your actions, but you cannot choose the consequences. They are governed by natural laws or principles. - Stephen R. Covey

Expanding your Circle of Influence

Circle of Influence

Circle of Influence

Proactive Focus
I choose to go

Reactive Focus
I Have to go

Some Quotes
They cannot takeaway our self-respect if we do not give it to them. - Mahatma Gandhi

Nothing can make you feel inferior without your consent. - Eleanor Roosevelt

Any Questions?

HABIT - 2
BEGIN WITH THE END IN MIND ALL THINGS ARE CREATED TWICE PHYSICAL CREATION BEGINS AS A MENTAL CREATION - AS A THOUGHT THE EXTENT DETERMINES SUCCESS WORK WITH YOUR MIND TILL YOU GET CLEAR IMAGE OF WHAT YOU WANT TRUE IN ALL AREAS OF LIFE LEADERSHIP - 1ST CR, MANAGEMENT - 2ND CR IF NOT DEVELOP - OTHERS TAKE OVER HABIT 2 SAYS WRITE THE PROGRAMME

HABIT - 2 - SUMMARY
First (Mental) Creation Habit of Personal Leadership Rescript Ineffective Thoughts & Behaviour Center that Guides our Decisions and Motivates Principle Centered Personal Mission Statement Personal Mission Statement is as Road An Act of Discovery as a Creation Roles and Goals give Measure and Object to Life

PMS
INTERNAL MONITOR - A Conscience We need to ANSWER our OWN QUESTION Way to respond life is being responsible A PERSONAL CONSTITUTION What I want to have What I want to do What I want to be H 1 Says : You are the Programme Scope : Write

SOP to Write M.S.

INTROSPECT

ANALYZE

RERIGHT

BRING OUT MISSION STATEMENT

Review Regularly + Make changes as per additional insights or Changing Circumstances

Lead Time : Several Weeks / Months Scope : Measurement tape for everything else in our life

Results you want to acheive

List the things you want to have that you feel are important

Identify the five most important items

Results you want to acheive

List the things you want to have that you feel are important

Identify the five most important items

CLOCK
URGENT QI Achievement Involvement Value - Addition Delighted Challenged Indispensable Burnt-out Fire-fighting Stress No L-T focus Live for Today Reactive No creativity Q III Some Satisfaction No stress Avoiding Crises Relaxed Highly Stressed Irritated Non-value additional Lost Acting on others Priorities De-motivating Being Used Wasted NOT URGENT Q II Satisfaction At peace Creative In control Self motivated Involved Satisfaction of having avoided Future urgencies Strategic Orientation Proactive Lost No immediate feedback Lacking sense of achievement Q IV Freak - off Paid holiday Time to introspect Frustrating Stupid Direction - less Disastrous De - motivated Neglected

C O M P A S S

I M P O R N T A N T

N O T I M P O R N T A N T

PRE-REQUISITES FOR SYNERGY

Private Victory H4&5 Common Purpose, Vision, Mission, Values - Passion & Energy Value the Difference Interaction Ground Rule Humility

SYN ERGY

WORK TOGETHER FOR A GREATER MUTUAL BENEFIT WIN - WIN

SYNERGY 3rd ALTERNATIVE

A 1st

C COMPROMISE

B 2nd

LEVELS
Ignoring - Not Listening Pretending Selective - Partial Listening Attentive Self - Referenced Empathic Other - Referenced - Holistic Listening

HABIT - 3
(HABIT OF PERSONAL MANAGEMENT) 1. Proactive 2. Mission (End in Mind) (Blue Print) 3. Action : Building : Private victory FIRST THING FIRST 1. Imagination 2. Conscience 3. Self awareness 4. Independent Will EMPOWERMENT come from learning how to use this great endowment in the decision we make from day to day (Function of Personal Integrity) (Comes From WITHIN)

LASTLY Everything Can Be Taken Away From A Man

BUT ONETHING

The last of the Human FREEDOMS TO CHOOSE ONEs ATTITUDE IN ANY set of CIRCUMSTANCES TO CHOOSE ONEs OWN WAY

BECOMING A TRANSITION FIGURE (IN THE ORGANISATION CONTEXT)

HABIT - 1 Responding according to values Accepting responsibility (ownership) Focus on the circle of influence (not on the circle of concern) Become a transition figure

MAKING A DIFFERENCE
With COURAGE & CONVICTION Rising above the FEELING OF HELPLESSNESS (Eg. I am just a small fry ! What can I do? Its not my problem - let the management bother about it!)

GOOD

PAST BAD Positive & Proactive Actions In the Family At Work For the Community

PRESENT

FUTURE Eg. Ugandan Football Player

It is no easy to blame the system The management does not listen - But What Am I Doing About This Issue ! FOCUS ON THE CHALLENGE - NOT THE PROBLEM Eg. IDAM, SAHYOG (FAZILKA), APRIL 2000 REVIEW ANY TIME YOU THINK THERE IS A PROBLEM OUT THERE THAT ITSELF IS THE BIGGEST PROBLEM - S. C.

IMPORTANCE
An activity is Important if you personally find it valuable, and if it contributes to your MISSION, VALUES and HIGH PRIORITY GOALS

URGENCY
An activity is urgent if you or others feel that it requires immediate attentions

NEXT STEPS FOR M & M

1. Focus on QII Activities 6 steps Approach My Area 2. Reduce time spent on QI & QII thro better preparation & planning Target How 3. Only by saying no the unimportant can we say yes to the important QII Examples - No Interruptions - Some Reports 4. Improving P & P/C balance - building relationship Examples - Weekly Schedule Adherence - Pressing Issues

5. Reduce QIII & QIV time Eliminate QIV Activities 6. Review time spent in Different Quadrants & draw up Improvement Plan & Targets QI + QIII Time Target from 68% to 50% Dec 00 50% to 40% Mar 01 QIV Time Target from 8% to < 1% (60 hrs/week) > 2 hrs/week Sep 00 > 1/2 hr/week Dec 00 E.g. Meetings Over Lunch or clubbed with L. Timings

Performance Agreement

Date - 8th July, 2000 MOP - Schedule Adherence Between - PUL & PGL (SYG) - EPU Desired Results - Daily Schedule Adherence from 78% in F2000 to 98% by F-2001 Guidelines - Can meet SCPC, other Mfg. Operation Manager keeping Inventory levels as per targets Resources - Quarter / Weekly plan PU planner, other Mfg. Operation Manager, SCPC Cost A/c Accountability - SYG will review weekly schedule adherence and Quarterly report will be published F2000 F2001 Q1 Q2 Q3 Q4 78% 80% 90% 95% 98% Consequences - Performance Pay accordingly

WIN - WIN Agreement

Gives Definition and Direction to W-W Effective tool for establishing w-w foundation necessary for long term effectiveness Creates clear Mutual Understanding 5 ELEMENTS DR. GRAC DR. - Desired Results G - Guidelines R - Resources A - Accountability C - Consequences - Clarify End in Mind, What / When OBJECTIVES - Specify Boundaries, Deadlines, Principles, Policies - Organisation Support (H, T, F) - Sets Targets / Std of performance and time Evaluation - Specify Good & Bad as a result of the evaluation

Achieve W-W situation with W-W systems and Process

HABIT - 4
THINK WIN - WIN Thing which matter must never be at the mercy of things which matter least Principles, Paradigms & Processes An Underlying Principle Effectiveness requires balancing important Relationships, Roles & Activities Key Paradigms: Things which matter most never be at the mercy of things which matter least I will improve P/PC balance within my circle of influence I will focus on important instead of urgency I will fulfill mission by acting on important goals in my key roles

Key Process: Focus on the truly important and say to no to the unimportant Focus on Q-V activities Plan weekly & Implement daily based on your Mission, Roles, Goals & Priorities

Win - Win is a belief in the third Alternative. Its not your way or my way: Its a better way Principles, Paradigms & Processes: An underlying principles effective, long-term relationships require mutual Benefits Key Paradigms I seek the ;benefits of others as well as my own I get better results in my relationships by co-operating interdependently then by competing independently Key Process Balance courage and consideration in seeking mutual benefits Persists in looking for Win - Win outcomes despite past win - lose conditioning

SIX PARADIGMS OF HUMAN INTERACTION 1. WIN - LOSE People want to win and they want others to lose Achieve success at the expense of others Driven by competition, comparison, position and power Characteristics Common scripting for most people Authoritarian approach Uses position, power, personality Boss - Subordinate relationship

2. LOSE - WIN Show high consideration for others Lack courage and act on feeling and beliefs Easily intimidated and borrow strength from acceptance and popularity Characteristics Voices no demands, expectations Quick to please or appease Weak Management in dealing with Union 3. LOSE - LOSE Low on courage and consideration Put themselves and others down Characteristics Mindset of a highly dependent individual Nobody benefits

4. WIN Think only about themselves Dont want others to lose Think independently in interdependent situations Lack of sensitivity or awareness of others Characteristics Self centered Think Me First Doesnt care if others win or lose

People who choose to win and make sure others win too. Characteristics Seek mutual benefit Co-operative and not competitive Listens, communicates with consideration for others

WIN - WIN or NO DEAL Characteristics Allows the party to say NO Most realistic at the beginning of a relationship

PRINCIPLES Natural Laws / Fundamental Truth Universal / Timeless Predictable outcomes eg : honesty, non-violence, respect

VALUES Worth or priority to people, things and ideas Self chosen beliefs and ideals

PARADIGMS Way we see the world eg. Copernicus Group exercise

SOCIAL MIRROR Way we see ourselves

SELF FULFILLING PROPHESY Way we see others

BLOCKS
Defensiveness Prior _ NE Experiences Not Team Players Attitude EGO Insecurity Power Centrics Clarity of Goals Culture

Lack of Maturity / Courage Hierarchy Prejudice

Lack of Trust

Poor Communication

Closed Mindset

Lack of T/P

Internal Competition

CELEBRATE VALUE ACCEPT TOLERATE

LEVERAGE (SELF)

TRANSFER (ORGANISATION)

CONSCIOUS COMPETENCE PRINCIPLES

UNCONSCIOUS COMPETENCE PRACTICES

PROSPER

CHANGE

SUFFER