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    The 7 Habits of Highly Effective People
    The 7 Habits of Highly Effective People
    The 7 Habits of Highly Effective People
    Ebook479 pages7 hours

    The 7 Habits of Highly Effective People

    By Stephen R. Covey

    4/5

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    • Self-Awareness

    • Self-Compassion

    • Self-Improvement

    • Self-Determination

    • Self-Management

    • Coming of Age

    • Mentor Figure

    • Transformation

    • Personal Transformation

    • Mentor

    • Journey

    • Family Conflict

    • Personal Growth Through Adversity

    • Family

    • Education

    • Self-Governance

    • Self-Regulation

    • Self-Control

    • Self-Esteem

    • Self-Transcendence

    About this ebook

    Stephen R. Covey's the 7 Habits of Highly Effective People explains through infographics, and text the teachings that have revolutionized life management. For 25 years, Stephen R. Covey s step-by-step lessons have helped millions from all walks of life lead successful and satisfying lives.
    LanguageEnglish
    PublisherMango Media
    Release dateMay 22, 2015
    ISBN9781633533059
    Author

    Stephen R. Covey

    Stephen R. Covey  (1932 – 2012) fue profesor, consultor de organizaciones, escritor, un experto en familia y una autoridad internacionalmente respetada en materia de liderazgo. El Dr. Covey dedicó su vida a enseñar una forma de vida y de liderazgo basada en principios para construir tanto familias como organizaciones. Obtuvo un máster en Dirección de Empresas de la Universidad de Harvard y un doctorado por la Brigham Young University, donde fue profesor de conducta organizacional y dirección de empresas. También ejerció las funciones de director de relaciones universitarias y asistente del presidente. El Dr. Covey escribió varios libros de éxito, entre ellos el bestseller internacional Los 7 hábitos para la gente altamente efectiva, considerado « el libro de negocios más influyente del siglo XX» y uno de los diez  libros de gestión empresarial más relevantes de todos los tiempos; una obra de la que se han vendido más de 15 millones de ejemplares en treinta y ocho idiomas en todo el mundo. Entre otros bestsellers del profesor Covey se encuentran Primero lo primero, El liderazgo centrado en principios y Los 7 hábitos de las familias altamente efectivas, que elevan el número de libros vendidos a más de 20 millones. Como padre de nueve hijos y abuelo de cuarenta y tres nietos, recibió el galardón a la Paternidad de la National Fatherhood Initiative, el premio que más valoraba de cuantos le fueron otorgados. Entre las muchas distinciones de las que fue objeto, cabe destacar el Thomas More College Medallion por sus servicios constantes a la Humanidad; el de Conferenciante del año en 1999; el Premio Sikh al hombre internacional del año 1994 y el Premio de grandeza al empresario nacional del año por su liderazgo empresarial. El Time lo incluyó en su lista de los veinticinco norteamericanos más influyentes y recibió la condecoración de siete doctorados honoris causa. El doctor Covey fue cofundador y vicepresidente de la FranklinCovey Company, empresa líder a escala global en servicios profesionales, con oficinas en más de 150 países. Todas estas organizaciones comparten su visión, su disciplina y su pasión por motivar, mejorar y proveer herramientas destinadas al cambio y al crecimiento de individuos y organizaciones de todo el mundo. 

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    Reviews for The 7 Habits of Highly Effective People

    4/5

    365 ratings94 reviews

    What our readers think

    Readers find this title to be a great book with lots of needed information for personal growth. It is very educating and has awesome ideas. The principles in this book are excellent and can be utilized to declutter the mind and improve attitude. The book is captivating and deserves more promotion. It is highly recommended for anyone interested in having a good life and becoming successful. Overall, it is a legendary book that everyone should read, filled with timeless wisdom and practical insights.

    What did you think?

    Tap to rate

    Review must be at least 10 words

    • 5/5
      In these days, a lot of people are wondering what Mormons' religious beliefs lead to as a philosophy of life. Read Covey. Wholesome, motivating, inspiring.
    • 5/5
      Wonderful! Very practical, and useful, personally applicable.
    • 4/5
      There's some solid advice here. Even if Covey was a Morman, and there is a bit in this book about "natural laws" as set up by God. I still think there's some useful tools in the 7 habits. I feel I got something good out of this book, especially about seeking first to understand.
    • 4/5
      Over the almost 10 years that I've owned this book, I've started it about 4 times. I am proud to say that earlier this week, I can finally say that I have completed it! Overall, I thought the book has invaluable concepts and advice to all people, regardless of industry and occupation. However, as I’ve been reading Covey's book, I can’t help but make parallels to other business books and concepts that I’ve been exposed to over the years. I feel that Stephen Covey’s ideas are the “Effectiveness 1.0” and that many of the other business books and theories have borrowed and expanded upon his original concepts. This is a great book for anyone to read or at least become familiar with the concepts so that they can lead better more efficient lives.
    • 5/5
      A great book on how to live the good life. The principles really get to the heart of the human experience and go beyond quick and easy measures to increase one's productivity. If you want to maintain a happy, peaceful balanced life in an increasingly chaotic world, then this book is for you.
    • 4/5
      Good Book!
    • 5/5
      Excellent book!!! A book that will change the way you work and operate in general.
    • 5/5
      I've read this book so many times - it's a really good combination of professional and personal development. Examples are a teensy bit dated, but the principles are universal and evergreen. I'll read it again.
    • 3/5
      I have read this book numerous times and come away convicted to work harder at being more effective every time I read it. I think that the content and principles in this book are, for the most part, spot on and very helpful. The deficit that this book carries is that these are seven habits for a very specific personality group and mindset. If you are a flighty, creative type save yourself the frustration of trying to cram yourself into a different shaped mold. Read it once, figure out a personal application, and then turn it into paper mache.
    • 3/5
      Offering a "principles-centered" approach to leadership, Covey provides a mostly anecdotal account of the character and task of the effective leader. Covey highlights seven habits central to personal change: (1) be proactive; (2) begin with the end in mind; (3) put first things first; (4) think win/win; (5) seek first to understand, then to be understood; (6) synergize; (7) sharpen the saw. A useful and necessary, if at times clichéd, overview of character-driven leadership. B+
    • 4/5
      A great book. It invites us to think deeply about our goal in life and cultivate habits that will aid us in achieving it across all our life roles.
    • 5/5
      This is a legendary book that everyone should read. Highly recommended!
    • 5/5
      Very good book , captivating, it deserves more promotion. Will read it again and make a ot of notes.
    • 4/5
      I am so grateful for the time being I have to be read because I can get more information or ideas.
    • 5/5
      The hidden insights in this book, far outweigh most popular business reading. Focussing on principles rather than tricks, Dr Covey shares wisdom that I think hasn't been matched in any published form. Read it.
    • 5/5
      Truly inspiring! The same feeling as he described his first time reading those sentences, about the gap between, by Victor Frankl. I immediately started to think throughout all of my deeply scripted paradigms and the small voice of conscience. There was perfectly clear picture on my mind of how much I want to rescript myself and to help and inspire other people to do so! To practice and exercise the principle centered personal and interpersonal leadership is divine intervention, the best thing I could've done for myself!
    • 5/5
      If you feel you are trapped in your reality this is one of the best books to transform your life.
    • 5/5
      Maybe This Can Help You
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    • 3/5
      This could have been shortened quite a bit. I read this decades after it was first published, so I can't say whether some of this was basic stuff, or that it influenced so many others that it was the actual innovator. I will say the synergy chapter was week.
      I will review and write down what I need from this for review over the years.
    • 5/5

      ChatGPT a spus:
      ChatGPT
      "The 7 Habits of Highly Effective People" de Stephen Covey este o lucrare seminală în dezvoltarea personală și leadership. Această carte oferă un set de principii pentru atingerea eficienței personale și profesionale, structurate în șapte obiceiuri. Fiecare obicei este ilustrat prin pilde și învățături care subliniază importanța schimbării atitudinii și a comportamentului pentru a deveni mai eficient. În recenzia de mai jos, voi include descrierea fiecărui obicei, pildele asociate și principalele învățături.

      1. Fii proactiv
      Covey subliniază că oamenii proactivi își asumă responsabilitatea pentru viața lor. Ei nu dau vina pe circumstanțe sau pe factori externi, ci se concentrează pe ceea ce pot controla. O pildă centrală este cea a „Cercului de influență” și „Cercului de preocupare.” Cei proactivi își concentrează energia în Cercului de influență, extinzându-l, în loc să se plângă de lucruri asupra cărora nu au control.

      2. Începe cu sfârșitul în minte
      Acest obicei subliniază importanța viziunii și clarității obiectivelor pe termen lung. Covey sugerează să ne imaginăm ce am vrea să se spună despre noi la înmormântare, și să ne trăim viața în conformitate cu acele valori. Pilda „Programarea propriei vieți” sugerează că, dacă nu ne definim singuri destinația, cineva sau ceva o va face în locul nostru.

      3. Pune lucrurile importante pe primul loc
      Prioritizarea este cheia acestui obicei. Covey introduce matricea timpului, împărțită în patru cadrane, pentru a ajuta la prioritizarea sarcinilor. Cele mai eficiente persoane se concentrează pe activitățile din cadranul II – cele importante, dar nu urgente. O pildă esențială este „Cadranul II și liderii,” unde Covey arată cum liderii eficienți își gestionează timpul pentru a se dedica activităților care aduc cele mai mari beneficii pe termen lung.

      4. Gândește câștig-câștig
      Acest obicei promovează o mentalitate de colaborare și interdependență. Covey explică că relațiile eficiente sunt bazate pe respect reciproc și pe găsirea soluțiilor care aduc beneficii ambelor părți. Pilda „Contul bancar emoțional” arată cum încrederea și respectul se construiesc și se întrețin prin mici gesturi și angajamente îndeplinite, ceea ce facilitează abordarea câștig-câștig.

      5. Caută mai întâi să înțelegi, apoi să fii înțeles
      Acest obicei subliniază importanța ascultării empatice înainte de a oferi soluții. Covey susține că, atunci când ascultăm cu adevărat, construim legături puternice și putem oferi soluții mai bine adaptate nevoilor celorlalți. Pilda „Diagnosticul înainte de rețetă” exemplifică importanța înțelegerii depline a situației înainte de a acționa sau de a da sfaturi.

      6. Sinergizează
      Sinergia este rezultatul cooperării și colaborării, unde rezultatul final este mai mare decât suma părților individuale. Covey subliniază valoarea diversității de idei și abordări pentru a găsi soluții inovatoare. Pilda „Forța echipei” arată cum echipele care valorifică diferențele dintre membrii lor generează soluții mai bune și mai creative.

      7. Ascuțirea fierăstrăului
      Ultimul obicei subliniază importanța reînnoirii constante a resurselor personale – fizice, mentale, emoționale și spirituale. Covey folosește pilda „Tăietorul de lemne” care, deși ocupat cu tăierea copacilor, își ia timp să-și ascută fierăstrăul pentru a rămâne eficient. Aceasta învățătură ilustrează nevoia de echilibru și de îngrijire de sine pentru a menține un nivel ridicat de eficiență pe termen lung.

      Concluzie
      Cele „7 Obiceiuri ale Oamenilor Eficienți” de Stephen Covey oferă o abordare holistică a eficienței, punând accent pe schimbarea interioară și pe construirea unor relații solide și productive. Poveștile și pildele din carte ilustrează fiecare obicei în mod clar, arătând cum aplicarea acestor principii poate transforma nu doar individul, ci și organizațiile și comunitățile.

    • 5/5
      I would read this book over and over again . Ive been recommending my friends this book.
    • 5/5
      Good book! I like it so I can’t tell you
    • 5/5
      Everyone interested in having a good life should read this book.
    • 5/5
      a book you won't want to miss very educating thanks
    • 3/5
      Summary: A grab bag of good advice on how to get your life organised

      Things that were good:

      * Several of the ideas in this book have stuck with me and continued to be referenced throughout my career/personal life

      Things that could have been better:

      From memory, it comes off as a bit Christian/family-values which might turn a few people off. Perhaps he could have de-emphasized some of those elements to make the book more relatable for people that don't share his background.


      Highlight: Emotional bank account is probably one of the ideas that I've got the most leverage out of.
    • 5/5
      Well, first book I finished completely in a while, and no surprise, it is not only a very insightful book, but also very practical, I already read the book, but for sure I'll be constantly reviewing it. I want to practice the habits and make sure I'll make them a part of my life, it really changed how I looked at things, and I could also say that thanks to this, I improved my relationship with my mother, which I thought it was impossible. So, thank you so much Steven, and definitely recommended to everyone, it might not be fully of your liking, but for sure you are going to get some insight out of it.
    • 4/5
      I met Mr. Covey in the 90s during one of his conferences and found his lessons inspiring and helpful. His books have helped me be more proactive and mindful about planning around my priorities.
    • 5/5
      Really interesting read, very interesting.
      And I took away some good tips!
    • 5/5
      Excellent principles. Hard to live out, thus challenging very challenging!
    • 5/5
      I like the focus on underlying character postulated in this book. It has a lot of timeless wisdom.

    Book preview

    The 7 Habits of Highly Effective People - Stephen R. Covey

    7HabitsCover(NoVideo).png

    Copyright © 2015 by FranklinCovey Co.

    Infographics designed by : Elina Diaz and Roberto Nunez

    Produced and distributed by : Mango Media Inc.

    Images and videos provided by : FranklinCovey Co.

    All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to the publisher, addressed Attention: Permissions Coordinator, at the address below.

    Mango Media

    Miami

    info@mangomedia.us

    The 7 Habits of Highly Effective People iBookstore Special Video Edition by Stephen R. Covey (Author) --- 1st Ed.

    ISBN: 978-1-63353-305-9

    Table of Contents

    Part One: Paradigms and Principles

    INSIDE-OUT

    THE 7 HABITS—AN OVERVIEW

    Part TWO: PRIVATE VICTORY

    HABIT 1: BE PROACTIVE

    HABIT 2: BEGIN WITH THE END IN MIND

    HABIT 3: PUT FIRST THINGS FIRST

    Part Three: public victory

    PARADIGMS OF INTERDEPENDENCE

    HABIT 4: THINK WIN/WIN

    HABIT 5: SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD

    HABIT 6: SYNERGIZE

    Part Four: RENEWAL

    HABIT 7: SHARPEN THE SAW - PRINCIPLES OF BALANCED SELF-RENEWAL

    INSIDE-OUT AGAIN

    AFTERWORD: QUESTIONS I AM OFTEN ASKED

    Part One: Paradigms and Principles

    Inside-Out

    There is no real excellence in all this world which can be separated from right living.

    DAVID STARR JORDAN

    In more than 25 years of working with people in business, university, and marriage and family settings, I have come in contact with many individuals who have achieved an incredible degree of outward success, but have found themselves struggling with an inner hunger, a deep need for personal congruency and effectiveness and for healthy, growing relationships with other people.

    I suspect some of the problems they have shared with me may be familiar to you.

    I’ve set and met my career goals and I’m having tremendous professional success. But it’s cost me my personal and family life. I don’t know my wife and children anymore. I’m not even sure I know myself and what’s really important to me. I’ve had to ask myself—is it worth it?

    I’ve started a new diet—for the fifth time this year. I know I’m overweight, and I really want to change. I read all the new information, I set goals, I get myself all psyched up with a positive mental attitude and tell myself I can do it. But I don’t. After a few weeks, I fizzle. I just can’t seem to keep a promise I make to myself.

    I’ve taken course after course on effective management training. I expect a lot out of my employees and I work hard to be friendly toward them and to treat them right. But I don’t feel any loyalty from them. I think if I were home sick for a day, they’d spend most of their time gabbing at the water fountain. Why can’t I train them to be independent and responsible—or find employees who can be?

    My teenage son is rebellious and on drugs. No matter what I try, he won’t listen to me. What can I do?

    There’s so much to do. And there’s never enough time. I feel pressured and hassled all day, every day, seven days a week. I’ve attended time management seminars and I’ve tried half a dozen different planning systems. They’ve helped some, but I still don’t feel I’m living the happy, productive, peaceful life I want to live.

    I want to teach my children the value of work. But to get them to do anything, I have to supervise every move… and put up with complaining every step of the way. It’s so much easier to do it myself. Why can’t children do their work cheerfully and without being reminded?

    I’m busy—really busy. But sometimes I wonder if what I’m doing will make any difference in the long run. I’d really like to think there was meaning in my life, that somehow things were different because I was here.

    I see my friends or relatives achieve some degree of success or receive some recognition, and I smile and congratulate them enthusiastically. But inside, I’m eating my heart out. Why do I feel this way?

    I have a forceful personality. I know, in almost any interaction, I can control the outcome. Most of the time, I can even do it by influencing others to come up with the solution I want. I think through each situation and I really feel the ideas I come up with are usually the best for everyone. But I feel uneasy. I always wonder what other people really think of me and my ideas.

    My marriage has gone flat. We don’t fight or anything; we just don’t love each other anymore. We’ve gone to counseling; we’ve tried a number of things, but we just can’t seem to rekindle the feeling we used to have.

    These are deep problems, painful problems—problems that quick fix approaches can’t solve.

    A few years ago, my wife Sandra and I were struggling with this kind of concern. One of our sons was having a very difficult time in school. He was doing poorly academically; he didn’t even know how to follow the instructions on the tests, let alone do well on them. Socially he was immature, often embarrassing those closest to him. Athletically, he was small, skinny, and uncoordinated—swinging his baseball bat, for example, almost before the ball was even pitched. Others would laugh at him.

    Sandra and I were consumed with a desire to help him. We felt that if success were important in any area of life, it was supremely important in our role as parents. So we worked on our attitudes and behavior toward him and we tried to work on his. We attempted to psych him up using positive mental attitude techniques. Come on, son! You can do it! We know you can. Put your hands a little higher on the bat and keep your eye on the ball. Don’t swing till it gets close to you. And if he did a little better, we would go to great lengths to reinforce him. That’s good, son, keep it up.

    When others laughed, we reprimanded them. Leave him alone. Get off his back. He’s just learning. And our son would cry and insist that he’d never be any good and that he didn’t like baseball anyway.

    Nothing we did seemed to help, and we were really worried. We could see the effect this was having on his self-esteem. We tried to be encouraging and helpful and positive, but after repeated failure, we finally drew back and tried to look at the situation on a different level.

    At this time in my professional role I was involved in leadership development work with various clients throughout the country. In that capacity I was preparing bimonthly programs on the subject of communication and perception for IBM’s Executive Development Program participants.

    As I researched and prepared these presentations, I became particularly interested in how perceptions are formed, how they govern the way we see, and how the way we see governs how we behave. This led me to a study of expectancy theory and self-fulfilling prophecies or the Pygmalion effect, and to a realization of how deeply imbedded our perceptions are. It taught me that we must look at the lens through which we see the world, as well as at the world we see, and that the lens itself shapes how we interpret the world.

    As Sandra and I talked about the concepts I was teaching at IBM and about our own situation, we began to realize that what we were doing to help our son was not in harmony with the way we really saw him. When we honestly examined our deepest feelings, we realized that our perception was that he was basically inadequate, somehow behind. No matter how much we worked on our attitude and behavior, our efforts were ineffective because, despite our actions and our words, what we really communicated to him was, You aren’t capable. You have to be protected.

    We began to realize that if we wanted to change the situation, we first had to change ourselves. And to change ourselves effectively, we first had to change our perceptions.

    THE PERSONALITY AND CHARACTER ETHICS

    At the same time, in addition to my research on perception, I was also deeply immersed in an in-depth study of the success literature published in the United States since 1776. I was reading or scanning literally hundreds of books, articles, and essays in fields such as self-improvement, popular psychology, and self-help. At my fingertips was the sum and substance of what a free and democratic people considered to be the keys to successful living.

    As my study took me back through 200 years of writing about success, I noticed a startling pattern emerging in the content of the literature. Because of our own pain, and because of similar pain I had seen in the lives and relationships of many people I had worked with through the years, I began to feel more and more that much of the success literature of the past 50 years was superficial. It was filled with social image consciousness, techniques and quick fixes—with social Band-Aids and aspirin that addressed acute problems and sometimes even appeared to solve them temporarily, but left the underlying chronic problems untouched to fester and resurface time and again.

    In stark contrast, almost all the literature in the first 150 years or so focused on what could be called the Character Ethic as the foundation of success—things like integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, and the Golden Rule. Benjamin Franklin’s autobiography is representative of that literature. It is, basically, the story of one man’s effort to integrate certain principles and habits deep within his nature.

    The Character Ethic taught that there are basic principles of effective living, and that people can only experience true success and enduring happiness as they learn and integrate these principles into their basic character.

    But shortly after World War I the basic view of success shifted from the Character Ethic to what we might call the: Personality Ethic.

    Success became more a function of personality, of public image, of attitudes and behaviors, skills and techniques that lubricate the processes of human interaction.

    This Personality Ethic essentially took two paths: one was human and public relations techniques, and the other was positive mental attitude (PMA). Some of this philosophy was expressed in inspiring and sometimes valid maxims such as Your attitude determines your altitude, Smiling wins more friends than frowning, and Whatever the mind of man can conceive and believe it can achieve.

    Other parts of the personality approach were clearly manipulative, even deceptive, encouraging people to use techniques to get other people to like the=m, or to fake interest in the hobbies of others to get out of them what they wanted, or to use the power look, or to intimidate their way through life.

    Some of this literature acknowledged character as an ingredient of success, but tended to compartmentalize it rather than recognize it as foundational and catalytic. Reference to the Character Ethic became mostly lip service; the basic thrust was quick-fix influence techniques, power strategies, communication skills, and positive attitudes.

    This Personality Ethic, I began to realize, was the subconscious source of the solutions Sandra and I were attempting to use with our son. As I thought more deeply about the difference between the Personality and Character Ethics, I realized that Sandra and I had been getting social mileage out of our children’s good behavior, and, in our eyes, this son simply didn’t measure up. Our image of ourselves, and our role as good, caring parents, was even deeper than our image of our son and perhaps influenced it. There was a lot more wrapped up in the way we were seeing and handling the problem than our concern for our son’s welfare.

    As Sandra and I talked, we became painfully aware of the powerful influence of our own character and motives and of our perception of him. We knew that social comparison motives were out of harmony with our deeper values and could lead to conditional love and eventually to our son’s lessened sense of self-worth. So we determined to focus our efforts on us—not on our techniques, but on our deepest motives and our perception of him. Instead of trying to change him, we tried to stand apart—to separate us from him—and to sense his identity, individuality, separateness, and worth.

    Through deep thought and the exercise of faith and prayer, we began to see our son in terms of his own uniqueness. We saw within him layers and layers of potential that would be realized at his own pace and speed. We decided to relax and get out of his way and let his own personality emerge. We saw our natural role as being to affirm, enjoy, and value him. We also conscientiously worked on our motives and cultivated internal sources of security so that our own feelings of worth were not dependent on our children’s acceptable behavior.

    As we loosened up our old perception of our son and developed value-based motives, new feelings began to emerge. We found ourselves enjoying him instead of comparing or judging him. We stopped trying to clone him in our own image or measure him against social expectations. We stopped trying to kindly, positively manipulate him into an acceptable social mold. Because we saw him as fundamentally adequate and able to cope with life, we stopped protecting him against the ridicule of others.

    He had been nurtured on this protection, so he went through some withdrawal pains, which he expressed and which we accepted, but did not necessarily respond to. We don’t need to protect you, was the unspoken message. You’re fundamentally okay.

    As the weeks and months passed, he began to feel a quiet confidence and affirmed himself. He began to blossom, at his own pace and speed. He became outstanding as measured by standard social criteria—academically, socially and athletically—at a rapid clip, far beyond the so-called natural developmental process. As the years passed, he was elected to several student body leadership positions, developed into an all-state athlete and started bringing home straight A report cards. He developed an engaging and guileless personality that has enabled him to relate in nonthreatening ways to all kinds of people.

    Sandra and I believe that our son’s socially impressive accomplishments were more a serendipitous expression of the feelings he had about himself than merely a response to social reward. This was an amazing experience for Sandra and me, and a very instructional one in dealing with our other children and in other roles as well. It brought to our awareness on a very personal level the vital difference between the Personality Ethic and the Character Ethic of success. The Psalmist expressed our conviction well: Search your own heart with all diligence for out of it flow the issues of life.

    PRIMARY AND SECONDARY GREATNESS

    My experience with my son, my study of perception and my reading of the success literature coalesced to create one of those Aha! experiences in life when suddenly things click into place. I was suddenly able to see the powerful impact of the Personality Ethic and to clearly understand those subtle, often consciously unidentified discrepancies between what I knew to be true—some things I had been taught many years ago as a child and things that were deep in my own inner sense of value—and the quick fix philosophies that surrounded me every day. I understood at a deeper level why, as I had worked through the years with people from all walks of life, I had found that the things I was teaching and knew to be effective were often at variance with these popular voices.

    I am not suggesting that elements of the Personality Ethic—personality growth, communication skill training, and education in the field of influence strategies and positive thinking—are not beneficial, in fact sometimes essential for success. I believe they are. But these are secondary, not primary traits. Perhaps, in utilizing our human capacity to build on the foundation of generations before us, we have inadvertently become so focused on our own building that we have forgotten the foundation that holds it up; or in reaping for so long where we have not sown, perhaps we have forgotten the need to sow.

    If I try to use human influence strategies and tactics of how to get other people to do what I want, to work better, to be more motivated, to like me and each other—while my character is fundamentally flawed, marked by duplicity and insincerity—then, in the long run, I cannot be successful. My duplicity will breed distrust, and everything I do—even using so-called good human relations techniques—will be perceived as manipulative. It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success. Only basic goodness gives life to technique.

    To focus on technique is like cramming your way through school. You sometimes get by, perhaps even get good grades, but if you don’t pay the price day in and day out, you never achieve true mastery of the subjects you study or develop an educated mind.

    Did you ever consider how ridiculous it would be to try to cram on a farm—to forget to plant in the spring, play all summer and then cram in the fall to bring in the harvest? The farm is a natural system. The price must be paid and the process followed. You always reap what you sow; there is no shortcut.

    This principle is also true, ultimately, in human behavior, in human relationships. They, too, are natural systems based on the law of the harvest. In the short run, in an artificial social system such as school, you may be able to get by if you learn how to manipulate the man-made rules, to play the game. In most one-shot or short-lived human interactions, you can use the Personality Ethic to get by and to make favorable impressions through charm and skill and pretending to be interested in other people’s hobbies. You can pick up quick, easy techniques that may work in short-term situations. But secondary traits alone have no permanent worth in long-term relationships. Eventually, if there isn’t deep integrity and fundamental character strength, the challenges of life will cause true motives to surface and human relationship failure will replace short-term success.

    Many people with secondary greatness—that is, social recognition for their talents—lack primary greatness or goodness in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently. As Emerson once put it, What you are shouts so loudly in my ears I cannot hear what you say.

    There are, of course, situations where people have character strength but they lack communication skills, and that undoubtedly affects the quality of relationships as well. But the effects are still secondary.

    In the last analysis, what we are communicates far more eloquently than anything we say or do. We all know it. There are people we trust absolutely because we know their character. Whether they’re eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them.

    In the words of William George Jordan, Into the hands of every individual is given a marvelous power for good or evil—the silent, unconscious, unseen influence of his life. This is simply the constant radiation of what man really is, not what he pretends to be.

    THE POWER OF A PARADIGM

    The 7 Habits of Highly Effective People embody many of the fundamental principles of human effectiveness. These habits are basic; they are primary. They represent the internalization of correct principles upon which enduring happiness and success are based.

    But before we can really understand these Seven Habits, we need to understand our own paradigms and how to make a paradigm shift.

    Both the Character Ethic and the Personality Ethic are examples of social paradigms. The word paradigm comes from the Greek. It was originally a scientific term, and is more commonly used today to mean a model, theory, perception, assumption, or frame of reference. In the more general sense, it’s the way we see the world—not in terms of our visual sense of sight, but in terms of perceiving, understanding, interpreting.

    For our purposes, a simple way to understand paradigms is to see them as maps. We all know that the map is not the territory. A map is simply an explanation of certain aspects of the territory. That’s exactly what a paradigm is. It is a theory, an explanation, or model of something else.

    Suppose you wanted to arrive at a specific location in central Chicago. A street map of the city would be a great help to you in reaching your destination. But suppose you were given the wrong map. Through a printing error, the map labeled Chicago was actually a map of Detroit. Can you imagine the frustration, the ineffectiveness of trying to reach your destination?

    You might work on your behavior—you could try harder, be more diligent, double your speed. But your efforts would only succeed in getting you to the wrong place faster.

    You might work on your attitude—you could think more positively. You still wouldn’t get to the right place, but perhaps you wouldn’t care. Your attitude would be so positive, you’d be happy wherever you were.

    The point is, you’d still be lost. The fundamental problem has nothing to do with your behavior or your attitude. It has everything to do with having a wrong map.

    If you have the right map of Chicago, then diligence becomes important, and when you encounter frustrating obstacles along the way, then attitude can make a real difference. But the first and most important requirement is the accuracy of the map.

    Each of us has many, many maps in our head, which can be divided into two main categories: maps of the way things are, or realities, and maps of the way things should be, or values. We interpret everything we experience through these mental maps. We seldom question their accuracy; we’re usually even unaware that we have them. We simply assume that the way we see things is the way they really are or the way they should be.

    And our attitudes and behaviors grow out of those assumptions. The way we see things is the source of the way we think and the way we act.

    Before going any further, I invite you to have an intellectual and emotional experience. Take a few seconds and just look at the picture on the opposite page.

    Now look at this picture on and carefully describe what you see.

    Do you see a woman? How old would you say she is? What does she look like? What is she wearing? In what kind of roles do you see her?

    You probably would describe the woman in the second picture to be about 25 years old—very lovely, rather fashionable with a petite nose and a demure presence. If you were a single man you might like to take her out. If you were in retailing, you might hire her as a fashion model.

    But what if I were to tell you that you’re wrong? What if I said this picture is of a woman in her 60’s or 70’s who looks sad, has a huge nose, and is certainly no model. She’s someone you probably would help across the street.

    Who’s right? Look at the picture again. Can you see the old woman? If you can’t, keep trying. Can you see her big hook nose? Her shawl?

    If you and I were talking face to face, we could discuss the picture. You could describe what you see to me, and I could talk to you about what I see. We could continue to communicate until you clearly showed me what you see in the picture and I clearly showed you what I see.

    Because we can’t do that, look at this image and study the picture there and then look at this picture again.

    Can you see the old woman now? It’s important that you see her before you continue reading.

    I first encountered this exercise many years ago at the Harvard Business School. The instructor was using it to demonstrate clearly and eloquently that two people can see the same thing, disagree, and yet both be right. It’s not logical; it’s psychological.

    He brought into the room a stack of large cards, half of which had the image of the young woman you saw first and the other half of which had the image of the old woman last.

    He passed them out to the class, the picture of the young woman to one side of the room and the picture of the old woman to the other. He asked us to look at the cards, concentrate on them for about ten seconds and then pass them back in. He then projected upon the screen the picture you saw first combining both images and asked the class to describe what they saw. Almost every person in that class who had first seen the young woman’s image on a card saw the young woman in the picture. And almost every person who had first seen the old woman’s image on a card saw an old woman in the picture.

    The professor then asked one student to explain what he saw to a student on the opposite side of the room. As they talked back and forth, communication problems flared up.

    What do you mean, ‘old lady’? She couldn’t be more than 20 or 22 years old!

    Oh, come on. You have to be joking. She’s 70—could be pushing 80!

    What’s the matter with you? Are you blind? This lady is young, good looking. I’d like to take her out. She’s lovely.

    Lovely? She’s an old hag.

    The arguments went back and forth, each person sure of, and adamant in, his or her position. All of this occurred in spite of one exceedingly important advantage the students had—most of them knew early in the demonstration that another point of view did, in fact, exist—something many of us would never admit. Nevertheless, at first, only a few students really tried to see this picture from another frame of reference.

    After a period of futile communication, one student went up to the screen and pointed to a line on the drawing. There is the young woman’s necklace. The other one said,

    No, that is the old woman’s mouth. Gradually, they began to calmly discuss specific points of difference, and finally one student, and then another, experienced sudden recognition when the images of both came into focus. Through continued calm, respectful, and specific communication, each of us in the room was finally able to see the other point of view. But when we looked away and then back, most of us would immediately see the image we had been conditioned to see in the ten-second period of time.

    I frequently use this perception demonstration in working with people and organizations because it yields so many deep insights into both personal and interpersonal effectiveness. It shows, first of all, how powerfully conditioning affects our perceptions, our paradigms. If ten seconds can have that kind of impact on the way we see things, what about the conditioning of a lifetime? The influences in our lives—family, school, church, work environment, friends, associates, and current social paradigms such as the Personality Ethic—all have made their silent unconscious impact on us and help shape our frame of reference, our paradigms, our maps.

    It also shows that these paradigms are the source of our attitudes and behaviors. We cannot act with integrity outside of them. We simply cannot maintain wholeness if we talk and walk differently than we see. If you were among the 90 percent who typically see the young woman in the composite picture when conditioned to do so, you undoubtedly found it difficult to think in terms of having to help her cross the street. Both your attitude about her and your behavior toward her had to be congruent with the way you saw her.

    This brings into focus one of the basic flaws of the Personality Ethic. To try to change outward attitudes and behaviors does very little good in the long run if we fail to examine the basic paradigms from which those attitudes and behaviors flow.

    This perception demonstration also shows how powerfully our paradigms affect the way we interact with other people. As clearly and objectively as we think we see things, we begin to realize that others see them differently from their own apparently equally clear and objective point of view. Where we stand depends on where we sit.

    Each of us tends to think we see things as they are, that we are objective. But this is not the case. We see the world,

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