1. Shar
pen
the S
aw
THE SEVEN HABITS PARADIGM
Interdependenc
Seek First to
Understand
e Synergize
… Then to be
Understood
PUBLIC
VICTORY
Think Win/Win
Independence
Put First
Things First
PRIVATE
VICTORY
Be
Proactive
Begin with
the End in Mind
Dependence

2. F OUR D IMENSIONS
OF
R ENEWAL
PHYSICAL
Exercise, Nutrition,
Stress Management
MENTAL
Reading, Visualizing,
Planning, Writing
SOCIAL/EMOTIONAL
Service, Empathy,
Synergy, Intrinsic Security
SPIRITUAL
Value Clarification
& Commitment, Study
& Meditation
2

3. T HE U PWARD S PIRAL
Commit
Do
Learn
Commit
Do
Learn
Do
Commit
Learn
Do
Commit
Learn
3

4. P ROACTIVE M ODEL
Stimulus
Freedom
to
Choose
Response
Independent
Will
SelfAwareness
Imagination
Conscience
4

5. High
Win/Win
Lose/Lose
Win/Lose
Low
CONSIDERATION
Lose/Win
Low
COURAGE
5
High

6. L EVELS
OF
C OMMUNICATION
High
Synergistic (Win/Win)
TRUST
Respectful (Compromise)
Defensive (Win/Lose or Lose/Win)
Low
Low
COOPERATION
High
6

7. P ARADIGM S HIFTS
A BREAK FROM
TRADITIONAL WISDOM
TOWARD
7 HABITS PRINCIPLES
Habit 1
We are a product of our environment
and upbringing.
Habit 2
Society is the source of our values.
Habit 3
Reactive to the tyranny of the urgent.
Acted upon by the environment.
We are a product of our choices to our
environment and upbringing.
Values are self-chosen and provide
foundation for decision making. Values
flow out of principles.
Actions flow from that which is
important.
Habit 4
Win-lose.
One-sided benefit.
Win-win.
Mutual benefit.
Habit 5
Fight, flight, or compromise when
faced with conflict.
Communication solves problems.
Habit 6
Differences are threats.
Independence is the highest value.
Unity means sameness.
Differences are values and are
opportunities for synergy.
Habit 7
Entropy.
Continuous self-renewal and selfBurnout on one track - typically work. improvement. 7

8. B E P ROACTIVE
I can forgive, forget, and let
go of past injustices
I choose my attitude,
emotions, and moods
I’m the creative force of my life
I’m aware that I’m responsible
8

9. 9

10. 10

11. 11

12. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 1
Be Proactive.
Proactive people take
responsibility for their own
lives. They determine the
agendas they will follow
and choose their response
to what happens around
them.
Be Reactive.
Reactive people don’t take
responsibility for their own
lives. They feel victimized,
a product of
circumstances, their past,
and other people. They do
not see as the creative
force of their lives.
12

13. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 2
Begin with the End in
Mind. These people use
personal vision, correct
principles, and their deep
sense of personal meaning
to accomplish tasks in a
positive and effective way.
They live life based on
self-chosen values and are
guided by their personal
mission statement.
Begin with No End in
Mind. These people lack
personal vision and have
not developed a deep
sense of personal meaning
and purpose. They have
not paid the price to
develop a mission
statement and thus live
life based on society’s
values instead of selfchosen values.
13

14. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 3
Put First Things First.
These people exercise
discipline, and they plan
and execute according to
priorities. They also “walk
their talk” and spend
significant time in
Quadrant II.
Put Second Things First.
These people are crisis
managers who are unable
to stay focused on highleverage tasks because of
their preoccupation with
circumstances, their past,
or other people. They are
caught up in the “thick of
thin things” and are driven
by the urgent.
14

15. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 4
Think Win-Win.
These people have an
abundance mentality and
the spirit of cooperation.
They achieve effective
communication and high
trust levels in their
Emotional Bank Accounts
with others, resulting in
rewarding relationships
and greater power to
influence.
Think Win-Lose or LoseWin. These people have a
scarcity mentality and see
life as a zero-sum game.
They have ineffective
communication skills and
low trust levels in their
Emotional Bank Accounts
with others, result-ing in a
defensive mentality and
adversarial feelings.
15

16. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 5
Seek First to Understand,
Then to Be Understood.
Through perceptive
observation and empathic
listening, these nonjudgmental people are
intent on learning the
needs, interests, and
concerns of others. They
are then able to
courageously state their
own needs and wants.
Seek First to Be Understood
These people put forth their
point of view based solely
on their auto-biography and
motives, without attempting
to understand others first.
They blindly prescribe
without first diagnosing the
problem.
16

17. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 6
Synergize.
Effective people know
that the whole is greater
than the sum of the parts.
They value and benefit
from differences in
others, which results in
creative cooperation and
team-work.
Compromise, Fight, or Flight
Ineffective people believe
the whole is less than the
sum of the parts. They try
to “clone” other people in
their own image. Differences
in others are looked upon as
threats.
17

18. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 7
Sharpen the Saw.
Effective people are
involved in self-renewal
and self-improvement in
the physical, mental,
spiritual, and socialemotional areas, which
enhance all areas off their
life and nurture the other
six habits.
Wear Out the Saw.
Ineffective people fall
back, lose their interest,
and get disordered. They
lack a program of selfrenewal and selfimprovement and
eventually lose the cutting
edge they once had.
18

19. CIRCLE OF
INFLUENCE
19

20. CIRCLE OF
INFLUENCE
20

21. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
The Seven Habits center on
timeless and universal principles
of personal, interpersonal,
managerial, and organizational
effectiveness. Listed below are the
seven principles upon which the
Seven Habits are based-principles
which are in our circle of influence.
21

22. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
1.
The principle of continuous learning, of selfreeducation - the discipline that drives us
toward the values we believe in. Such constant
learning is required in today’s world, in light of
the fact that many of us can expect to work in
up to five radically different fields before we
retire.
2.
The principle of service, of giving oneself to
others, of helping to facilitate other people’s
work.
22

23. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
3.
The principle of staying positive and
optimistic,
radiating positive energy - including
avoiding the four emotional cancers (criticising
complain- ing, comparing, and competing).
4.
The principle of affirmation of others - treating
people as proactive individuals who have
great
potential.
5.
The principle of balance - the ability to identify
our various roles and to spend appropriate
amounts of time in, and focus on, all the
important roles and dimensions of our life.
Success in
one area of our life cannot
23
compensate for
neglect or failure in other

24. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
6.
the
The balance of spontaneity and serendipity ability to experience life with a sense of
adventure, excitement, and fresh rediscovery,
instead of trying to find a serious side to
things
that have no serious side.
7.
The principle of consistent self-renewal and
self- improvement in the four dimensions of one’s
life: physical, mental, spiritual, and socialemotional.
24

25. P YRAMID
OF I NFLUENCE
TEACHING
RELATIONSHIP
EXAMPLE
25

26. E FFECTIVE H ABITS
Knowledge
(what to, why to)
Skills
(how to)
HABITS
Desire
(want to)
26

27. CHARACTER




COMPETENCE
Integrity
Maturity
Abundance Mentality
Interdependency




Technical skills
Qualifications
Knowledge
Experience
JUDGEMENT
27

28. FOUR UNIQUE
HUMAN ENDOWMENTS
1. Self-awareness
2. Conscience
3. Imagination
4. Willpower
28

29. F OUR U NIQUE H UMAN
E NDOWMENTS
1.
Self-Awareness
We begin to become self-aware and
explore the programs we are living out. We
come to realize that we stand apart from our
pro-gramming and can even examine it. We
also realize that between stimulus and
response, we have the freedom to choose.
This self-awareness then leads to the ability
to look at other unique endowments in our
secret life.
29

30. F OUR U NIQUE H UMAN
E NDOWMENTS
2.
Conscience
Our conscience is our internal sense of
right and wrong, our “moral nature.” It is the
“greater harmonizer” and “balance wheel” of
all the principles that govern our behaviour.
Our conscience gives us a sense of the
degree to which our thoughts and actions are
in harmony with our principles.
30

31. F OUR U NIQUE H UMAN
E NDOWMENTS
3.
Power of Imagination
We can visit the power of the mind to
create or to imagine that which does not exist
now. In that imagination lie our faith and our
hope for the future. We look at what is
possible, what we can envision.
31

32. F OUR U NIQUE H UMAN
E NDOWMENTS
4.
Willpower or Independent Will
Willpower refers to our determination,
our resoluteness - our ability to act based
solely on our self-awareness. We ask
ourselves, “Am I really willing to to the
distance on my mission statement?” “Am I
willing to walk my talk?” “Am I really willing
to put first things first in spite of external
distractions and pressures?” “Am I going to
live a life of total integrity?”
32

33. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
Developing a mission statement is
foundational to Habit 2, Begin with the
End in Mind. It sets general guidelines
for our life based on our values and our
roles and goals. There are four basic
characteristics of good mission
statements, whether they be personal,
family, or organizational mission
statements.
33

34. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
1. A mission statement should be timeless and
changeless. Because goals are not
timeless,
they should not be included.
Mission statements should be based
upon unchanging core
principles that
operate regardless of present
realities or
situations. This changeless core
will
enable us to live with changes inside
other people and inside the environment. As
our consciousness grows and we mature,
we will gradually strengthen, deepen, and
improve our mission statement.
Nevertheless, we should always initially write
our mission
statement as if 34 will never
it

35. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
2.
A mission statement should deal with both
ends and means. Ends have to do with what
we are about. Means have to do with how
we go about achieving those ends. Principles
are what we implements to achieve those ends.
Ends and means are inseparable. In truth,
ends preexist in the means. “You’ll never
achieve a worthy end through unworthy
means.”
35

36. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
3.
A mission statement should deal with all
four of our basic needs:
a. To live (our physical and economic
needs)
b. To love and to be loved (our cultural
and
social ends)
c.
To learn (our needs to grow,
develop, be
recognized, and be
useful)
d. To leave a legacy
(our spiritual need for
meaning, for feeling that life matters,
that
we add value and make a
difference.
36

37. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
4. A mission statement should deal with all the
significant
roles of our life, such as a parent,
teacher, manager,
neighbour, and so forth.
“Internalizing” our
mission statement will also help
us get a
clear understanding of what is truly
important. Goethe once said, “Things which matter
most must never be at the mercy of things which
matter least.” This means that we learn how to
say
no at appropriate times. Every time we
say yes to
something that is of little or no
importance, we are
saying no to something
that is more important.
Almost every day,
most of us are caught in circumstances
37
where we should say no but don’t. We often
lack

38. S IX L EVELS
OF I NITIATIVE
6
Use own judgement, not necessary to report
5
Use own judgement, report routinely
4
Use own judgement, report immediately
3
Bring recommendations
2
Ask for instructions
1
Wait for instructions
38

39. Not Important
Important
Urgent
I
.
.
.
Crisis
Pressing problems
Deadline-driven projects,
meetings, preparations
III
.
.
.
.
.
Interruptions, some
phone calls
Some mail, some reports
Some meetings
Many proximate,
pressing matters
Many popular activities
Not Urgent
II
.
.
.
.
.
.
.
Preparation
Prevention
Values clarification
Planning
Relationship building
True re-creation
Empowerment
IV
.
.
.
.
.
.
Trivia, busywork
Some phone calls
Time wasters
“Escape” activities
Irrelevant mail
Excessive TV
39

40. P ERSONAL I MMUNE S YSTEM
Time wasters
Interruptions
Spend time
in Quadrant II
Follow correct
principles
Pressing
problems
Crises
Duplicity
Live the Seven Habits
Control own life
Maintain high
Emotional Bank
Account with self
and others
Maintain reserve
capacity
Be resilient
Unkindness
Empower and
serve others
Communicate
Empathically
Synergize with
others using a
win-win approach
Violated
expectations
Outside stress
and pressures
40

41. KEEP
PRO
MISES
GIZ
APOLO
E
UNDERS
TA
OTHERS ND
CLAR
EXPECTAIFY
TIONS
TREAT OTHER
KINDLY
TO T
LOYALITY NT
E
ABS
HE
E MOTIONAL B ANK
A CCOUNT
41