2. HABIT 3
Presented to:-
Col: Zulfiqar Ahmad Iqbal

3. Presented By:
Muhammad Shahroze Ilyas
Mubeen Abdul Shakoor
Adeel Asif

4. 7 Habits Of Highly Effective People
• The 7 Habits of Highly Effective People provides a holistic, integrated
approach towards personal and interpersonal effectiveness. Habits are
patterns of behavior that involve three overlapping components: knowledge,
desire, and skill. Because these three components are learned rather than
inherited, our habits are our second nature, not our first. Thus, we are not
our current habits. We can make or break our habits.

5. Habit 1
• Be Proactive:
Change starts from within, an highly effective people make the decision to
improve their lives through the things that they can influence rather than by
simply reacting to external forces

6. Habit 2
Begin with the end in mind:
Develop a principle centered personal mission statement. Extend the mission
statement into long term goals based on personal principles.

7. Habit 3
Put first Thing First :
Habit 3 is the fulfillment, the actualization, the natural emergence of habits 1
and 2. Habits 1 and 2 are absolutely essential and prerequisite to habit 3. You
can’t become principle centered without first being aware of and developing of
your own proactive nature. You can’t become principle centered without first
being aware of your paradigms and understanding how to shift them and align
them with principles.
You can become principle centered by practicing effective self management.

8. Independent will
Habit 3 is the exercise of independent will towards becoming principle-
centered.
Power of independent will:
The degree to which we have developed our independent will is measured by
our principle integrity.
Integrity is the value we place on ourselves.
Effective management is putting first thing first.

9. Time management
Time management can be captured in single phrase:
“ organize and execute around priorities.”
Time management is an essential skill for personal management.
Personal management is the exercise of independent will to create a life
congurent with your values, goals and mission.

10. Four generation of time management
Generations of time managements develops to give more control of our lives.
1st: Notes and checklists
2nd: Calendars and appointments books
3rd : Prioritization, clarifying values, comparing the relative of worth of
activities
4th : Preserving and enhancing relationships and accomplishing results.

11. 1st generation
The first generation of system is about “ reminders ” of our task through
notes and to-do list.

12. Second generation
It is about “ planning and preparation ”-looking ahead, identifying
deadlines and scheduling future events accordingly.
Tool used include calendars and appointment books.
Through these tools we became more organized and prepared, such as for
meetings and appointments.

13. Third generation
It is about “ prioritizing, planning and controlling ”
It includes clarifying of values and goal setting based on those values.
It Also includes the concept of daily planning, making specific plans to
accomplish those goals and activities determined to be of greatest worth.

14. Fourth generation
Rather than focusing on things and time, fourth generation expectations
focus on preserving and enhancing relationships and accomplishing results.
It is principle-centered.
It is conscience-directed.
It defines your unique mission, including values and long term goals.
It helps you balance your life by identifying roles.

15. Time management matrix

16. Q1 :Urgent and important
Should only maintain those activities and responsibilities that require your
immediate attention.
Usually these activities called “ crisis and problems ”
When major crisis arises you will have to postpone other task.
These activities causes “ stress , anxiety and lousy performance”

17. Q2 : not urgent but important
The quadrant of excellence.
Quadrant 2 is not urgent, but can play a important role in future.
Tasks of quadrant 2 are releated to health, education, and career.
Results of spending time here are:
Control of your life
• Balance
• High performance

18. Q3: urgent but not important
Tasks appear to have high urgency but not important.
For example, a ringing phone, that is important to others but not important
to you.
Results of spending too much time here:
Lack of discipline
Being a people pleaser

19. Q4: not urgent and not important
Contains all those activities that do not contribute any value at all.
 too much T.V., too much sleep, too much time on phone or web.
Results of quadrant 4 activities are:
Lack of responsibility
Guilt

20. In which quadrant you would spend most
of your time?
• Quadrant 2 is most important and heart of self management.
• it deals with things that are not urgent but important.
• Investing time in these areas might not be urgent at present, but in long time
it will be of greatest importance.

21. How to increase time in quadrant 2?
 Shrink quadrant 1 by starting things earlier.
Say “ NO ” to quadrant 3 activities
Learn to say NO to unimportant things.
Cut down quadrant 4 activities
Just do them less often.

22. Delegation
Delegation is the assignment of any responsibility or authority to another
person ( normally from manager to subordinate ) to carry out specific
activities.
Delegation means growth, both for individuals and for organization.
Transferring responsibility to other skilled and trained people enables you to
give your energies to other high-leverage activities.

23. Delegate to time and to people
If we delegate to time, we think “ efficiency”
Many people refuse to delegate to other people because they feel it takes too
much time and effort and they could do the job better themselves.
If we delegate to other people, we think “ effectiveness”
Effectively delegating to others is perhaps the single most powerful high-
leverage activity.

24. Delegate to others
J.c Penney quoted:
The wisest decision he ever made was to “ let go” after realizing that he
couldn’t do it all by himself any longer. That decision enabled the
development and growth of stores and people.
Ability to delegate to others is the main difference between the role of
“manager” and “ independent producer”.

25. Role of producer
A producer does whatever is necessary to accomplish desired results, to get
the golden eggs.
A parent who washes the dishes.
An architect who draws up Blueprints
A seceratary who types correspondence is a producer.

26. Role of manager
Manager sets up and works with and through people and systems to produce
golden eggs.
A parent who delegates washing dishes to the child.
An architect who heads a team of other architect
A secretary who supervises other secretaries.

27. Comparison of manager and producer

28. Types of delegation
There are basically two types of delegation.
 gofer delegation
Stewardship delegation

29. Gofer delegation
You hand people specific tasks as need arises and are closely involved in
supervising how they do them.
The other person doesn’t utilize much independence judgment.
Responsibilities for results lies with you.
In this approach the other person doesn’t grow because this relationship
doesn’t require the other person to use their wisdom or judgment. They are
treated like a tool.

30. Stewardship delegation
Stewardship delegation has the aim of not just getting task done, but of
building others through accomplishment of tasks.
Allows the individual to determine their own methods.
The aim is accomplishment of the tasks and the good of other person.