The Effective Individual in the Organization

INDIVIDUAL EFFECTIVENESS

Focuses on the effectiveness and resilience of the individual and their role in the organisation
and the system. Aims to develop new behaviors and ways of working that promote a collaborative
approach.

Example: The brilliant engineer who has the expertise to create major advances in the
organization, but is unable to communicate clearly enough to get others in the organization
to support his or her ideas.

 Skills in Managing People and Organization to Attain Innovation

1. Motivation - Leveraging your unique source of motivation puts the wind in your sails,
makes it easier for you to draw on your strengths, and feels more comfortable and
natural—leading to a far more productive and sustainable motivation.

Types & sources of motivation:

- Passion for the business

- Discipline, persistence
- Work ethic, pride in work
- Meaningful vision
- Giving your family a better life
- The thrill of a challenge, of growth, achievement…
- Passionate about helping others
- Drive, ambition, competitiveness (love to compete)

2. Leadership
The Fundamental 4: Core Leadership Skills for Every Career

3. Positive Work-Related Attitudes

How Can You Be Happier at Work?
- Have a positive attitude about it.
- A good fit with the job and company is important to your happiness.
 - Get accurate information about the job and the company.
- Develop good relationships at work.
- Pay is important, but job characteristics matter more to your job satisfaction.
- Be proactive in managing organizational life.
- Know when to leave.

4. Smart Decision Making

The 7 Habits of Highly Effective People

 The 7 Habits of Highly Effective People by Stephen R. Covey is a self-improvement book,

first published in 1989.
 It is written on Covey's belief that the way we see the world is entirely based on our own
perceptions. In order to change a given situation, we must change ourselves, and in order to
change ourselves, we must be able to change our perceptions.

Change in the Way that Humans Have Defined Success Over Time:

They see a successful person, team, or

organization and ask, "How do you do it?
Teach me your techniques!" But these
“shortcuts” that we look for, hoping to
save time and effort and still achieve the
desired result, are simply band-aids that
will yield short-term solutions; they don't
address the underlying condition.
 "The way we see the problem is the problem," Covey writes. We must allow ourselves to
undergo paradigm shifts -- to change ourselves fundamentally and not just alter our attitudes and
behaviors on the surface level -- in order to achieve true change.

 Habits 1, 2, and 3 - self-mastery and moving from dependence to independence.

HABIT 1: BE PROACTIVE (Responsible for behavior, results and growth.)

Proactive People Reactive People

• Recognize that they are "response-able", they • Often affected by their physical environment,
don't blame genetics, circumstances, conditions they find external sources to blame for their
or conditioning for their behavior. behavior.
• They know they choose their behavior. • Believe they are not responsible for what they
say and do--they have no choice.
• Uses proactive language--I can, I will, I prefer, • Uses reactive language--I can't, I have to, if
etc. only.
• Focus their efforts on their Circle of Influence-- • Focus their efforts in the Circle of Concern--
things they can do something about: health, things over which they have little or no control:
children, or problems at work. the national debt, terrorism, or the weather.

“I am not a product of my circumstances. I am a product of my decisions.”

- DR. STEPHEN R. COVEY

THE FREEDOM TO CHOOSE

Instead of reacting to or worrying about conditions over which they have little or no control,
proactive people focus their time and energy on things they can control. The problems, challenges,
and opportunities we face fall into two areas--Circle of Concern and Circle of Influence.

Gaining an awareness of the areas in which we spend our energies is a giant step in becoming
proactive.
 As you become more proactive, you will make mistakes. While we choose our actions freely,
we cannot choose their consequences - which are governed by natural law, out in our circle of
concern. The proactive approach to a mistake is to acknowledge it instantly, correct it, and learn
from it. To delay, to deny the mistake, is to miss its lesson. “Success,” said IBM founder T.J. Watson Sr.,
“is on the far side of failure.”

Practice Success Habit 1:

1) Work only in your smaller circle of influence;

2) Make small commitments to yourself and others, and keep them;

3) Be a light, not a judge; be a model, not a critic; be the solution, not the problem.

If you stall to think some important problem in your life is “out there” somewhere, stop
yourself. That thought is the problem.

Habit 2: Begin with the End in Mind (Focus time and energy on things that can be controlled.)

"People are working harder than ever, but because they lack clarity and vision, they aren't getting
very far. They, in essence, are pushing a rope with all of their might."
- DR. STEPHEN R. COVEY

Habit 2 is based on imagination--the ability to envision in your mind what you cannot at
present see with your eyes. It is based on the principle that all things are created twice. There is a
mental (first) creation, and a physical (second) creation.

UNDERSTAND THE END RESULT

Begin with the End in Mind means to begin

each day, task, or project with a clear vision of your
desired direction and destination, and then continue
by flexing your proactive muscles to make things
happen.

How to incorporate...
• Personal Mission Statement
- Focuses on what you want to be and do.
- Your plan for success.
- Reaffirms who you are, puts your goals in focus, and moves your ideas into the real world.
- Makes you the leader of your own life.
 It is also important to identify our center. Whatever is at the center of our life will be the
source of our security, guidance, wisdom, and power.

Our centers affect us fundamentally -- they determine our daily decisions, actions, and
motivations, as well as our interpretation of events.

However, Covey notes that none of these centers are optimal, and that instead we should
strive to be principle-centered. We should identify the timeless, unchanging principles by which we
must live our lives. This will give us the guidance that we need to align our behaviors with our beliefs
and values.

Habit 3: Put First Things First

"Putting first things first means organizing and executing around your most important priorities. It
is living and being driven by the principles you value most, not by the agendas and forces
surrounding you." - DR. STEPHEN R. COVEY
 To live a more balanced existence, you have to recognize that not doing everything that comes
along is okay. There's no need to overextend yourself. All it takes is realizing that it's all right to say
no when necessary and then focus on your highest priorities.

Habit 3 is where Habits 1 and 2 come together. It happens every day, moment-by-moment. It
deals with many of the questions addressed in the field of time management. Habit 3 is about life
management as well--your purpose, values, roles, and priorities. What are "first things?" First things
are those things you, personally, find of most worth. If you put first things first, you are organizing
and managing time and events according to the personal priorities you established in Habit 2.

If we focus on Quadrant I and spend our

time managing crises and problems, it keeps
getting bigger and bigger until it consumes us.
These leads to stress, burnout, and constantly
putting out fires.

If we focus on Quadrant III, we spend most

of our time reacting to matters that seem
urgent, when the reality is their perceived
urgency is based on the priorities and
expectations of others. This leads to short-term
focus, feeling out of control, and shallow or
broken relationships.

If we focus on Quadrant IV, we are

basically leading an irresponsible life. This
often leads to getting fired from jobs and being highly dependent on others.

Quadrant II is at the heart of effective personal management. It deals with things like building
relationships, long-term planning, exercising, preparation -- all things we know we need to do but
somehow seldom get around to actually doing, because they don’t feel urgent.

PLAN EVERY WEEK

1. Connect with mission, roles, and goals.

2. Schedule the Big Rocks.

3. Organize the rest.

 Habits 4, 5, and 6 - developing teamwork, collaboration, and communication skills, and

moving from independence to interdependence
 HABIT 4: THINK WIN-WIN
(Work effectively and efficiently with others to achieve optimal results.)

"When one side benefits more than the other, that's a win-lose situation. To the winner it might look
like success for a while, but in the long run, it breeds resentment and distrust."
- DR. STEPHEN R. COVEY

In order to establish effective interdependent relationships, we must commit to creating

Win-Win situations that are mutually beneficial and satisfying to each party.

Covey explains that there are six paradigms of human interaction:

1. Win-Win: Both people win. Agreements or solutions are mutually beneficial and satisfying to
both parties.

2. Win-Lose: “If I win, you lose.” Win-Lose people are prone to use position, power, credentials,
and personality to get their way.

3. Lose-Win: “I lose, you win.” Lose-Win people are quick to please and appease, and seek
strength from popularity or acceptance.

4. Lose-Lose: Both people lose. When two Win-Lose people get together -- that is, when two
determined, stubborn, ego-invested individuals interact -- the result will be Lose-Lose.

5. Win: People with the Win mentality don’t necessarily want someone else to lose -- that’s
irrelevant. What matters is that they get what they want.

6. Win-Win or No Deal: If you can’t reach an agreement that is mutually beneficial, there is no
deal. Important to use as a backup. When we have No Deal as an option in our mind, it liberates
us from needing to manipulate people and push our own agenda. We can be open and really try
to understand the underlying issues.

The best option is to create Win-Win situations. With Win-Lose, or Lose-Win, one person
appears to get what he wants for the moment, but the results will negatively impact the
relationship between those two people going forward.

In solving for Win-Win, we must consider two factors: Consideration and courage. Take a
look at the following chart:

"To go for Win-Win, you not only have

to be nice, you have to be courageous."

- Stephen Covey
 Another important factor in solving for Win-Win situations is maintaining an Abundance
Mentality, or the belief that there's plenty out there for everyone. Most people operate with
the Scarcity Mentality -- meaning they act as though everything is zero-sum (in other words, if you
get it, I don’t). People with the Scarcity Mentality have a very hard time sharing recognition or
credit and find it difficult to be genuinely happy about other people’s successes.

When it comes to interpersonal leadership, the more genuine our character is, the higher our
level of proactivity; the more committed we are to Win-Win, the more powerful our influence will
be.

Win-win sees life as a cooperative arena, not a competitive one. Win-win is a frame of mind
and heart that constantly seeks mutual benefit in all human interactions. Win-win means
agreements or solutions are mutually beneficial and satisfying. We both get to eat the pie, and it
tastes pretty darn good!

A person or organization that approaches conflicts with a win-win attitude possesses three
vital character traits:

1. Integrity: sticking with your true feelings, values, and commitments

2. Maturity: expressing your ideas and feelings with courage and consideration for the ideas and
feelings of others
3. Abundance Mentality: believing there is plenty for everyone

WHY WIN-WIN?
Many people think in terms of either/or: either you're nice or you're tough.
Win-win requires that you be both. It is a balancing act between courage and consideration.

To go for win-win, you not only have to be

empathic, but you also have to be confident. You
not only have to be considerate and sensitive, you
also have to be brave. To do that--to achieve
that balance between courage and consideration-
-is the essence of real maturity and is
fundamental to win-win.
 HABIT 5: SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD
(Communicate effectively at all levels of the organization.)

"Most people do not listen with the intent to understand; they listen with the intent to reply."

- DR. STEPHEN R. COVEY

Before we can offer advice, suggest solutions, or effectively interact with another person in
any way, we must seek to deeply understand them and their perspective through empathic
listening.

Let’s say you go to an optometrist and tell him that you’ve been having trouble seeing
clearly, and he takes off his glasses, hands them to you and says, “Here, try these -- they’ve been
working for me for years!” You put them on, but they only make the problem worse. What are the
chances you’d go back to that optometrist? Unfortunately, we do the same thing in our everyday
interactions with others. We prescribe a solution before we diagnose the problem. We don’t seek to
deeply understand the problem first.

Habit 5 says that we must seek first to understand, then to be understood. In order to seek
to understand, we must learn to listen.

"You’ve spent years of your life learning how to read and write, years learning how to speak. But
what about listening?" - Stephen Covey

We can’t simply use one technique to understand someone. In fact, if a person senses that
we’re manipulating her, she will question our motives and will no longer feel safe opening up to us.

"You have to build the skills of empathic listening on a base of character that inspires openness and
trust." - Stephen Covey

To listen empathically requires a fundamental paradigm shift. We typically seek first to be

understood. Most people listen with the intent to reply, not to understand. At any given moment,
they’re either speaking or preparing to speak.

After all, Covey points out, communication experts estimate that:

 10% of our communication is represented by our words

 30% is represented by our sounds

 60% is represented by our body language when we listen autobiographically -- in other

words, with our own perspective as our frame of reference -- we tend to respond in one of four ways:

SEEK FIRST TO UNDERSTAND

Because you so often listen autobiographically, you tend to respond in one of four ways:
Evaluating: You judge and then either agree or disagree.
Probing: You ask questions from your own frame of reference.
Advising: You give counsel, advice, and solutions to problems.
Interpreting: You analyze others' motives and behaviors based on your own experiences.
The second part of Habit 5 is “ ... then to be understood.” This is equally critical in achieving
Win-Win solutions.

"Seeking to understand requires consideration; seeking to be understood takes courage." -Stephen

Covey

When we’re able to present our ideas clearly, and in the context of a deep understanding of
the other person’s needs and concerns, we significantly increase the credibility of your ideas.

HABIT 6: SYNERGIZE
(Innovate and problem solve with those who have a different point of view.)

"Synergy is better than my way or your way. It's our way."

- DR. STEPHEN R. COVEY
By understanding and valuing the differences in another person’s perspective, we have the
opportunity to create synergy, which allows us to uncover new possibilities through openness and
creativity. The combination of all the other habits prepares us for Habit 6, which is the habit of
synergy or "When one plus one equals three or more and the whole is great than the sum of its
parts."

For example, if you plant two plants close together, their roots will co-mingle and improve
the quality of the soil, so that both plants will grow better than they would on their own.
Synergy allows us to create new alternatives and open new possibilities. It allows us as a group to
collectively agree to ditch the old scripts and write new ones.

"Without doubt, you have to leave the comfort zone of base camp and confront an entirely new
and unknown wilderness." -Stephen Covey

Start with habits 4 and 5 -- you must think Win-Win and seek first to understand. Once you
have these in mind, you can pool your desires with those of the other person or group. And then
you’re not on opposite sides of the problem -- you’re together on one side, looking at the problem,
understanding all the needs, and working to create a third alternative that will meet them. What
we end up with is not a transaction, but a transformation. Both sides get what they want, and
they build their relationship in the process.
 By putting forth a spirit of trust and safety, we will
prompt others to become extremely open and feed
on each other’s insights and ideas, creating synergy.

The real essence of synergy is valuing the differences -- the

mental, emotional, and psychological differences between people.

"The key to valuing differences is to realize that all people see the world, not
as it is, but as they are." - Stephen Covey

After all, if two people have the same opinion, one is unnecessary. When we become aware
of someone’s different perspective, we can say, “Good! You see it differently! Help me see what you
see.” We seek first to understand, and then we find strength and utility in those different
perspectives in order to create new possibilities and Win-Win results.

Synergy allows you to:

 Value the differences in other people as a way to expand your perspective

 Sidestep negative energy and look for the good in others
 Exercise courage in interdependent situations to be open and encourage others to be open
 Catalyze creativity and find a solution that will be better for everyone by looking for a third
alternative
"Synergy is not the same as compromise. In a compromise, one plus one equals one and a half at
best."
DR. STEPHEN R. COVEY

When people begin to interact together genuinely, and they're open to each other's influence,
they begin to gain new insight. The capability of inventing new approaches is increased
exponentially because of differences.

YOU KNOW YOU'RE IN SYNERGY WHEN YOU:

 Have a change of heart.

 Feel new energy and excitement.
 See things in a new way
 Feel that the relationship has transformed.
 End up with an idea or a result that is better than what
either of you started with (3rd Alternative).
 Valuing differences is what really drives synergy. Do you truly value the mental, emotional,
and psychological differences among people? Or do you wish everyone would just agree with you so
you could all get along? Many people mistake uniformity for unity; sameness for oneness. One word-
-boring! Differences should be seen as strengths, not weaknesses. They add zest to life.

 Habit 7 - continuous growth and improvement, and embodies all the other habits
HABIT 7: SHARPEN THE SAW

"We must never become too busy sawing to take time to sharpen the saw."

- DR. STEPHEN R. COVEY

To be effective, we must devote the time to renewing ourselves physically, spiritually,

mentally, and socially. Continuous renewal allows us to synergistically increase our ability to
practice each habit. Habit 7 is focused around renewal, or taking time to “sharpen the saw.” It
surrounds all of the other habits and makes each one possible by preserving and enhancing your
greatest asset -- yourself.

There are four dimensions of our nature, and each must be exercised regularly, and in
balanced ways:

Physical Dimension: The goal of continuous physical improvement is to exercise our body in a
way that will enhance our capacity to work, adapt, and enjoy.

To renew ourselves physically, we must:

 Eat well
 Get sufficient rest and relaxation
 Exercise on a regular basis to build endurance, flexibility, and strength

Focusing on the physical dimension helps develop Habit 1 muscles of proactivity. We act
based on the value of well-being instead of reacting to the forces that keep us from fitness.

Spiritual Dimension: The goal of renewing our spiritual self is to provide leadership to our life
and reinforce your commitment to our value system.

To renew yourself spiritually, you can:

 Practice daily meditation

 Communicate with nature
 Immerse yourself in great literature or music

A focus on our spiritual dimension helps us practice Habit 2, as we continuously revise and
commit ourselves to our values, so we can begin with the end in mind.
Mental Dimension: The goal of renewing our mental health is to continue expanding our mind.

To renew yourself mentally, you can:

 Read good literature

 Keep a journal of your thoughts, experiences, and insights
 Limit television watching to only those programs that enrich your life and mind

Focusing on our mental dimension helps us practice Habit 3 by managing ourselves

effectively to maximize the use of our time and resources.

Social/Emotional Dimension: The goal of renewing ourselves socially is to develop meaningful

relationships.

To renew yourself emotionally, you can:

 Seek to deeply understand other people

 Make contributions to meaningful projects that improve the lives of others
 Maintain an Abundance Mentality, and seek to help others find success

Renewing our social and emotional dimension helps us practice Habits 4, 5, and 6 by
recognizing that Win-Win solutions do exist, seeking to understand others, and finding mutually
beneficial third alternatives through synergy.

"Not a day goes by that we can’t at least serve one other human being by making deposits of
unconditional love." - Stephen Covey

As we focus on renewing ourselves along these four dimensions, we must also seek to be a
positive scripter for other people. We must look to inspire others to a higher path by showing them
we believe in them, by listening to them empathically, by encouraging them to be proactive.

"The more we see people in terms of their unseen potential, the more we can use our imagination
rather than our memory." - Stephen Covey

The real beauty of the 7 Habits is that improvement in one habit synergistically increases our
ability to improve the rest. Renewal is the process that empowers us to move along an upward
spiral of growth and change, of continuous improvement.
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