Leaders in Organizations

Unit 2: The 7 Habits of Highly Effective People

Welcome to the unit where we will study Stephen Covey’s 7 Habits of Highly Effective People and review his principles of the Emotional Bank Account. You will use this book as a guide while you learn about leadership and management skills. Covey’s 7 Habits are habits of effectiveness in life—both personal and professional. We believe that learning these habits will make each of us here more effective leaders in our lives and in our work.

Learning Objectives

Upon completion of this unit, you will be able to:

  1. Name and describe the seven habits of Stephen Covey;
  2. Compare and contrast production and production capability; reactive and proactive; and circles of influence and concern;
  3. Name at least three core values to guide personal and professional decision making;
  4. Make a personal calculation using the Emotional Bank Account;
  5. Offer a personal definition of the phrase “win-win”;
  6. Name four character traits associated with a "win-win" approach to negotiation;
  7. Commit to strategies for self-renewal; and
  8. Prioritize activities to manage your time more effectively.
Practice

We encourage you to have a paper journal and pen with you to complete written activities and self-reflection assignments. Alternatively, you may find it useful to use Microsoft Word to complete written activities and self-reflection assignments.

E-Book: The 7 Habits of Highly Effective People

In this unit, you will have an opportunity to read each chapter from Stephen Covey’s The 7 Habits of Highly Effective People. After youwork through each habit, open your e-book version of Covey’s 7 Habits.

  1. Tap the “Home” button on your tablet
  2. Tap the “Kobo eBooks” icon (located on your home screen)
  3. Tap The 7 Habits of Highly Effective People (this should appear in the center of your screen)
  4. The Table of Contents is bookmarked to access chapters with ease.
  5. Swipe left and right to turn the page.
  6. To return to Unit 2, tap the “Home” button and then tap the LIO Training icon

Learning Activities

  • Reading: Overview of The 7 Habits of Highly Effective People (15 min)

    The Leaders in Organizations (LIO) course is rooted in the principles presented in Stephen Covey’s 7 Habits of Highly Effective People. We refer to the term “habit” as an action that we repeatedly take. Quoting Aristotle, “Excellence, then, is not an act, but a habit.” We will look at each of these habits and examine how they can help us achieve excellence as leaders and managers.

    You will explore each habit and, as you advance through the units, you will begin to see how each is connected. The diagram displayed below illustrates how the seven habits work together. The habits you will learn about in this training are:

    • Habit 1: Be Proactive
    • Habit 2: Begin with the End in Mind
    • Habit 3 Put First Things First
    • Habit 4: Think Win-Win
    • Habit 5: Seek First to Understand, Then to be Understood
    • Habit 6: Synergize
    • Habit 7: Sharpen the Saw

    "The 7 Habits of Highly Effective People" has been a major influence on management practice around the world today. He published his book in 1989, and it was shortly followed by a second book on an eighth habit, which he called "Finding your voice and helping others find their voice." To date, his books have sold more than 20 million copies in 40 languages. The book is a key resource for this training.

    In this unit, we will review suggested readings from Stephen Covey’s book. You will be provided an overview description, a narrated video, and pages to read for each habit.

  • Video: Overview of The 7 Habits of Highly Effective People (10 min)

    Watch a short video, narrated by Ann Downer (USA), giving an overview of The 7 Habits of Highly Effective People. In this video, Ann briefly describes each of the seven habits and key concepts outlined in Stephen Covey’s Book.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Reading: Production and Production Capability Balance (15 min)

    Take a moment and think about what it is that you need to produce your work.

    In this unit and in The 7 Habits of Highly Effective People, you learn about a concept called the balance between productions and production capability.

    Production and Production Capability Balance (P/PC) refers to the balance between production and production capability and applies to physical, financial, and human assets. The following is an example to better explain the concept of P/PC:

    In an organization there is a person in charge of a particular machine. There is pressure from his supervisors to increase production so the employee runs the machine 24-hours a day, and skips the scheduled maintenance. The immediate result is increased output, lower costs and higher profit. However, the increased immediate “production” (P) comes at the expense of the “production capability” (PC) and of future production. The machine quickly wears out its parts, and breaks down. Production stops, costs increase, and there is greater expense to fix or get a new machine. Similarly, government transport vehicles may have been used for years, have needed repair, but may not have been the priority—“it is not broken, keep using it until you cannot, then we will worry about what to do.”

    What is the moral of the story? How does it relate to leading and managing people? At any organization, you have physical assets: vehicles, photocopying machines, etc., but our most important assets are human. If supervisors demand of employees, or if we demand of ourselves, in the same way the employee who ran the machine in the example, we, too, will break down more quickly, be out of commission for a longer time, and be more expensive to repair or replace than had we taken care of ourselves, or our employees, all along.

    This P/PC balance is the very essence of effectiveness upon which Dr. Covey’s 7 Habits are based.

    Source: Covey, Stephen R. The Seven Habits of Highly Effective People. New York: Simon and Schuster. 1989.

  • Reading: Overview of the Emotional Bank Account (15 min)

    The Emotional Bank Account is a metaphor Covey uses to describe the kind of interactions we have with other people and the development of trust between ourselves and others. He describes the Emotional Bank Account as the amount of trust that we build up in a relationship. Much like a financial bank account, deposits are made and withdrawals are taken. It compares all our interpersonal interactions to deposits and withdrawals. Examples of deposits include: understanding the other person, keeping commitments, helping, providing constructive feedback, and apologizing. These are relationship-building activities.

    If you make deposits into an Emotional Bank Account with another person through courtesy, kindness, honesty, and keeping commitments, you build up a reserve. An example of a withdrawal might be: you are busy and instead of allowing a subordinate to help you write the report, you tell him/her to forget it, you’ll do it yourself. This is a withdrawal because you are undermining the capability/capacity of others. Instead, you should ask what you can do to help the employee get the task done.

    When you have a positive balance, you can make occasional withdrawals (for example, if you have a bad day and act badly). If you have a negative balance, people will probably not want to work or be with you. Anthony Robbins, a motivational speaker said, “The quality of your life is the quality of your relationships.” If we want our relationships at work to run smoothly, we must make far more deposits than withdrawals.

    Instructions: Tap the five columns of the diagram to read five examples of the Emotional Bank Account, the first being the willingness and ability to understand and empathize with other people.

    Understanding the individual—placing yourself in another’s position

    This first example might play out by showing sympathy to others, by listening to them in a non-judgmental way, by respecting differences of opinion that you might have with that person. All of these things represent the opportunity to deposit in your bank account with that person some positive evidence of trust.

    Attending to the little things—recognizing that little things add up over time

    A second example that Covey gives us is a simple idea of attending to little things. He recommends that we think about those little things because they add up over time. Little things might include: the tone of voice you use when talking to others, the small favors you might do for others, the courtesies that you show them, noticing when something changes in their life for the better or the worse, sending a card, acknowledging their presence. All of those things may be small actions at any one time, but we know that they add up over time and they show that we're honoring and respecting other people.

    Keeping commitments—not making promises you cannot keep

    A third example from Covey of a deposit in the Emotional Bank Account is keeping promises and commitments. This is important because it builds up an emotional reserve in that bank account that we can count on later when we need a favor or make a mistake or need to apologize for something. When we have a bad day or we have a difficult interaction with that person, we already have a bit of a reserve from having kept promises and commitments in the past, creating a high level of trust with that person.

    Clarifying expectations—making expectations clear from the beginning

    A fourth example that Covey provides for us is to be clear in our communication of expectations with other people. Why is this a deposit? It's because we often expect people to know what we're thinking, know what we want, or anticipate what we expect without actually telling them. That's not fair to other people. We build trust by being fair. By explaining what it is we really want, what we think, what we expect, we're giving others a chance to succeed. This, again, is an example of a deposit in the emotional bank account.

    Apologizing when we make a withdrawal—people usually forgive those who are genuinely sorry

    Finally, the fifth example that Covey offers us is the ability to apologize when you make a mistake. We all make mistakes, and we all have bad days. A genuine apology or an expression of genuine regret goes a long way to repairing some of the damage that might have been done in a bad interaction. With those examples in mind, keep this simple idea at the forefront of your understanding of the emotional bank account: It's about building a reserve of trust. We build trust by being kind to others, by honoring them, by being honest. And we destroy trust or we diminish trust when we show disrespect to others, when we betray their confidence or embarrass them. We take something away rather than bringing something with us.

    Take just a moment now and think about your own life and the deposits and withdrawals you make in your relationship with other people. How is the balance in your Emotional Bank Account between yourself and someone who is important to you?

  • Activity: Emotional Bank Account (15 min)

    In your journal, examine your balance with a person of your choice by evaluating deposits and withdrawals you have made. How is the balance in your Emotional Bank Account between yourself and someone who is important to you? Mark deposits with a (+) and withdrawals with a (-). For each withdrawal, record changes you can make in the future to build deposits or repair trust.

    Deposits and Withdrawals:

    • Showing kindness and courtesy
    • Keeping my promises
    • Honoring expectations
    • Showing loyalty when he/she is absent
    • Apologizing when needed

    Remember to express gratitude for your subordinate’s hard work. As a busy manager, you may turn away from a project, trusting that it is getting done while an employee is actually struggling to keep up. The whole time the employee is struggling, you are making withdrawals. People need more help to succeed than we usually have time for. Check in with your employees or subordinates, reassure them that you know they can do the work, but you want to make sure they can succeed. You get back what you put into a project.

    Keeping good people requires mental energy and planned strategies, most of which cost little or nothing.

    Remember, everything you do and say counts.

    This activity is from: The 7 Habits of Highly Effective People: Personal Workbook by Stephen R. Covey, copyright 2003 Simon & Schuster, and is reproduced here with the permission of the Franklin Covey Co.

  • Overview: Habit 1, Be Proactive (15 min)

    Being proactive means choosing how we live our lives. Use this self-awareness to be proactive and take responsibility for your choices and moods. The first habit that Covey discusses is being proactive. What distinguishes us as humans from all other animals is our inherent ability to examine our own character, to decide how to view ourselves and our situations, to control our own effectiveness. In order to be effective, one must be proactive.

    A formal definition from Webster’s dictionary defines proactive as acting in advance to deal with an expected difficulty. Stephen Covey defines it as taking initiative.

    Proactive people recognize that they have responsibility—or as Stephen Covey says, "response-ability." When Covey says “response-ability” he means, the ability to choose how you will respond to a given stimulus or situation.

    Reactive people take a passive stance—they believe that the world is happening to them. They say things like: "there's nothing I can do" or, "that's just the way I am." They think the problem is "out there". Reactivity becomes a self-fulfilling prophecy, and reactive people feel increasingly victimized and out of control. Proactive people are agents for change; they choose not to be victims, to be reactive, or to blame others. Covey asserts that the habit of proactivity is based on a fundamental principle that between stimulus and response, or what happens to you and how you react to it, humans have the freedom to choose. You have the opportunity to use your free will and hard work to change yourself and your circumstances. You have the freedom to choose your reaction to any situation, regardless of the condition, conditioning, circumstance.

    “It is our willing permission, our consent to what happens to us, that hurts us far more than what happened to us in the first place.”—Stephen Covey

    In order to be proactive, we must focus on the Circle of Influence. The diagram below shows two examples. Each example has two circles, the outer circles in the circle of concern and the smaller (center circles) are the circles on influence. To increase our influence, we must work on the things that we can do something about. The image on the left illustrates that when we are proactive and exert positive energy, then our Circle of Influence will expand. The image on the right illustrates what happens when we are reactive. When we focus our energy on the Circle of Concern and not the Circle of Influence, our influence will shrink (for example, placing blame on external factors, exerting negative energy). Covey asserts that by diverting your attention to the circle of influence, you indirectly affect the circle of concern.

    It is important to know where your “true” personal foundation falls so you can be honest with yourself as you are assessing how you can enhance each of the Covey habits in your life and work. Each of your own personal life experiences has helped to determine the category in which you may fit. Covey suggests that being conscious of our language is a good way to become “self-aware”. This is the first step to self-development.

    Source: Covey, Stephen R. The 7 Habits of Highly Effective People. New York: Simon and Schuster. 1989. p.78.

  • Video: Habit 1 (6 min)

    Watch a short video, narrated by Ann Downer (USA), as she discusses Habit 1: Be Proactive. In this video, Ann defines proactivity and suggests strategies for increasing our self-awareness and proactivity. She explains how to focus on things we can control and influence in life and avoid being reactive to negative stimuli.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Reading: Habit 1 (60 min)

    Now that you have been provided with an overview of Habit 1, spend some time reading Stephen Covey’s chapter on Habit 1.

    When you are finished, challenge yourself to test the principle of proactivity by doing the following. You may find it helpful to write down your responses in your journal.

    1. Start replacing reactive language with proactive language
      • Reactive = "He makes me so mad."
      • Proactive = "I control my own feelings."
    2. Convert reactive tasks into proactive ones.
  • Habit 2, Begin with the End in Mind (60 min)

    Now that you have been provided with an overview of Habit 1, spend some time reading Stephen Covey’s chapter on Habit 1.

    You may recall from the overview that the first three habits focus on private victories—personal leadership where you can explore:

    • What you want to accomplish in life;
    • Your “centers”;
    • Working less crisis mode; and
    • Visualizing the outcome you want to achieve.

    Covey uses the example of the construction of a house to illustrate his point. You must first think of what type of house you want, and then develop a plan for the house before building.

    Habit 2 wants you to start with a clear destination in mind. Covey says we can use our imagination to develop a vision of what we want to become and use our conscience to decide what values will guide us. Most of us find it rather easy to busy ourselves. We work hard to achieve victories—promotions, higher income, more recognition. But we don't often stop to evaluate the meaning behind these victories. We don't ask ourselves if these things that we focus on are what really matter to us. Habit 2 suggests that, in everything we do, we should begin with the end in mind. Start with a clear destination. That way, we can make sure the steps we’re taking are in the right direction.

    “It's incredibly easy to get caught up in an activity trap, in the busyness of life, to work harder and harder at climbing the ladder of success only to discover that it's leaning against the wrong wall.”—Stephen Covey

    Personal leadership planning must begin with an honest assessment of yourself. These three areas should be the primary focus. In Unit 1, you learned about the core values of the Namibian Defense Forces. Similarly, you should identify your own core values. If you don’t make a conscious effort to visualize who you are and what you want in life, then you empower other people and circumstances to shape your life by default.

    Covey emphasizes that our self-awareness empowers us to shape our own lives, instead of living our lives by default or based on the standards or preferences of others. Being a leader is about setting the right strategic vision for your organization in the first place and asking "what are we trying to accomplish?" Before you can start setting and achieving goals, you need to be able to identify values. What is it that you value? What are your core values? It is also important to identify your center. What is at the center of your life? Covey notes that we should identify the timeless, unchanging principles by which we must live our lives, and this will give us the guidance that we need to align our behaviors with our beliefs and values.

    In Unit 3: Team Building, you will see how the concepts from Covey’s Habit 2 are woven into the principles of building strong teams.

  • Video: Habit 2 (5 min)

    Watch another short video, narrated by Ann Downer (USA), on Habit 2: Begin with the End in Mind.

    Remember, in Habit 1, we become self-aware of unconscious tendencies to be “reactive” instead of “proactive.” In Habit 2, we use our creativity and imagination to create possibilities for ourselves and others that are in line with our own deepest values. To 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 being proactive to make it happen.

    In this video, Ann discusses the importance of reflecting on and anchoring our leadership to our core values. She emphasizes the need to develop a vision of what we want to achieve in life and a mission that we live out each day to lead us towards our vision.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Reading: Habit 2 (60 min)

    Now that you have been provided with an overview of Habit 2, spend some time reading Stephen Covey’s chapter on Habit 2.

    When you are finished, consider challenging yourself to test the principle of beginning with the end in mind by thinking about the questions below. You may find it helpful to write down your responses in your journal.

    1. Visualize in rich detail your own funeral. Who is there? What are they saying about you? About how you lived your life? About the relationships you had? What do you want them to say? Think about how your priorities would change if you only had 30 more days to live. Start living by these priorities.
    2. Break down different roles in your life—whether professional, personal, or community—and list three to five goals you want to achieve for each.
    3. What scares you? Public speaking? Critical feedback after expressing an opinion? Write down the worst-case scenario for your biggest fear, then visualize how you'll handle this situation. Write down exactly how you'll handle it.
  • Video: Core Values (5 min)

    Watch the following Everyday Leadership video called Core Values with Bertha Katjivena (Namibia). This video discusses core values as guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong for them. Core values can help a team determine if they are on the right path and fulfilling their goals.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Self-Reflection: Core Values (15 min)

    Take a moment to reflect on the concept of core values. Listed below are some commonly identified values. Review the list:

    Values: authenticity, community, faith, fame, family, friendship, happiness, influence, integrity, joy, justice, love, peace, power, recognition, status, success, truth, wealth, wisdom.

    In your journal, write down your response to the following questions:

    • Which three values are most important to you?
    • Now take a moment to think of a situation where you had a different opinion or point of view from other people.
      • What was important to you in the situation?
      • Did any of your core values affect your point of view?
      • What did the other people value?
    • When, if ever, are you willing to compromise these values?
  • Video: From Victim to Victor (15 min)

    Watch the following Everyday Leadership profile called From Victim to Victor with Vencentius Sisley Swartbooi (Namibia). This video is a good example of how individuals are not necessarily born leaders, but become leaders.

    Instructions: Tap the video to play. After you watch the video, read the reflections written below.

    Credit: University of Washington

    Video Reflections: Vincent showed courage and passion to achieve his vision, a vision that was beyond himself. Many great leaders were made by circumstances that they were in. Sam Nujoma is a good example; the repressive apartheid regime of South Africa brought him out as a great leader. He led the long and bitter struggle against the apartheid and became the first president of Namibia. In the video, Vincent says, “sometimes you have to lose to win”. Often we are faced with choices that will require a sacrifice of us in order to have a strong team, or in order to allow others to participate as they wish to. In his story, Vincent knew that he was, in fact, trying to control the project and that this was natural because he was the founder. However, he realized over time that if he wanted to have the participation and enthusiasm of others, he needed to let it be “our thing” rather than just “his thing”. To do that meant that he needed to give others some power and control.

  • Video: Motivating Oneself with a Vision (10 min)

    Watch the following Everyday Leadership video called Motivating Oneself with a Vision with Kassahun Desalegn (Ethiopia). This video discusses the importance of intrinsic motivation and a long-term vision. After watching the video, reflect on the following:

    • Do you agree with Dr. Kassahun? Why or why not?
    • Reflect on an experience where your vision helped motivate you to achieve results.

    Instructions: Tap the video to play. After you watch the video, read the reflections written below.

    Credit: University of Washington

    Video Reflections: Vision drives mission. A vision is a future, an image of hope, of something you truly wish to create. We look at vision (who has influenced you, what your core values are, and knowing what is important to you) before developing a mission statement because those things provide context and background. When creating a personal vision, keep the following in mind:

    • Vision defines the best possible desired future state, what an organization or person wants to achieve over time.
    • Vision provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years.
    • Vision functions as the "north star".
    • Vision, when written succinctly in an inspirational manner, it can make it easy for all employees to repeat it at any given time.

    Leaders may change, but a clearly established vision encourages people to focus on what's important and better understand organization-wide change and alignment of resources.

    • Under effective leadership, there is visible progress towards the realization of a vision.
    • Effective leaders must mobilize others to create the future.
    • Achieving results inspires others to follow your lead.
    • A mission is what you do every day to move toward that future vision.

    Vision is the end of the road that you are driving on. Mission is that road you are taking to reach your vision. Values are what drive you along the road toward your vision.

  • Overview: Habit 3, Put First Things First (15 min)

    In order to manage ourselves effectively, we must work on personal management and put first things first. We must have the discipline to prioritize, organize, and execute our day-to-day actions based on what is most important, not what is most urgent. In Habit 2, you learned about the importance of determining your values and understanding what it is you want to achieve. In Habit 3, you learn how to go after those goals. You will learn about using personal discipline to do what is most important and how not get lost in the unimportant, yet urgent tasks. In order to maintain the discipline and the focus to stay on track toward our goals, we need to have the willpower to do something when we don’t want to do it. We need to act according to our values rather than our desires or impulses at any given moment. Habit 3 also discusses delegation and how you can successfully delegate in a meaningful way.

    “The challenge is not to manage time, but to manage ourselves.”—Stephen Covey

    In this Habit, we see that most of our daily activities can be categorized based on two factors: urgent and important. Take a look at this time management matrix:

    We react to urgent matters, and, sometimes in the process we find ourselves spending our time doing things that are urgent, but not important. That means that we neglect Quadrant II, which is actually most crucial of them all.

    • If we focus on Quadrant I: we spend our time managing crises and problems. It keeps getting bigger and bigger until it consumes us. This can lead to stress, burnout, and being in a constant state of crisis management.
    • If we focus on Quadrant III: we spend most of our time reacting to matters that appear urgent when the reality is that the 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 potentially not taking sufficient responsibility. 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 focuses on building relationships, long-term planning, exercising, and preparation. It includes many things we know we need to do, but seldom get around to actually doing because they don’t feel urgent. In order to focus our time in Quadrant II, we have to learn how to say “no” to other activities, sometimes ones that seem urgent. We also need to be able to delegate. In Unit 10 you will learn about supervision and how to delegate effectively.

    “The key is not to prioritize what’s on your schedule, but to schedule your priorities.”—Stephen Covey

    “Think effectiveness with people and efficiency with things.”—Stephen Covey

    In Unit 10: Supervision and Delegation you will see how the concepts from Covey’s Habit 3 are woven into conflict management and supervision and delegation.

  • Video: Habit 3 (4 min)

    Watch the following short video, narrated by Ann Downer (USA) on Habit 3: Put First Things First. In this video, Ann discusses the importance of time management and reveals strategies for using time more effectively.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Reading: Habit 3 (60 min)

    Now that you have been provided with an overview of Habit 3, spend some time reading Stephen Covey’s chapter on Habit 3.

    When you are finished, think about how you can practice putting first things first. You may find it helpful to write down your responses in your journal.

    1. Identify a Quadrant II activity you know you’ve been neglecting. Write it down and commit to implementing it.
    2. Create your own time management matrix to start prioritizing.
    3. After creating your own matrix, estimate how much time you spend in each quadrant. Then log your time over three days. How accurate was your estimate? How much time did you spend in Quadrant II (the most important quadrant)?
  • Video: Being Proactive (1 min)

    Watch the following Everyday Leadership video called Being Proactive with Jeff Hansen (USA). Dr. Hanson discusses his own challenges in managing time and reasons why it is important to manage time effectively to achieve his mission and vision.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Time Management (1 min)

    Watch the following Everyday Leadership video called Time Management with Girija Vaidyananathan (India). The speaker in this video discusses her own challenges in managing time and reasons why it is important to manage time effectively to achieve her mission and vision.

    Instructions: Tap the video to play. After you watch the video, read the reflections written below.

    Credit: University of Washington

    Video Reflections: We often have more asked of us (or that we ask of ourselves) than is possible to do in the time given. Time is finite. However, time is also something that can be managed, either well or poorly. In both videos (Being Proactive and Time Management), the speakers remind us that it is up to each of us to take responsibility for our time. Something will always rush in to take up your time, so time management requires conscious thinking and awareness of vision. Some strategies shared on how to improve control over time and work include:

    • Allowing yourself alone time simply to think—sometimes close the door.
    • Learning to delegate appropriately.
    • Maintaining a focus on mission and vision so as not to take on extraneous things.
    • Keeping focused on objectives and making sure what you are doing with your time is aligned with these.
  • Overview: Habit 4, Think Win-Win (15 min)

    In order to establish effective interdependent relationships, we need to build interpersonal leadership. Habit 4 shifts us away from dependence and personal leadership to an interdependent relationship focused on creating win-win situations that are mutually beneficial and satisfying to each party. All parties feel good about the decision and feel committed to the action plan.

    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. 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.
    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. This is 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 a Win-Win situation, one where we seek mutual benefit in all human interactions, we believe in a third alternative (not your way or my way, but a better way), and we are able to agree to disagree agreeably. In solving for Win-Win, we must consider two factors: consideration and courage.

    “To go for Win-Win, you not only have to be nice, you have to be courageous.”—Stephen Covey

    Win-Win is a philosophy of working together. It is a world view, a frame of mind and heart that constantly seeks mutual benefit in all human interactions. A way for the world to prosper is to find cooperative ways rather than competitive ways of interacting.

    One of the objectives of the Namibia Defense Forces is Protection of the Environment to help ensure that win-win solutions are created to protect the fauna and flora of Namibia while carrying out the organization mission.

    In Unit 5: Influence without Authority, you will see how the concepts from Covey’s Habit 4 are woven into influencing without authority. 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. To achieve win-win, keep the focus on results, not methods and on problems, not people.

  • Video: Habit 4 (16 min)

    The next video, narrated by Ann Downer (USA), discusses the art of negotiation and the importance of developing agreements that are beneficial for all stakeholders.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Win-Win Negotiations (10 min)

    In the video on Habit 4 by Ann Downer, we learned about the importance of win-win thinking. Watch the following Everyday Leadership video called Win-Win Negotiations with Dr. Tachi Yamada about the importance of win-win negotiations in business. While win-win can be applied to many interpersonal interactions, it’s particularly relevant to negotiation.

    “The basic task of leadership is to increase the standard of living and the quality of life for all stakeholders.”—Stephen Covey

    A leader must constantly be asking what he/she can do to make sure all stakeholders have what they need to succeed. The first lesson of leadership is that you need your team more than they need you. If the team doesn’t perform, who is accountable? You are.

    The success of a leader is dependent on the work of others, and, therefore, the main interest of a leader is to create an environment in which others excel, are productive and satisfied, and can grow.

    In the Namibian Defense Forces, this is particularly true when there is constant need to balance the strategic expectations of the organization: Prevention, Protection, Rapid Mobilization and Cooperation with other agencies and allies. Common ground may be challenging to identify; thus strong leadership becomes the key to win-win solutions.

    Good interpersonal skills are essential for reaching goals in the workplace and in life including striving for better jobs, improved expertise and salary increases. All of these can lead to an improved quality of life.

    Instructions: Tap the video to play. After you watch the video, read the reflections written below.

    Credit: University of Washington

    Video Reflections: This video focuses on the need for partnerships in order to get things done. Because partnerships are necessary, compromise is necessary, and more importantly it is necessary to develop a win-win mentality and to attempt to bring about win-win situations and solutions.

    In your journal, write down your thoughts about the following questions:

    • Can you recall a situation when you experienced a win at someone else’s expense (they lost)? How does it feel to win in that situation?
    • How does it feel to lose in that situation?

    When the speaker talked about sustainability, he meant that for most of our work we depend on other people or organizations in order to achieve our goals. In order to get there, to cross the finish line, we need to stay in partnership with others for more than just one event. This means that we need to acknowledge that no one wants to lose all the time. We all win when we try, as often as possible to find win-win solutions. Or at the very least, when we share the burden of compromising in the interests of preserving a long-term goal-oriented relationship.

    Is it true that when you lose too often you no longer want to “play?” This question gets at the idea of the importance of long-term relationships and the need to preserve those relationships through understanding others and being capable of compromise when it is in the best interest of the relationship and our long-term goals together.
    David Cottrell suggests that “winners keep winning because they keep doing the necessary ‘somethings’ to win.”

    Source: 12 Choices...That Lead to your Success, 2005, Cornerstone Leadership Institute.

  • Reading: Habit 4 (60 min)

    Now that you have been provided with an overview of Habit 4, spend some time reading Stephen Covey’s chapter on Habit 4.

    When you are finished, start to think about the concept of win-win with the following challenges listed below. You may find it helpful to write down your responses in your journal.

    1. Think about an upcoming interaction where you’ll be attempting to reach an agreement or solution. Write down a list of what the other person is looking for. Next, write a list next to that of how you can make an offer to meet those needs.
    2. Identify three important relationships in your life. Think about what you feel the balance is in each of those relationships. Do you give more than you take? Take more than you give? Write down 10 ways to always give more than you take with each one.
    3. Deeply consider your own interaction tendencies. Are they win-lose? How does that affect your interactions with others? Can you identify the source of that approach? Determine whether or not this approach serves you well in your relationships. Write all of this down.
  • Overview: Habit 5, Seek First to Understand (15 min)

    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.

    Here is an example: you go to an eye doctor and tell the doctor you have been having trouble seeing clearly. The doctor takes off their glasses and gives them to you. The doctor says, “Here, try these—they’ve been working for me for years!” You put them on, but it only makes the problem worse. What are the chances you would return to that eye doctor?

    Interestingly, in our everyday interactions with others, we do the same thing. We prescribe a solution before we diagnose the problem. We don’t seek to deeply understand the problem first. In Habit 5, you will learn about empathetic communication. You will learn about listening with empathy, how to understand your own autobiographical listening patterns, and how to diagnose (listen) before you treat (decide). In the chapter on Habit 5 and in Unit 12: Effective Communication you will learn about a variety of techniques that we use to improve communication. To listen empathically requires a fundamental shift in how we think. We typically think first about being understood by others. Most people listen with the intent to reply, not to understand. At any given moment, they’re either speaking or preparing to speak. Instead, we need to practice empathetic listening, listening with the intent to understand both intellectually and emotionally.

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

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

    The second part of Habit 5 is “... then to be understood.” This is equally critical in achieving win-win solutions. 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 our ideas.

    “Seeking to understand requires consideration; seeking to be understood takes courage.”—Stephen Covey

  • Video: Habit 5 (35 min)

    Watch this short video, narrated by Ann Downer (USA) about Habit 5: Seek First to Understand then be Understood. In this video, Ann discusses the importance of communication and listening.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: True Listening (5 min)

    Watch the following Everyday Leadership video called True Listening with Bertha Katjivena (Namibia). The speaker in this video shares her story about what true listening means and the importance of listening to the “small print” of what a person is saying.

    Instructions: Tap the video to play. After you watch the video, read the reflections written below.

    Credit: University of Washington

    Video Reflection: In the video, the speaker uses the term “small print” to refer to the entire context of the person. Perhaps the person is not feeling comfortable. Perhaps they are not telling you the whole story because of a fear. Or perhaps they are telling you something that is a risk for themselves. As Bertha says, perhaps the person is suffering, but not coming out and saying so. We need to pay close attention to how people communicate with us, not just the words they use. We can take the cues we are given to adjust our own communication or our tone of voice, or perhaps we can ask questions and probe gently to get the person to give us more information. Perhaps, the suffering of the other person simply requires us to say, “I’m listening, I’m interested—please take your time and tell me whatever you feel you need to tell.”

  • Reading: Habit 5 (60 min)

    Now that you have been provided with an overview of Habit 5, spend some time reading Stephen Covey’s chapter on Habit 5.

    When you are finished, start to think about the concept of seeking first to understand with the following challenges listed below. You may find it helpful to write down your responses in your journal.

    1. Next time you’re watching two people communicating, cover your ears and watch. What emotions are being communicated that might not come across through words alone? Was one person or the other more interested in the conversation? Write down what you noticed.
    2. Next time you give a presentation, root it in empathy. Begin by describing the audience's point of view in great detail. What problems are they facing? How is what you're about to say offering a solution to their problems?
  • Overview: Habit 6, Synergy (15 min)

    By understanding and valuing the differences in another person’s perspective, we can practice creative cooperation (teamwork). The first five habits help us prepare for Habit 6, the creation of synergy, which means seeing the whole as greater than the sum of its parts, inviting others to state their opinions and thoughts, and the ability to value and respect differences. 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, 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

    So how can we introduce synergy to a given situation or environment? Begin with Habits 4 and 5—we must think Win-Win and Seek First to Understand. Once we have these in mind, we can pool our desires with those of the other person or group. And then we’re not on opposite sides of the problem—we’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 transformation—both sides get what they want, and they build their relationship in the process. The essence of synergy is valuing differences (mental, emotional, and psychological) between people.

    Synergy allows us to:

    • Value the differences in other people as a way to improve our point of view and 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.

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

    The following are best practices to keep in mind when thinking about the concept of synergy in Habit 6:

    • Have a healthy respect for diversity. Everyone is unique and original, just like you.
    • Be able to relax around others.
    • Value opinions whether you agree or not.
    • Create balance. This idea is to give and take without trying to dominate.
    • Be responsive to new ideas. Keep an open mind.
    • Develop trust. It can be difficult in the beginning but worth it in the end.
    • Discover and share common interests. Go out of your way to get to know and share experiences with others.
    • Humor. Never leave home without it.
    • Don’t stereotype. You’ll be wrong 100% of the time.
    • Be real. Be your authentic self.
      •

    Source: The 7 Habits of Highly Effective People: Personal Workbook by Stephen R. Covey, copyright 2003 Simon & Schuster, and is reproduced here with the permission of the Franklin Covey Co.

  • Video: Habit 6 (7 min)

    Next, you will watch a short video, narrated by Ann Downer (USA). She discusses the concept of synergy and what it means when Covey says “creative cooperation”.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Reading: Habit 6 (60 min)

    Now that you have been provided with an overview of Habit 6, spend some time reading Stephen Covey’s chapter on Habit 6.

    When you are finished, practice the concept of synergy with the following challenges listed below. You may find it helpful to write down your responses in your journal.

    1. Make a list of people who irritate you. Now choose just one person. How are their views different? Now put yourself in their shoes for one minute. Think and pretend how it feels to be them. Does this help you understand them better?
    2. Next time you're in a disagreement with that person, try to understand their concerns. Why they disagree with you. The more you can understand this, the better you can make them agree.
  • Overview: Habit 7, Sharpen the Saw (15 min)

    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:

    1. 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, and 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.
    2. Mental Dimension: The goal of renewing our mental health is to continue expanding our mind. To renew ourselves mentally, we 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.
    3. 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 ourselves spiritually, we can: practice daily meditation or prayer, communicate with nature, and 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.
    4. Social/Emotional Dimension: The goal of renewing ourselves socially is to develop meaningful relationships. To renew ourselves socially, we can: seek to deeply understand other people, make contributions to meaningful projects that improve the lives of others, and 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 influence 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

  • Video: Habit 7 (5 min)

    Watch the following short video, narrated by Ann Downer (USA) as she discusses the importance of self-renewal and consistently recharging our energies in four different dimensions of our lives.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Leading by Example (5 min)

    Watch the following Everyday Leadership video called Leading by Example, with Nancy Rachel Labbé-Coq (Haiti) where Dr. Labbe-Coq talks about setting a positive example for her staff and having conversations beyond tasks and deliverables with her employees.

    Instructions: Tap the video to play. After you watch the video, read the reflections written below.

    Credit: University of Washington

    Video Reflection: Taking care of ourselves ensures that we will have the energy and health to continue working toward our mission and the mission of our organization. By recharging our batteries in whatever way is best for us, we help to ensure that we will be able to work toward our mission and vision. Our creativity suffers when we are overly tired. Sometimes our attitude suffers, and we find it harder to get along with others and harder to weather the ups and downs that come with trying to create change. By taking care of ourselves, we protect our most important resource, and we take control over what is most within our control—ourselves. We also set a good example for the others we work with. As a leader, it is important to show that it is possible to work hard, to work efficiently and still to attend to the things that keep us sharp, happy, healthy and balanced. The most important way to promote a work culture that values achievement, but protects against burn out is to, as a leader and manager. Model this ideal yourself.

  • Reading: Habit 7 (60 min)

    Now that you have been provided with an overview of Habit 6, spend some time reading Stephen Covey’s chapter on Habit 7.

    Cultivate the habit of renewing as a process that empowers you and those around you to grow and change. You may find it helpful to write down your responses in your journal. You may find it helpful to write down your responses in your journal.

    1. Make a list of activities that would help you renew yourself along each of the four dimensions. Select one activity for each dimension and list it as a goal for the coming week. At the end of the week, evaluate your performance. What led you to succeed or fail to accomplish each goal?
    2. Commit to writing down a specific “sharpen the saw” activity in all four dimensions every week. Do them and evaluate your performance and results.
  • Quiz: 7 Habits Self-Assessment (15 min)

    This assessment will help you know where you are in living the 7 Habits and give you an idea of some areas you may want to focus on as you progress through this training

    Instructions: For each statement, tap the button in the column that best describes you: 1 meaning very poor and a 6 meaning outstanding. Please answer questions as you actually are (rather than how you think you should be) and don't worry if some questions seem to score 'in the wrong direction'. When you are finished, please tap the Show My Score button at the bottom of the quiz. Remember that the scores are only rough estimates of your level of practice. After you have received your calculated score, tap the Feedback button to learn more about your score.

    This worksheet is from: The 7 Habits of Highly Effective People: Personal Workbook by Stephen R. Covey, copyright 2003 Simon & Schuster, and is reproduced here with the permission of the Franklin Covey Co.

    7 Habits Assessment
    Emotional Bank Account 1. I show kindness and consideration toward others. 2. I keep promises and honor commitments. 3. I do not speak negatively of others when they are not present. P/PC Balance 4. I am able to maintain an appropriate balance among the various aspects of my life—family, friends, work, and so forth. 5. When working on a task, I also keep in mind the concerns and needs of those I am working for. 6. I work hard and the things I do, but not in a manner that causes burnout.. Habit 1: Be Proactive 7. I am in control of my life 8. I focus my efforts on the things I can do something about rather than on the things beyond my control. 9. I take responsibility for my moods rather than blame others and circumstances. Habit 2: Begin with the End in Mind 10. I know what I want to accomplish in my life 11. I organize and prepare in ways that reduces having to work in a crisis mode. 12. I begin each week with a clear plan of what I desire to accomplish. Habit 3: Put First Things First 13. I am disciplined in carrying out plans (avoiding procrastination, time-wasters, and so forth). 14. I do not allow the truly important activities of my life to get lost in the busy activity of my days. 15. The things I do every day are meaningful and contribute to my overall goals in life. Habit 4: Think Win-Win 16. I care about the success of others as well as my own. 17. I cooperate with others. 18. When solving conflicts, I strive to find solutions that benefit all. Habit 5: Seek First to Understand, Then to Be Understood 19. I am sensitive to the feelings of others. 20. I seek to understand the viewpoints of others. 21. When listening, I try to see things from the other person’s point of view, not just from my own. Habit 6: Synergize 22. I value and seek out the insights of others 23. I am creative in searching for new and better ideas and solutions 24. I encourage others to express their opinions. Habit 7: Sharpen the Saw 25. I care for my physical health and well-being 26. I strive to build and improve relationships with others. 27. I take time to find meaning and enjoyment in life.
    Show my Score
  • Optional: Group Discussion (15 min)

    If you are taking this course with a partner or in a group setting, have a conversation about your leadership and management experience by discussing the following question:

    • Think of a time when you achieved a win-win agreement or situation at work? Describe the scenario and how you were able to achieve the win-win outcome.
    • What are some strategies you use for “sharpening your saw” or achieving self-renewal?
    • Which habit do you think you need to cultivate most right now? Why?
    • Which Habit do you think you excel most in?
  • Self-Reflection: Learning Action Plan (15 min)

    Putting your learning into action is essential to knowledge transfer, applying the knowledge you gained in this unit, and retaining that information in the future.

    Take a moment to reflect on what you’ve learned in this unit. After reflecting, in your journal, write:

    • Four things you learned in the unit.
    • Three things you will implement:
      • Today;
      • Six months from now; and
      • One year from now.
    • Two things that changed your perspective.
    • One thing you will ask for more help with.
  • Reading: Conclusion (5 min)

    In this unit, you learned about Steven Covey’s 7 Habits of Highly Effective People. These principles will continue to be themes throughout the rest of this course. You will see how the seven habits intersect with one another and how they can be applied to your day-to-day work.