Character is the most eloquent communicator. Of course, there are times when people have strong character but poor communication skills, which has an impact on the quality of their relationships. However, the impacts are only incidental. In the end, who we are communicates far more effectively than what we say or do. We have great faith in certain people because we know their character. We trust them and work successfully with them whether they are eloquent or not, whether they have human relations techniques or not. Many of the fundamental concepts of human effectiveness are encapsulated in The Seven Habits of Highly Effective People. These are the fundamentals; they are the foundations. They reflect the internalization of sound concepts that lead to long-term enjoyment and prosperity.

Social perspectives include both the Character Ethic and the Personality Ethic. The word paradigm is Greek in origin. It was initially a scientific term, but it is now more widely used to describe to a model, hypothesis, perception, assumption, or reference flame. A simple way to comprehend paradigms for our purposes is to think of them as maps. A map is only a description of specific elements of the territory. A paradigm is precisely what it sounds like. Assume you needed to get to a specific place in downtown Chicago. A city street map will greatly assist you in finding your destination. But what if you were given the incorrect map? Can you picture the aggravation and futility of attempting to reach your destination? You may improve your conduct by trying harder, being more diligent, and double your pace.

Your efforts, on the other hand, would simply expedite your arrival at the wrong location. You could improve your attitude by thinking more optimistically. The root of the problem has nothing to do with your attitude or behavior. When you have the appropriate map of Chicago, dedication becomes crucial, and when you run into annoying roadblocks, attitude can make all the difference. The accuracy of the map, however, is the first and most critical need. Each of us has a large number of maps in our heads, which may be classified into two types: maps of how things are, or realities, and maps of how things should be, or values. All of our experiences are interpreted through these mental maps. We simply take for granted that the way we see things is the way they are or should be. And such assumptions shape our attitudes and behaviors. The way we view things is the foundation for how we think and act.

Take a few moments to examine the image on the following page. Do you think you see a woman? What age do you think she is? What does she resemble? What is she dressed in? You could take her out if you were a single man. You could hire her as a fashion model if you worked in retail. Who is correct? Take another look at the image. Do you spot the elderly lady? Is her large hook nose visible? Is that her shawl? We could talk about the picture if you and I were face to face. We could keep communicating until you showed me exactly what you see in the photo and I showed you exactly what I see. Are you able to see the elderly lady now? This activity was first introduced to me at Harvard Business School many years ago. The instructor was using it to explain how two individuals can observe the same thing, disagree about it, and still be correct. He entered the room with a stack of huge cards, half of which featured the image of the young woman on page 25, while the other half featured the image of the elderly woman on page He instructed us to examine the cards, focus on them for about 10 seconds, and then return them to him.

He then projected the image you saw on page 26 onto the screen, integrating the two images, and asked the class to describe what they saw. Almost everyone who initially saw the image of the old woman on a card perceived an old woman in the photo. The professor then asked one student to describe what he had seen to another student on the other side of the room. Communication issues arose as they conversed back and forth. Are you blind? The debates went back and forth, with each participant certain of and enthusiastic about their opinion. Nonetheless, only a few students attempted to see this picture from a different perspective at first. One kid went up to the screen and pointed at a line on the drawing after a time of failed communication.

However, most of us would see the image we had been conditioned to perceive in the ten-second period of time when we looked away and then returned. Because it produces so many deep insights into both personal and interpersonal success, I routinely employ this perceptual demonstration when dealing with people and organizations. It demonstrates, first and foremost, how effective conditioning is in shaping our perceptions and paradigms. If ten seconds can have such an impact on how we perceive things, what about a lifetime of conditioning? Family, school, church, job environment, friends, associates, and current social paradigms like the Personality Ethic have all had a silent unconscious affect on us and have helped shape our frame of reference, paradigms, and maps.

It also demonstrates that our attitudes and behaviour are influenced by these paradigms. Outside of them, we are unable to act with honesty. We simply cannot retain wholeness if we speak and walk in ways that are not consistent with what we observe. Your attitude toward her, as well as how you treated her, had to be consistent with how you saw her. This instance of perception also demonstrates how powerfully our paradigms influence how we interact with others. We begin to notice that others perceive things differently from their own seemingly equally clear and objective point of view, no matter how clearly and objectively we think we see things.

Each of us has a tendency to believe that we see things objectively. This, however, is not the case. We see the world through the lens of who we are, or how we have been conditioned to see it. We explain ourselves, our views, and our paradigms when we open our mouths to articulate what we perceive. When others disagree with us, we quickly assume they are mentally ill. However, as the experiment demonstrates, sincere, clear-headed people see things in different ways, each through their own unique lens of experience. Two people who were initially impacted by different conditioning pictures glance at the third picture jointly in the presentation. The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which they have been influenced by our experiences, the more we can take responsibility for them, examine them, test them against reality, listen to others and be open to their perceptions, and thus gain a larger picture and a far more objective perspective.

Thomas Kuhn used the term paradigm shift in The Structure of Scientific Revolutions, a seminal work on the subject. Kuhn demonstrates how practically every great advance in science is preceded by a break with convention, old ways of thinking, and old paradigms. The earth was the center of the cosmos for Ptolemy, the great Egyptian astronomer. By placing the sun at the center of the universe, Copernicus generated a paradigm shift, as well as a significant deal of opposition and persecution. Everything took on a new meaning all of a sudden. The Newtonian physics model was a clockwork worldview that still serves as the foundation for modern engineering. However, it was only a part of the story, and it was incomplete. The Einsteinian paradigm, the relativity paradigm, revolutionized science since it had a considerably higher predictive and explanatory value. No one knew why a large percentage of mothers and children died during childbirth until the germ theory was discovered.

More men died from minor wounds and infections in wartime clashes than from acute traumas on the front lines. However, as soon as the germ theory was created, it ushered in a whole new paradigm, a better, more complete understanding of what was going on, allowing for dramatic, significant medical advancement. The United States of America as we know it now is the result of a paradigm shift. For millennia, the traditional view of government was monarchy, or the divine right of monarchs. Then came the development of a new paradigm: government of the people, by the people, and for the people. And thus a constitutional democracy was formed, unleashing great human energy and inventiveness and establishing a standard of living, freedom and liberty, influence, and hope that had never been seen before in world history.

Not every paradigm shift leads to a beneficial outcome. However, paradigm changes lead us from one way of seeing the world to another, whether in a positive or bad manner, and whether they are immediate or gradual. And those shifts result in significant change. Our paradigms, whether correct or flawed, are the foundations of our attitudes, behaviors, and, eventually, our interpersonal relationships. I recall a mini-paradigm shift I had on a New York train one Sunday morning. People sat peacefully, some reading newspapers, some immersed in concentration, and yet others resting their eyes closed.

It was a serene and tranquil scene. Then a father and his children walked inside the metro vehicle. The children were so noisy and unruly that the entire atmosphere altered in an instant. The man sat next to me and closed his eyes, seemingly unconcerned about the situation. It was quite upsetting. Despite this, the man in the seat next to me did nothing. It was hard not to become irritated. It was clear that everyone else on the metro was irritated as well. Do you have any idea how I felt at the time? My perspective transformed. I suddenly saw things differently, and as a result, I thought differently, felt differently, and acted differently. My annoyance evaporated.

Sympathy and compassion welled up within me. Can you tell me more about it? What can I do to help? Many people go through a similar basic shift in thinking when they are confronted with a life-threatening crisis and are forced to reconsider their priorities, or when they are thrust into a new role, such as husband or wife, parent or grandmother, manager or leader. We may spend weeks, months, or even years trying to modify our attitudes and behaviors using the Personality Ethic and not even come close to approaching the phenomena of change that comes spontaneously when we view things differently. It becomes clear that if we only want to make little changes in our life, we should concentrate on our attitudes and habits. However, if we want to see significant, quantum change, we must address our fundamental mindsets. We can only make quantum improvements in our lives if we stop hacking at the leaves of attitude and behavior and start working on the root, the paradigms that our attitudes and behaviors flow from.

Of course, not everyone experiences a paradigm shift when they take on a new role, such as husband or wife, parent or grandmother, manager or leader. Of course, not all paradigm shifts occur at the same time. The paradigm-shifting experience Sandra and I experienced with our kid was a slow, arduous, and intentional one, unlike my immediate understanding on the subway. Years of conditioning and experience in the Personality Ethic had led to the first approach we took with him. Sandra and I had to be different in order to see our son differently. As we invested in the growth and development of our own character, we developed our own paradigm. Character is inextricably linked to paradigms. In the human dimension, being is perceiving. And what we perceive is inextricably linked to who we are. We can only go so far in changing our perceptions without also changing our beings, and vice versa.

Even in that seemingly instantaneous paradigm-shifting encounter on the subway that morning, my shift in perspective was a function of — and restricted by — my fundamental character. However, I am equally certain that there are people who would have been considerably more sensitive in the first place, who would have identified a deeper problem and sought out to understand and help before I did. Paradigms are influential because they shape our perception of the world. Whether the transition is instantaneous or slow and intentional, the force of a paradigm shift is the essential power of quantum change.

For several days, two battleships assigned to the training squadron had been at sea on drills in bad weather. As night fell, I was on watch on the bridge of the leading warship. Because visibility was low due to patchy fog, the captain stayed on the bridge to keep an eye on everything. The captain was enraged by this point. We can see a reality that is overshadowed by his limited perception, a truth that is just as important for us to comprehend in our everyday lives as it was for the captain in the fog. The principles are similar to lighthouses. There are certain natural rules that cannot be disobeyed.

As Cecil B. Individuals may view their own lives and interactions through the lens of paradigms or maps formed by their experience and conditioning, but these maps do not represent the area. The accuracy with which our mental maps describe the terrain has no bearing on its existence. Anyone who thinks deeply and observes the cycles of social history can see the reality of such principles or natural laws. These principles emerge again, and the degree to which people in a society acknowledge and live in harmony with them determines whether the society will survive and thrive or disintegrate and perish. Most major enduring religions, as well as enduring social ideologies and ethical systems, contain these concepts.

They are self-evident and may be easily verified by anyone. They appear to exist in all humans, regardless of societal conditioning and commitment to them, even if such conditions or disloyalty may drown or numb them. Even in the absence of opposing conditioning experiences, small children appear to have an underlying sense of fairness. Although there are significant variances in how fairness is defined and implemented, the concept is virtually universally recognized. Integrity and honesty are two further examples. They lay the groundwork for cooperation and long-term personal and interpersonal growth by establishing a foundation of trust.

Human dignity is another important principle. The concept of growth is closely tied to potential since it describes the process of releasing potential and developing talents, as well as the necessity for principles like patience, nurturing, and encouragement. A practice is a particular action or activity. As parents who have tried to raise a second kid in the same way they raised the first can attest, a method that works in one situation may not work in another. While methods are temporary, principles are deep, fundamental truths that may be applied wherever.

Individuals, marriages, families, and private and governmental organizations of all kinds are all affected. Written by Stephen Covey, the book was a huge success with more than 25 million copies sale across the world after its first publication. The 7 Habits Of Highly Effective People also talks about the right way to delegate to other people. It reveals how doing delegation well can help you get a marvelous boost in your ability to deliver. The 7 Habits Of Highly Effective People is not an easy book to understand. It may take the readers 2 to 3 passes through the book in order to understand it. However, once you understand what the writer has to convey to you, you can enhance your time management skills and make your thinking really proactive. Other habits are about building teamwork, communication and cooperation etc. in this book, Stephen Covey has covered several lessons that teach the readers how to be proactive and self-aware, begin with the end in mind, put first things first and so on.

Click the download button below to download The 7 Habits Of Highly Effective People PDF free and read online. Save my name, email, and website in this browser for the next time I comment. Download File. Contents 1 About Author Stephen R. Is it worth reading The 7 Habits of Highly Effective People? The 7 Habits of Highly Effective People is considered to be one of the most influential self-help books of all time. What is the meaning of The 7 Habits of Highly Effective People? The title of the book refers to the 7 habits that Covey believes are essential for success in life. What do we learn from the book The 7 Habits of Highly Effective People? Some of the key ideas that are explored in the book include goal setting, time management, teamwork, and personal development. How can The 7 Habits of Highly Effective People help me in my life? The book can help you to achieve success in your personal and professional life by teaching you how to set and achieve goals, manage your time effectively, work well with others, and take care of yourself physically and emotionally.

How long does it take to read The 7 Habits of Highly Effective People Book? It takes most people about hours to read the book. Save my name, email, and website in this browser for the next time I comment. Self Help. July 12, by Maggie. Table of Contents. More Books To Read. December 11, December 9, December 8,

Business books The 7 habits of highly effective people Pdf. Download The 7 habits of highly effective people By Covey Pdf book free online — from The 7 habits of highly effective people By Covey Pdf book; In The 7 Habits of Highly Effective People, author Stephen R. Covey presents a holistic, integrated, principle-centered approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness , integrity, service, and human dignity — principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates. One of the most inspiring and impactful books ever written, The 7 Habits of Highly Effective People has captivated listeners for nearly three decades.

It has transformed the lives of presidents and CEOs, educators and parents — millions of people of all ages and occupations. Now, this 30th anniversary edition of the timeless classic commemorates the wisdom of the 7 Habits with modern additions from Sean Covey. The 7 Habits have become famous and are integrated into everyday thinking by millions and millions of people. Because they work! This beloved classic presents a principle-centered approach for solving both personal and professional problems. With penetrating insights and practical anecdotes, Stephen R. Covey reveals a step-by-step pathway for living with fairness, integrity, honesty, and human dignity — principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

There is no such thing as true excellence in this world. which can be distinguished from proper living Jordan, David Starr. However, it has taken a toll on my personal and family life. My wife and children are no longer familiar to me. I read all of the new material, make goals, and get myself psyched up with a positive mental attitude, telling myself that I can accomplish it. I, on the other hand, do not. I fizzle after a few weeks. I have high expectations of my staff, and I strive to be courteous and treat them fairly. They, on the other hand, do not appear to be devoted to me. My adolescent kid is defiant and addicted to drugs. What options do I have? Furthermore, there is never enough time.

Every day, seven days a week, I feel pressed and harassed. I want to instill in my children the importance of hard work. But, in order to get them to accomplish anything, I have to watch over them at all times…and put up with their whining. When I see one of my friends or relatives attain some level of achievement or recognition, I smile and passionately congratulate them. Why am I in such a bad mood? My personality is assertive. I know that I can influence the result of practically any interaction. I can usually accomplish this by persuading people to come up with the answer I desire.

I consider each case carefully, and I am confident that the solutions I propose are the best for everyone. However, I am uneasy. My marriage has become a fiat marriage. My wife Sandra and I were dealing with similar concerns a few years ago. One of our sons was having a lot of trouble at school. He was immature in social situations, frequently embarrassing people closest to him. He was short, slender, and uncoordinated on the field, swinging his baseball bat almost before the ball was delivered, for example. Others would make fun of him. Sandra and I were both consumed with a strong desire to assist him. So we focused on our own attitudes and behaviors toward him while also attempting to improve his. We used positive mental attitude practices to try and psych him up.

You can do it! We know you can. Raise your hands on the bat a little higher and keep your eye on the ball. We chastised others when they laughed. Get off his back. We were very concerned because nothing we did appeared to help. We could see how this was affecting his self-confidence. We attempted to be encouraging, helpful, and positive, but after a series of failures, we took a step back and tried to see the situation from a different perspective. At this point in my career, I was working on leadership development with a variety of customers across the country.

I became particularly interested in how perceptions are formed, how they regulate the way we see, and how the way we perceive governs how we behave as I researched and prepared these lectures. It taught me that we must look at both the reality we see and the lens through which we see it, and that the lens determines how we interpret the world. As Sandra and I discussed the topics I was teaching at IBM and our personal circumstances, we realized that everything we were doing to help our son was inconsistent with how we perceived him. You have to be protected. We realized that in order to change the situation, we had to first change ourselves. And in order to effectively transform ourselves, we had to first modify our perceptions. At the same time, I was engrossed in an in-depth examination of the success literature written in the United States since , in addition to my perception research. In fields like self-improvement, popular psychology, and self-help, I was reading or scanning literally hundreds of books, articles, and essays.

The sum and content of what a free and democratic people thought to be the keys to successful living was at my fingers. I found a remarkable pattern emerge in the content of the literature as my research carried me back over years of writing about achievement. Because of our own suffering, as well as similar suffering I had witnessed in the lives and relationships of many of the people I had worked with over the years, I began to believe that much of the success literature of the previous 50 years was superficial. It was full of social image awareness, tactics, and fast solutions — social band-aids and aspirin that addressed acute problems and sometimes even looked to solve them temporarily, but left the underlying chronic problems to fester and return time and time again.

In contrast, practically all of the literature from the first years or so focused on what could be called the Character Ethic as the cornerstone of success — virtues such as integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, and the Golden Rule. The autobiography of Benjamin Franklin is indicative of this literature. However, shortly after World War I, the focus of success shifted from the Character Ethic to the Personality Ethic. Success has become more of a function of personality, public image, attitudes and behaviors, talents and tactics that lubricate human connection processes. This Personality Ethic followed two paths: one was based on human and public relations skills, and the other was based on a positive mental attitude PMA. Although some of the research acknowledged character as a factor in success, it tended to compartmentalize it rather than seeing it as foundational and catalytic.

The emphasis shifted from quick-fix influence techniques, power strategies, communication skills, and positive attitudes to quick-fix influence techniques, power strategies, communication skills, and positive attitudes. The subconscious root of the answers Sandra and I were striving to utilize with our son was this Personality Ethic, I realized. Our perception of ourselves and our position as good, caring parents was maybe more profound than our perception of our son, and it shaped it. Sandra and I became acutely conscious of the enormous influence of our own character and motives, as well as our view of him, as we conversed.

We understood that social comparison motives were at odds with our fundamental principles, and that they could lead to conditional love and, ultimately, a diminished feeling of self-worth in our kid. So we decided to concentrate our efforts on ourselves — not on our skills, but on our deepest motivations and perceptions of him. Rather of attempting to change him, we attempted to stand apart from him, to sense his identity, individuality, separateness, and worth. We began to see our son in terms of his own uniqueness after much deliberation and the practice of faith and prayer. We saw layers upon layers of potential within him, all of which will be realized at his own rate and pace. We decided to take a step back and get out of his way, allowing him to develop his own personality. We regarded our natural function as affirming, enjoying, and appreciating him. New feelings began to emerge as we loosened up our previous perceptions of our son and formed value-based goals.

Rather of comparing or criticising him, we found ourselves appreciating him. We stopped attempting to clone him in our own image or comparing him to social norms. We stopped attempting to persuade him to fit into a socially acceptable shape using kindness and positivity. We stopped shielding him from scorn because we recognized him as fundamentally adequate and capable of coping with life. He had been raised with this level of protection, so he experienced withdrawal symptoms, which he voiced and which we accepted but did not always respond to. He began to feel a peaceful confidence and affirmed himself as the weeks and months went.

He began to bloom at his own pace and at his own rate. He excelled at a high rate, much above the so-called natural developmental process, as evaluated by standard social parameters — academically, socially, and athletically. He was voted to multiple student body leadership posts, became an all-state athlete, and began bringing home straight A report cards as the years went. He created an appealing and guileless demeanor that has allowed him to relate to a wide range of individuals in a nonthreatening manner. This was an incredible experience for Sandra and me, and it taught us a lot about coping with our other children and various roles. It highlighted the critical distinction between the Personality Ethic and the Success Character Ethic on a very intimate level. I now understood why, as I worked with people from all walks of life over the years, the things I was teaching and knew to be beneficial were frequently at odds with these popular voices.

They are, in my opinion. However, these are secondary characteristics, not basic ones. Perhaps, in using our human capacity to build on the foundations of previous generations, we have inadvertently become so focused on our own construction that we have forgotten the foundation that supports it; or perhaps, in reaping for so long where we have not sown, we have forgotten the need to sow. If I try to utilize human influence methods and tactics to persuade others to do what I want, to work harder, to be more motivated, to like me and each other when my character is fundamentally defective, defined by deceit and insincerity, I will fail in the long term.

I want to teach my children the value of work. His anecdotes are as frequently from family situations as from business challenges. You will also begin to appreciate the impact these differences can have as people try to work together in interdependent situations. Many people who give mechanically or refuse to give and share in their marriages and families may never have experienced what it means to possess themselves, their own sense of identity and self-worth. It is true with individuals, with marriages, with families, and with organizations. In harmony with the natural laws of growth, they provide an incremental, sequential, highly integrated approach to the development of personal and interpersonal effectiveness.

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