By Stephen R. Covey
A step by step pathway to the foundations of equity, integrity, and human dignity that defines a life-style and ends up in luck in company. pt. 1. Paradigms and rules -- pt. 2. inner most victory. behavior 1: Be proactive ; behavior 2: commence with the tip in brain ; behavior three: positioned first issues first -- pt. three. Public victory ; behavior four: imagine win/win ; behavior five: search first to appreciate, then to be understood ; behavior 6: Synergize -- pt. four. Renewal. behavior 7: Sharpen the observed "The 7 behavior Of powerful humans" is a accomplished application in line with constructing an knowledge of the way perceptions and assumptions prevent success---in enterprise in addition to presonal relationships. this is an technique that would aid increase your state of mind and result in larger possibilities and powerful challenge fixing. Be Pro-Active: Take the initiative and the accountability to make issues ensue. start With an lead to brain: commence with a transparent vacation spot to appreciate the place you're now, the place you are going and what you price such a lot. positioned First issues First: deal with your self. manage and execute round priorities. imagine Win/Win: See existence as a cooperative, no longer a entire enviornment the place luck isn't really accomplished on the rate or exclusion of the luck of others. search First to appreciate: comprehend then be understood to construct the abilities of empathetic listening that conjures up openness and belief. Synergize: follow the foundations of cooperative creativity and price changes. Renewal: protecting and enhanving your maximum asset, your self, through renewing the actual, religious, psychological and social/emotional dimensions of your nature. Stephen R. Covey is the main revered motivator within the company international this present day. learn how to use his "7 behavior Of powerful humans" --and see how they could switch your existence
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But if we want to make significant, quantum change, we need to work on our basic paradigms. ” We can only achieve quantum improvements in our lives as we quit hacking at the leaves of attitude and behavior and get to work on the root, the paradigms from which our attitudes and behaviors flow. SEEING AND BEING Of course, not all paradigm shifts are instantaneous. Unlike my instant insight on the subway, the paradigm-shifting experience Sandra and I had with our son was a slow, difficult, and deliberate process.
Perhaps after attempting to reason with her, I could have turned the attention of the children to an interesting game, taking all that emotional pressure off my child. I’ve learned that once children gain a sense of real possession, they share very naturally, freely, and spontaneously. My experience has been that there are times to teach and times not to teach. When relationships are strained and the air charged with emotion, an attempt to teach is often perceived as a form of judgment and rejection.
Why can’t I train them to be independent and responsible—or find employees who can be? The Personality Ethic tells me I could take some kind of dramatic action—shake things up, make heads roll—that would make my employees shape up and appreciate what they have. Or that I could find some motivational training program that would get them committed. Or even that I could hire new people that would do a better job. But is it possible that under that apparently disloyal behavior, these employees question whether I really act in their best interest?