Unit 5B - Everyday Leadership



Session 2 Introduction to The 8 Habits and Habit 1

|[pic] | |

| |Total Session Time: 1 hour, 45 minutes |

Learning Objectives:

By the end of this session, participants will be able to:

• Distinguish between production and production capability; reactive and proactive; and circles of influence and concern.

• Explain the emotional bank account and make a calculation of their own.

• Assess their own strengths and weaknesses in relation to each habit.

• Choose a situation where they wish to be more proactive and plan for it.

Session Overview

|Step |Time |Activity/ |Content |Resources |

| | |Method | |Needed |

|2 |30 minutes |Presentation |Habit 1: Be Proactive (Slides 6-11) |LCD or Overhead Projector,|

|3 |30 minutes |Presentation | Circles of Influence and Concern (Slides 12-15) |LCD or Overhead Projector,|

|[pic] |Resources Needed |

|Flip Chart, paper, and markers |

|LCD or Overhead Projector |

|Slides |

|Stephen Covey’s Personal Workbook |

|[pic] |Advance Preparation |

| |Review the entire session prior to facilitating, to familiarize yourself with the slides, speaker’s notes, |

| |learning activities, and supporting materials. |

Sources/Bibliography:

Refer to these materials for additional background reading, as needed.

• Covey, S.R. (1989). The 7 Habits of Highly Effective People. New York: Simon and Schuster.

• Covey, S.R. (2003). The 7 Habits of Highly Effective People Personal Workbook. New York: Simon and Schuster.

Beginning the Session

|[pic] |Trainer Instructions: Step 1 (45 minutes) |

Present Slides 1-5 using trainer notes and The Covey Workbook to guide the presentation.

|Slide 1 |[pic] | |

|Slide 2 |[pic] |EXPLAIN to participants that we will be using these books to guide our |

| | |discussion of leadership and management skills. Covey’s 8 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. |

| | |EXPLAIN that The 7 Habits of Highly Effective People is a self-help book |

| | |written by Stephen R. Covey first published in 1989. It has been a very |

| | |successful book with over 20 million copies sold in almost 40 different |

| | |languages. The 8th Habit, a sequel to The 7 Habits of Highly Successful |

| | |People, was published in 2004. |

| | |ASK participants why we are talking about habits. |

| | |EXPLAIN that habits: |

| | |Drive many of our actions |

| | |Can be learned and unlearned |

| | |Contribute to our character. Leaders must have a solid strong character to |

| | |inspire others to follow them. |

| | |Talking about our habits is the first step to progress. First we must become |

| | |aware of our habits and then we can change them. |

|Slide 3 |ASK participants what they need to produce their work. |

| |ASK participants what production capability is. |

| |EXPLAIN that production capability is what you do to get the product. |

| |PRESENT the slide using the following information: |

| |P and PC refer to the balance between production and production capability and applies to physical, financial, and human assets. |

| |Here is an example: 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 capacity” (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. |

| |ASK participants “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… 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 I just gave, 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 Seven Habits are based. |

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

|Slide 4 |EXPLAIN that “The Emotional Bank Account” is another key point in Stephen Covey’s book. 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 I make deposits into an emotional bank account with you through courtesy, kindness, honesty and keeping commitments I build up a reserve. When |

| |I have a positive balance, I can make occasional withdrawals (e.g. have a bad day). If I have a negative balance, people will not want to work or |

| |even be with me. If we want our relationships at work and work in general to run smoothly we must make far more deposits than withdrawals. |

| |ASK participants to think of some examples of withdrawals. |

| |ASK for a volunteer to play a short role play with you (the facilitator). |

| |TELL the volunteer that you would like them to play the role of your staff in the following scenarios. The audience is to identify if you are |

| |making a deposit or withdrawal. |

| |ASK participants to identify if you are making a deposit or withdrawal in the following scenarios. If it’s a withdrawal, ask them to identify how |

| |you could turn the withdrawal into a deposit. |

| |ROLE PLAY the following scenarios: |

| |You are busy and instead of allowing the subordinate to help you write the report you tell them to forget it, you’ll do it yourself. |

| |Note to facilitator: 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. |

| |You apologize for not giving the subordinate much time but you need them to have a report finished for you by next Monday. You offer to help the |

| |employee prioritize their tasks and ask if they can fit this task in with the work they currently have and ask what resources they need to get |

| |this task done. |

| |You notice that a subordinate has been struggling to get his/her work done and you offer her help to get the job done. |

| |You tell the subordinate that they did a terrible job and only offer negative feedback. |

| |You express gratitude for your subordinate’s hard work. |

| |EXPLAIN that as a busy manager you may turn away from a project, trusting that it is getting done, while an employee is struggling to keep up. |

| |The whole time the employee is struggling, you are making withdrawals. People need more help to succeed usually than we have time for. Check in |

| |with your employees, reassure them that you know they can do the work but you want to make sure they can succeed. You get what you put into a |

| |project. |

| |ASK participants to complete pg 85 of the Covey Workbook in class or for homework. |

|Slide 5 |EXPLAIN that Steven Covey has developed and organized 8 habits that increase our effectiveness in our personal lives and at work. We will look at |

| |each of these habits and examine how they can help us as leaders and managers. |

| |INTRODUCE the habits using the following information: |

| |The 1st habit is be proactive, take control of your life. |

| |The 2nd habit is to begin with the end in mind, know what you want to accomplish in life. |

| |The 3rd habit is put first things first, organize and execute your work around priorities. |

| |The 4th habit is to think win/win or seek out agreements that are mutually beneficial. |

| |The 5th habit is to seek first to understand, then be understood. Listen empathically, diagnose before you treat. |

| |The 6th habit is synergize. Seek out creative cooperation. |

| |The 7th habit is sharpen the saw. Take time out to renew yourself. |

| |Covey’s new book discusses at length the 8th habit, find your voice and inspire others to find theirs. |

| |INSTRUCT participants to complete the Self-scoring 7 Habits Assessment on page 15 of the Covey Workbook. |

| |ALLOW participants 10 minutes to complete activity. |

|Slide 6 |[pic] |INSTRUCT participants to stand up and pick: |

| | |Pineapples |

| | |Bananas |

| | |Pears |

| | |Apples |

| | |Grapes |

| | |Source: Celine Usiku, MOHSS, Director of PP & HRD. |

|[pic] |Trainer Instructions: Step 2 (30 minutes) |

Present Slides 6-11 using trainer notes to guide the presentation.

|Slide 7 |[pic] |EXPLAIN that Habit 1 is to be proactive. |

| | |ASK participants: “What are some words or phrases that come to mind when you |

| | |hear the word proactive?’” |

| | |WAIT for participants to respond. |

|Slide 8 |[pic] |READ the definitions out loud. |

|Slide 9 |EXPLAIN that for Stephen Covey: |

| |Being proactive means taking responsibility for your life. Do whatever is in your power to improve your situation. |

| |This habit is the base for all other habits and a cornerstone of success. |

| |Proactive people recognize that they are responsible. They take control of their lives, focus on things they can change, and take responsibility |

| |for their moods. |

| |ASK participants: “What is the opposite of proactive?” |

| |WAIT for participants to respond. |

| |SUMMARIZE participant responses and ADD in the following information: |

| |A person who is not proactive is reactive. A reactive person is controlled by their emotions, moods, and/or the situation or environment he or she|

| |is in. Reactive people do not take responsibility for their lives and blame others. |

| |ASK participants: ” Why is it important to be proactive?” |

| |SUMMARIZE participant responses and INFORM: as Covey says, “Act or you will be acted upon.” |

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

|Slide 10|EXPLAIN that reactive people blame someone else, this is my boss’s fault, or my grandmother was this way etc. Proactive people recognize that they|

| |are “Response –Able” they don’t blame genetics, circumstances, conditions, or conditioning for their behavior. Our behavior is a function of our |

| |decisions, not our conditions. Proactive people are agents of change. They choose not to be victims, to be reactive or to blame others. |

| |EXPLAIN that someone who is reactive might say things like: |

| |“That’s me. That’s just the way I am.” –this really means I am determined and there’s nothing I can do about it. |

| |“He makes me so mad!” –this means I let someone else control my emotions. |

| |“I can’t do that. I don’t have the time.” –this means something outside me—limited time—is controlling me. |

| |“I have to do it.” Circumstances or other people are forcing me to do what I do. I’m not free to choose my own actions. |

| |READ aloud the list of things a proactive person might say. |

| |ASK participants: “Which category do you fall under?” |

| |EXPLAIN that 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 Seven Habits of Highly Effective People. New York: Simon and Schuster. 1989. p.78. |

|Slide 11|EXPLAIN that 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, man has 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, or circumstance. |

| | |

| | |

| |There are four basic human endowments/faculties that give people the freedom to choose how they react to any given situation or circumstance: |

| |Self-awareness: knowing who they are, they are aware of their self limitations, strengths |

| |Imagination: the ability to create what is beyond their current conditions |

| |Conscience: Values, a deep inner awareness of right and wrong; values that govern human behavior (morals) |

| |Independent will: the ability to act and respond to a situation without external influence. |

| |GIVE an example of a situation where you could use each of these (self-awareness, conscience, and independent will) to change how your react to a |

| |situation. |

| |Self-awareness: I am overreacting to this situation because of something that happened to me in the past or because of a problem at home. |

| |Imagination: I can envision a better future; I will seek out an alternative. |

| |Conscience: I choose to respond with integrity. I treat others with respect because it is the right thing to do. |

| |Independent will: I can overcome this situation. |

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

|[pic] |Trainer Instructions: Step 3 (30 minutes) |

Present Slides 12-15 using trainer notes to guide the presentation.

|Slide 12|[pic] |PRESENT the slide using the following information: |

| | |An excellent way to become more self-aware regarding our own degree of |

| | |proactivity is to reflect on where we focus our time and energy. Do we focus |

| | |more on things we cannot influence or things we can control? |

| | |Each individual has a scope of concerns that can range from problems at home |

| | |to world poverty. Covey suggests that individuals gain more influence on all |

| | |of their concerns by focusing on influencing and changing things they have |

| | |more direct control over first. |

| | |He illustrates this concept using concentric circles called “Circles of |

| | |Concern” and “Circles of Influence.” |

|Slide 13|[pic] |DIVIDE participants into groups of 5. |

| | |INSTRUCT each group to draw a circle on a flip chart and create a list of as |

| | |many concerns as they have inside the circle in 2 minutes. |

|Slide 14|INSTRUCT participants to draw three concentric circles and transfer the concerns they cannot influence to the outer circle. |

| |INSTRUCT participants to transfer the concerns they can influence into the middle circle and the things they can control into the center circle. |

| |ASK participants to return to the large the group. |

| |EXPLAIN that in this model, the inner circle represents the problems, challenges and opportunities that we have direct control of. |

| |ASK participants for an example. |

| |SUMMARIZE participant answers with the following information: |

| |Problems we have control over involve our own behavior, our actions, and our attitudes. |

| |EXPLAIN that the middle circle represents things we have indirect control or influence over. |

| |ASK participants for an example. |

| |SUMMARIZE participant answers with the following information: |

| |We can influence our neighborhood, our church, our work environment, friends, colleagues, and family. We can influence them but we cannot control |

| |them. |

| |EXPLAIN that the outer circle represents things we have no control over. |

| |ASK participants for an example. |

| |SUMMARIZE participant answers with the following information: |

| |Things we have no control over include: natural phenomena such as earthquakes or weather, politics and policies that fall far outside our personal|

| |reach, and the behavior of people we have no contact with. |

| |ASK participants in which circle they spend most of their mental energies and which circle is the source of many of their worries and |

| |conversations. |

| |EXPLAIN that by determining which of these circles is the focus of most of our time and energy, we can discover much about the degree of our |

| |proactivity. |

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

|Slide 15|[pic] |PRESENT the slide by using the following information: |

| | |Reactive people focus their efforts in the circle of concern. |

| | |They focus on the weaknesses of other people and circumstances over which they|

| | |have no control. |

| | |Their focus results in blaming and accusing attitudes, reactive language, and |

| | |increased feelings of victimization. |

| | |The negative energy generated by that focus, combined with neglect in areas |

| | |they could do something about, causes their Circle of Influence to shrink. |

| | |Proactive people focus their efforts in the Circle of Influence. Their |

| | |positive energy can cause this circle to increase. |

| | |They work on the things they can do something about. |

| | |Covey asserts that by diverting your attention to the circle of influence, you|

| | |indirectly affect the circle of concern. |

| | |ASK participants if they have any questions. |

| | |WRAP-UP session by summarizing key points. |

| | |Source: Covey, Stephen R. The Seven Habits of Highly Effective People. New |

| | |York: Simon and Schuster. 1989. |

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