[Book Review] THE 7 HABITS of HIGHLY EFFICIENT PEOPLE
Stephen R. Covey
25th Anniversary Edition
Personal Rating: 8/10
Summary:
This is a great book that gathers familiar concepts that are already embedded into our brains and attempts to align them in such a way to create new open dimensions within the reader’s brain. This book covers a large portion of how we live because Stephen Covey’s lessons are as much as about the paradigm to create efficient approaches to relationships as it is about approaching work. The most important change this book gave me is that it allowed me to see beyond my problems and address the cause of the problem. To see beyond the surface of the sea, to see beyond the bottom of the sea, and to see into the core of the Earth.
Please note that this book is about the paradigm (how we look at the world) of people and not about physical habits (though it has examples).
I have given this book a rating of 8/10 because the pace slows down after Habit 5 [Seek First to Understand, Then to Be Understood] and items are readdressed in a less efficient way of writing.
Structure:
The structure of the contents is well designed for the shift in paradigm that Covey’s lessons intend. Starting with yourself, then with others, and then covering how to synergise them.
Strengths:
The book has its strongest impact at the start; Habit 1 [Be Proactive], Habit 2 [Begin with the End in Mind] and Habit 3 [Put First Things First]. These opening chapters are well structured, explained with delicacy and have concise examples that effectively convey the lessons. I believe most readers would feel this way because personal development is the initial area of interest for the readers who have selected this book; for self improvement. Also it is in these chapters where the readers can most easily reflect upon themselves. Habits 4 [Think Win/Win] and Habit 5 [Seek First to understand, Then to Be Understood] are also very well addressed and are critical to human interaction. The importance of understanding another human being is convincingly written and will definitely help with (if not change completely) how readers see relationships.
Weakness:
Habits 6 [Synergise] and Habit 7 [Sharpening the Saw] are good, but compared to the habits covered upfront, are less convincingly written and also contain relatively blunt examples. This weakness is understandable because it is a summary of the parts and previously conveyed lessons have to be readdressed. These Habit 6 and Habit 7 are important but could have been shorter and more concise. A chapter doesn’t need to be long to be interpreted as a ‘chapter’.
*The following are spoilers and anyone who intends to read the book should not go any further.
Look beyond the physical problem
You can only achieve temporary and small improvements by solving the problem. Significant improvements are achieved by solving the root of the problem; the cause, the attitude, the behaviour, the mind set.
Quote. Thoreau - “For every thousand hacking at the leaves of evil, there is one striking at the root.”
Quote. Albert Einstein “ The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”
Look beyond production
Finding the balance between P (Production) and PC (Production Capacity). An approach that focuses solely on P can cause problems that do not allow sustainable production if the PC is not addressed correctly. Again here, we see beyond production, looking into what components makes up and results for the production. Always keep in mind the quality of the method, process, maintenance and people involved and there will be more assurance and improvement in the long run.
Avoid Dependance and aim for Independance and Interdependance.
Dependance: you take care of me, You didn’t complete it, I blame you for the result.
Independance(private): I can do it, I am responsible, I can choose.
Interdependance(public): We can do it, we can cooperate, we can combine our strengths and create something great.
Self-awareness and Reactions
Control how you act, how you feel and how you respond. See how you are affected by your surrounding because it is important that you identify that you are not the product of your conditions. You are in control of yourself and you choose how you see things.
Quote: “He could decide within himself how all of this was going to affect him”
Quote: “Between stimulus and response man has the freedom to choose.”
Quote: “No one can hurt you without your consent”
Quote: “It’s not what happens to us, but our response to what happens to us that hurts us.”
Circle of Influence and Circle of Concern.
There are things we can and can not do. Concentrate energy into solving things that can be done within the range of things we can do(Circle of Influence) that may have an effect on the things we can only worry about (Circle of Concern). There is much more that can be done within the Circle of Influence than you think. As soon as we admit a problem is solely in the Circle of Concern, that problem can control you because you are admitting there is nothing you can do.
Quote: “Anytime we think the problem is “out there,” that thought is the problem.”
Be Proactive not Reactive.
Lead the way instead of being dragged. In a difficult situation, look for a way instead of judging that you cant. Be Proactive and go forward. Do not be Reactive and let it define you.
Reactive Language vs Proactive Language
There’s nothing i can do vs Let’s look at our alternatives.
That’s just the way I am vs I can choose a different approach
He makes me so mad vs I control my own feelings
They won’t allow that vs I can create an effective presentation.
I have to do that vs I will choose an appropriate response
I Cant vs I choose
I must vs I prefer
If only vs I will
All things are created twice.
Buildings: Once on paper, once in real life.
Drawings: Once in the mind, Once on paper.
You: Plan your future, become the future.
If you do not create your self image for your future, your future will be designed according to your past, your surroundings and things outside your circle of influence that you can not control. When Designing your future, borrow strength of the limitless potential of the future instead of the limiting and already defined past.
“In the great literature of all progressive societies, love is a verb, Reactive people make it a feeling.”
Love is something that I choose to do, Love is not the result (it is not a reactive feeling about someone).
Managers and Leaders
Managers and leaders are completely different roles. Managers make sure that the ladders are made with good quality, Leaders make sure that the ladders are place on the right wall. Managers make sure machetes are sharp and durable so that they can pass through the forest, The leader makes sure they are headed toward the right direction.
As Form follows function, Management follows Leadership
Time Management Matrix
Always have priority with tasks. First things need to come first. Always consider tasks in a larger context where applicable.
Not Urgent and Not Important
Quote: “Urgent matters are usually visible. They press on us; they insist on action. They’re usually right in front of us. And they are pleasant, easy, fun to do. But so often they are unimportant!”
Quote: “Daily planning often misses important things that can only be seen from a larger perspective.”
Aim for Stewardship Delegation
“Gofer Delegation” involves a manager saying ‘go for’ this, ‘go for that’, ‘do this’, ‘do that’. When delegating a job to someone, “Gofer Delegation” does not allow for growth, it is not an effective way of communication, it does not convey the aim of the job, it makes life harder for the job giver and the receiver.
“Stewardship Delegation” involves making the job receiver take responsibility for the job. Good managers are able to delegate jobs well. A good delegator considers the following. More detail is on page 180 of the book.
Show Integrity by being respective at all times
Talking behind peoples backs only makes the listener think that you will talk behind their backs. If you can not talk about a problem to the person being the problem, you should no talk about it with another.
Quote: “Be loyal to those who are not present. In doing so, we build the trust of those who are present.”
“Because you really listen, you become influenceable. And being influenceable is the key to influencing others. Your circle begins to expand. You increase your ability to influence many of the things in your Circle of Concern.”
Flexibility will allow you to grow, learn and understand. If you are able to understand well, you are able to pass that understanding to others well. If you want change to happen, you must be able know what it is to change yourself.
The concept of a Win/Win condition
“Middle in this sense does not mean compromise; it means higher, like the apex of the triangle.”
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