HABIT 3: PUT FIRST THINGS FIRST

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HABITS 1,2 & 3 HABIT ONE : You are the creator. You are in charge.Based on four unique human endowments : imagination, conscience, independent will and self awareness.

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HABIT TWO : FIRST OR MENTAL CREATIONBased on imagination and conscience.

It is the deep contact with our basic paradigms and values and vision of what we can become.HABITS 1,2 & 3

HABITS 1,2 & 3 HABIT THREE : SECOND CREATIONOR THE PHYSICAL CREATION.

It is the fulfilment, actualization, the natural emergence of Habits 1 & 2.

Habits 1 & 2 are absolutely essential and prerequisites to habit 3.

THE POWER OF INDEPENDENT WILLIt is the ability to make decisions and choices and to act in accordance with them.

THE POWER OF INDEPENDENT WILLIt is the ability to act rather than to be acted upon, to proactively carry out the program we have developed through the other endowments ( self awareness, imagination and conscience).

THE POWER OF INDEPENDENT WILLThe degree to which we have developed our independent will in our everyday lives is measured by our personal integrity :The value we place on ourselves.Our ability to make and keep commitments to ourselves. To walk our talkIt is honour with self, the essence of proactive growth.

Effective Management = putting first things first.Decides what FIRST THINGS are.

Effective Management = putting first things first.That puts them FIRST.Day-by-dayMoment-by-moment.It is a discipline carrying it out.

DISCIPLINEDerives from disciple:disciple to a philosophydisciple to a set of values disciple to an overriding purposedisciple to a super-ordinate goalperson who represents that goal.

If you are an effective manager of YOURSELF:Discipline comes from WITHIN It is a function of your INDEPENDENT WILL A disciple, a follower of your own deep values and their source. You have the will, the integrity , to subordinate your feelings, your impulses, your moods to those values.

....subordinate your feelings, your impulses, your moods to those values.....That subordination requires a purpose , a mission ( Habit 2) clear sense of direction and value, A BURNING YES inside that makes it possible to say NO to other things.

....subordinate your feelings, your impulses, your moods to those values.....

The power to do something when you do not want to do it, to be a function of your values rather than a function of the impulse or desire of any given moment.

It is the power to act with INTEGRITY to your proactive FIRST CREATION.

The essence of the best thinking in the area of time management can be captured in a single phrase:

ORGANIZE AND EXECUTE AROUND PRIORITIES.

FOUR GENERATIONS OF TIME MANAGEMENTFIRST WAVE: NOTES AND CHECKLISTAn effort to give some semblance of recognition and inclusiveness to the many demands placed on our time and energy.

FOUR GENERATIONS OF TIME MANAGEMENTSECOND WAVE: CALENDARS AND APPOINTMENT BOOKSAn attempt to look ahead, to schedule events and activities in the future.

FOUR GENERATIONS OF TIME MANAGEMENTTHIRD WAVE: IT INCLUDES THE CONCEPT OF DAILY PLANNING, OF MAKING A SPECIFIC PLAN TO ACCOMPLISH THOSE GOALS AND ACTIVITIES DETERMINED TO BE OF GREATEST WORTH.

FOUR GENERATIONS OF TIME MANAGEMENTFOURTH WAVE: IT RECOGNIZES THAT TIME MANAGEMENT IS REALLY MISNOMER- THE CHALLENGE IS NOT TO MANAGE TIME BUT TO MANAGE OURSELVES.

FOCUS ON PRESERVING AND ENHANCING RELATIONSHIPS AND ON ACCOMPLISHING RESULTS- MAINTAINING THE P/PC BALANCE

QUADRANT II CONCEPTURGENT- requires immediate actionIMPORTANT has to do with results. It contributes to your mission, values and high priority goal.

PEOPLE WHO FOCUS ON QUADRANT I Both urgent and Important.

Deals with significant results that require immediate results.

They are crises managers, problem-minded people, deadline driven producers.When a huge problem comes and knocks them down , they are wiped out.

PEOPLE WHO FOCUS ON QUADRANT IIIUrgent and Not Important.

Spend most of their time reacting to things that are urgent, assuming they are also important.

REALITY: urgency of these matters is often based on the priorities and expectations of others.Basically lead a IRRESPONSIBLE lives..

PEOPLE WHO FOCUS ON QUADRANT IVNot Urgent and Not Important.

Effective people should stay out of Quadrants III & IV because urgent or not they are not important.

Basically, lead a IRRESPONSIBLE lives.

PEOPLE WHO FOCUS ON QUADRANT IINot Urgent and Important.

It is the heart of effective personal management.Deals with things that are NOT URGENT, but are important.

It deals with things like building relationships, writing a personal mission statements, long-range planning, exercising.

NOT problem-minded; they are opportunity-minded Feed opportunities and starve problems; they think positively.

3. Keep the P/PC balance by focusing on the important but NOT urgent HIGH leverage capacity-building activities of Quadrant II.HE WAS A LEADER IN THE DEVELOPMENT OF MANAGEMENT EDUCATION, HE INVENTED THE CONCEPT KNOWN AS MANAGEMENT BY OBJECTIVE AND WAS CONSIDERED AS THE FATHER OF MODERN MANAGEMENT.

WHAT IT TAKES TO SAY NOTO SAY YES TO IMPORTANT QUADRANT II PRIORITIES, YOU HAVE TO LEARN TO SAY NO TO OTHER ACTIVITIES, SOMETIMES APPARENTLY URGENT THINGS.

THE QUADRANT II TOOLTo manage our lives effectively from a center of sound principles, from a knowledge of our personal mission, with a focus on the important as well as the urgent , and within the framework of maintaining a balance between increasing our production and increasing our production capability.

QUADRANT II: SIX IMPORTANT CRITERIA1. COHERENCEThere is harmony, unity and integrity between your vision and mission, your roles and goals ,your priorities and plans, and your desires and discipline.

In your planner, there should be a place for your personal mission statement so that you can constantly refer to it.

QUADRANT II: SIX IMPORTANT CRITERIA2. BALANCE

This tool should help you to keep balance in your life, to identify your various roles and keep them right in front of you, so that you do not neglect important areas such as your health, your family, your professional preparation or personal development.

QUADRANT II: SIX IMPORTANT CRITERIA3. QUADRANT II FOCUS

A tool that encourages you, motivates you, actually helps you spend the time you need in Quadrant II, so that you are dealing with prevention rather than prioritizing crises.

Organizing ones life on a weekly basis without abandoning the daily planning.

The key is NOT to prioritize whats on your schedule, but to schedule your priorities.

QUADRANT II: SIX IMPORTANT CRITERIA4. A PEOPLE DIMENSION

You also need a tool that deals with people , not just schedules. An effectiveness in dealing with people.

QUADRANT II: SIX IMPORTANT CRITERIA5. FLEXIBILITY

Your planning tool should be your servant, never your master. It has to work for you, it should be tailored to your style, your needs, your particular ways.

QUADRANT II: SIX IMPORTANT CRITERIA6.PORTABILITY

Should be portable so that you can carry it with you most of the time.

You may want to review your personal mission statement while riding the bus.

BECOMING A QUADRANT II SELF-MANAGER: FOUR KEY ACTIVITIES

1. IDENTIFYING ROLES

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BECOMING A QUADRANT II SELF-MANAGER: FOUR KEY ACTIVITIES

2. SELECTING GOALS think of one or two results you feel you should accomplish in each role during the next seven days.

BECOMING A QUADRANT II SELF-MANAGER: FOUR KEY ACTIVITIES

3.SCHEDULING- having identified roles and set goals, you can translate each goal to a specific day of the week , either as priority item or even better, as specific appointment.

BECOMING A QUADRANT II SELF-MANAGER: FOUR KEY ACTIVITIES

4. DAILY ADAPTING- daily planning becomes more a function of daily adapting, of prioritizing activities and responding to unanticipated events, relationship, and experiences in a meaningful way.

LIVING IT

As you go through your week, there will be undoubtedly be times when your integrity will be placed on the line.

Thus, your principle center, your self awareness, and your conscience can provide a high degree of security, guidance and wisdom to empower you to use your independent will and maintain integrity to the truly important.

DELEGATION:INCREASING P AND PCWe accomplish all that we do through delegation- either time or to other people.

If we delegate to time, we thinkEFFECIENCYIf we delegate to other people, we thinkEFFECTIVENES

APPROACHING DELEGATION FROM THE STANPOINT OF PERSONAL MANAGERIAL SKILLA producer does whateverIs necessary to accomplishDesired results, to get theGolden eggs.But when a person sets up and work with and through people and systems to produce golden eggs, that persons become s manager in the inter-depdent sense.

GOFER DELEGATIONMeans GO FOR THIS, GO FOR THAT DO THIS, DO THATAnd tell me when its done.

Most producers have a GOFER delegation paradigm. They roll up their sleeves and get the job done. If they are given position of management, they still think like producers.

They do not know how to set-up up a full delegation so that another person is committed to achieve results .Because they are focused on methods, they become responsible for the results.

STEWARDSHIP DELEGATIONIS focused on RESULTS instead of METHODS. It gives people a choice of method and makes them responsible for results.

Involves clear, up-front mutual understanding and commitment regarding expectations in five areas:

1. DESIRED RESULTS create a clear, mutual understanding of what needs to be accomplished.

2. GUIDELINES- identify parameters within which the individual should operate. These should be as few as possible to avoid methods delegation, but should include formidable restrictions.

3. RESOURCES Identify the human, financial , technical or organizational resources the person can draw on to accomplish the desired results.

4. ACCOUNTABILITY standards of performance that will be used in evaluating the results and the specific times when reporting and evaluation will take place.

5. CONSEQUENCES specify what will happen, both good and bad, as a result of the evaluation. This could include such things as financial rewards, psychic rewards , different job assignments and natural consequences.

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