 Foundation &  Habits # 1-3

1.  Foundation &  Habits # 1-3 Dr. A.K.Bakthavatsalam Professor / TP / NITT Habits # 4-7 Dr. N.Amassai Gounden Dean (ICSR) / NITT

2. “Excellence is an art won by training and habituation. We are what we repeatedly do. Excellence, then, is not an act, but a habit” -Aristotle

3. Foundation • -Maturity continuum • Paradigm • -Conditioning • -Principles • -P/PC Balance • Ethics

4. 7 Sharpen saw Interdependence Understand 5 Synergize 6 PUBLIC VICTORY Think win-win 4 Independence 3 1st things 1st PRIVATE VICTORY 1 Be Proactive 2 End in mind Dependence The Maturity continuum

5. Maturity Continuum Dependence – the paradigm of “you” Dependent people need others to get what they want Independence – the paradigm of “I” Independent people can get what they want through their own efforts. Interdependence – the paradigm of “we” Interdependent people combine their own efforts with the efforts of others to achieve greater success. Hare-Tortoise story retold!!

6. The Power of a Paradigm Shift • What is a paradigm? • Paradigm: The way we see, understand and interpret the world; our mental map • A paradigm is a frame of reference. • A paradigm is like a map in our head. • It is like a model

7. We assume that the way we “see” things is the way they really are or the way they should be. • Near-death experiences frequently cause people to experience a paradigm shift. • Not all paradigm shifts are instantaneous -- some happen gradually over time.

8. What is a paradigm shift? • A paradigm shift is a way of looking at something differently. • We are stepping “outside the box”. • When we make a paradigm shift we can see, think, feel & behave differently. • Example: • Ptolemy thought the earth was the center of the universe. • Copernicus believed the sun was the center of the universe. (major shift)

9. Paradigm shift - A siru kathai…….Sometime ago, when the ice-creams were not so expensive, a ten year old boy went to an ice cream parlour. While sitting at the table, he asked the waitress “How much does a strawberry cost?”.“10 Rupees”, she replied. The boy took out this money from the pocket and began counting it.

10. “Well how much does a simple ice-cream cost?” asked the little boyThere were other people waiting to be served, so the waitress began to get a little impatient. “8 Rupees” she replied abruptly. The boy counted his money again and said “Please get me a simple ice cream.”

11. The waitress served him the ice cream and his bill. The boy ate his ice-cream, paid his bill and left.When the waitress went to clear the table, she began to cry .… for there in the corner of the plate, were 2 Rs.... her tip. The boy took a simple ice-cream instead of strawberry so he could leave a tip for her.

12. Effects of Conditioning We see what we are conditioned to see. We are conditioned by our upbringing, environment and experiences. threeonetwo

13. Principles • Principles are self-evident natural laws • We get superb results when we align our paradigms with principles of effectiveness • Principles empower and enable us • Principles are not – situational, temporary, subjective • Are timeless, universal, will work anyway. • Like light houses

14. Effectiveness (P/PC) • Effectiveness is getting superb results today (production) in a way that allows us to get those results over and over again (production capability) • PC – Maintaining, preserving and enhancing the resources (goose) that produce the desired results • P – The desired results (golden eggs)

15. Personality and Character Ethics • Personality Ethic (post WWI) • Personality, public image, attitudes & behaviors, skills and techniques, quick fixes • Character Ethic (pre WWI) • Integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, the Golden Rule

16. Knowledge (what to, why to) theoretical Habits Internalized principles & patterns of behavior

17. Knowledge (what to, why to) Desire (want to) motivational Habits Internalized principles & patterns of behavior

18. Knowledge (what to, why to) Skills (how to) practical Desire (want to) Habits Internalized principles & patterns of behavior

19. Knowledge (what to, why to) Habits Skills (how to) Desire (want to) Habits Internalized principles & patterns of behavior Like gravity – strong pull

20. The Habits of Private Victory Habit 1: Be Proactive Habit 2: Begin With the End in Mind Habit 3: Put First Things First The first three habits move a person from Dependence to Independence

21. Habit # 1 BE PROACTIVEThe habit of Choice Principle: I am free to choose and I am Responsible for my choices

22. 1. BE PROACTIVE Responsibility Response Ability

23. Proactive vs. Reactive PROACTIVE: More than merely taking initiative; means recognizing our responsibility; Life is a product of our values not feelings; Decisions not conditions; Energizing the creative force in us; REACTIVE: Product of moods, feelings, circumstances, conditions, social weather; build their emotional lives around the behavior of others. PROACTIVE does not mean being pushy / aggressive. “No one can hurt you without your consent” - Roosevelt

24. If we could “carry the weather with us”…. We could have a good day no matter what comes our way.

25. Stimulus Response Proactive Model Freedom to Choose Self -Awareness Independent Will Imagination Conscience

26. circle of circle of influence concern Circle of Influence Things we can’t control Things we can control or change Focus on things we can change or influence

27. Circle of Influence • Things we CAN control or change: • Your attitude • Your mood • Your reaction to good and bad things that happen • How I treat other people • Things we CAN’T control or change: • Other people • The weather • Things you did wrong in the past • How other people treat me • Homework

28. “God give me the courage to change the things which can and ought to be changed, the patience to accept the things which cannot be changed and the wisdom to know the difference” -Anonymous

29. There’s nothing I can do That’s just the way I am He makes me so mad They won’t allow that I have to do that I can’t I must If only Let’s look for alternatives I can choose a different approach I control my own feelings I can create an effective presentation I will choose an appropriate response I choose I prefer I will Language: Reactive vs Proactive

30. Habit # 2 BEGIN WITH THE END IN MINDThe habit of Vision Principle: Mental creation precedes physical creation

31. Vision

32. Habit 2: Begin with the end in mind. The law of the farm: You reap what you sow. translated “sacrifice” vision = what you want to see mission = immediate next step(s) Both tend to focus priorities. • Specifically … write what you want to reap. What do you HOPE for? Write what you are willing to sow. Time? Personal energy? Money? Your friends?

33. Habit 2 – Begin with end in mind  A starting point in beginning with the end in mind is to develop a personal mission statement, philosophy or credo. It will help you focus on what you want to be. • Prioritize – sort your tasks. • Organize around priorities – what is important • Discipline yourself – to accomplish.

34. Habit 2: Begin With The End In Mind • Habit 1 says you are the programmer • Habit 2 says write the program • Mission Statement: A powerful document that expresses your personal sense of purpose and meaning in life. It acts as a governing constitution by which you evaluate decisions and choose behaviors.

35. Benefits of a personal mission statement • Clarifies what is important to you • Provides focus • Helps you design your life instead of having it designed for you • Guides your day-to-day decisions • Gives you a greater sense of meaning and purpose

36. Mission Statement Roles Goals Long - Term Organizing

37. Plans Roles Goals Weekly Organizing Delegate Schedule

38. Mental creationPhysical creation A clear agenda Productive meeting A clear blueprint Grand library bldg Extensive research A new product Individual goal setting Paper / project Personal mission Life of contribution and statement fulfillment Carpenter’s rule: Measure twice, cut once

39. Effective people take time to define the legacy they want to leave in each of their key roles. Their roles represent important relationships and key responsibilities. (visualizing 80th Birthday celebrations and “Tribute Statements”)

40. Habit # 3 PUT FIRST THINGS FIRSThabit of integrity and execution Principle: Effectiveness requires the integrity to act on your priorities

41. Habit 3: Put First Things FirstThings which matter most must never be at the mercy of things which matter least. • Underlying Principle – Effectiveness requires balancing important relationships, roles, and activities. • Key Paradigm – “I will focus on importance instead of urgency.” “I will fulfill my mission by acting on important goals in my life.”

42. Habit 3: Put First Things First • #1 You are the programmer (Creator) #2 You write the program (mental or first creation, Leadership) #3 You run the program (physical or second creation, Management) • The key is not to prioritize your schedule but to schedule your priorities. • Leadership: Do the right things • Management: Do things right

43. Habit 3: Put First Things First • What are the first things in your life? First things are those things that you, personally, find most worth doing. They move you in the right direction. They help you achieve the principle-centered purpose expressed in your mission statement.

44. Habit#3:Put First Things First • Importance – An activity is important if you personally find it valuable – if it contributes to your mission, values, and high-priority goals. Often not visible; Act • Urgency – An activity is urgent if you or others feel that it requires immediate attention (ringing phone); • Visible; React

45. The Time Management Matrix urgent not urgent II: opportunity (65-15) PC activities planning & prevention Recreation Relationship building I: necessity (5 - 25) Crises, Pressing Problems, deadline- driven projects, mtgs reports important III (5-55) Needless interruptions unimportant meetings unnecessary reports mails, calls IV (25-5) trivia Irrelevant calls time wasters Excessive TV, net not important • We want Quadrant II > Quadrant I. • Quadrant II comes from Quadrants III and IV. • If we focus on QI, it keeps growing • Often we mistake QIII for QI • As QII activities expand, QI shrinks • QII is Leadership and QI is Management

46. Foundation & Habits # 1-3 Dr. A.K.Bakthavatsalam Professor / TP / NITT  Habits # 4-7 Dr. N.AmassaiGounden Dean (ICSR) / NITT