JF&A_7Habits_WP_4

How to Develop
the Seven Habits
of Highly
Successful People
The JF White Paper Series

Introduction
When a colleague loaned me Stephen Covey’s “The
Seven Habits Of Highly Successful People”, many years
ago, it took me about three months to get around to
reading it - I now realise that I wasted those three
months! In fact, I read it three times, in order to ensure
that I had fully digested the wisdom.
Whilst I cannot claim to have experienced an
epiphany of “Damascus Highway” proportions, it did
cause me to make fundamental changes to the way I
conducted business. In reality, I was practising much of
what Covey suggests, but I was doing so in a fairly
unstructured and ill-disciplined way.
However, in what I now term my “Post Covey” period, I
do ensure that I audit myself regularly and I would urge
you to do the same.
Jonathan Farrington
2How to Develop the Seven Habits of Highly Successful People
JF
Whilst I cannot
claim to have
experienced an
epiphany
of “Damascus
Highway”
proportions, it did
cause me to
make fundamental
changes to the
way I conducted
business.

3
Covey is also responsible for the book “Principle Centred Leadership” and
many of his ideas and approaches relate to the management of people. You
are encouraged to consider, as you read this summary of his ideas, how any of
it might relate to your own particular situation as an individual, as well as a
manager.
Covey’s view focuses on interdependence on what he calls “mature
interaction”. When we are truly interdependent, then we have achieved and
are practising all seven habits. The habits are in fact steps, leading us from
dependence through independence to interdependence and making use of
our innate human characteristics – moving us, in effect, from what Covey terms
‘private victories’ to ‘public victories’.
In any situation, our natural human response is to look
for similarities to experiences we have previously
encountered. In doing this, we fail to recognise the
situation we are actually in and we also fail to
recognise opportunities and challenges presented to
us. In effect “the way we see the problem is the
problem”, which accounts for why we find ourselves
repeating patterns of frustration and feeling unable to
respond appropriately to situations facing us.
Einstein observed, “The significant problems we face cannot be solved at the
same level of thinking we were at when we created them.” Covey develops
this theme into what he calls an ‘inside-out’ approach. This means to start first
with self - even more fundamentally, to start with the most inside part of self
(your principles, your values, your motives and your character).
Einstein observed,
“The significant
problems we face
cannot be solved
at the same level of
thinking we were at
when we created
them.”
How to Develop the Seven Habits of Highly Successful People
JF

We each have - and can develop further - various assets. Covey’s view
encourages wider recognition of these assets and their maintenance. Once
we take for granted say an effective working relationship, we cease to actively
maintain it - the result could well be a reduction in the effectiveness of the
relationship and, therefore, of a very important asset. The key is balance
between use of any asset and maintenance of it.
HABIT 1: BE PROACTIVE
We all respond to situations in certain ways. Often, this happens without our
really thinking about it – that is, we respond to our past and to our conditioning.
In effect, we can believe we are “programmed” to respond in a certain way.
This is not the case. Among our human attributes are self-awareness,
imagination, conscience and independent will. We can choose how we
respond - in effect, we can “change our script”. In making this choice, we
move from being reactive to being proactive.
In being proactive, we need to pay attention to our
language, to ensure that it reflects proactivity. Does
your language suggest that you are in control or that
you are at the mercy of other’s actions? When faced
with a seemingly impossible situation, do you say,
“There’s nothing I can do” or “Let’s look at the
alternatives”?
JF
Does your
language suggest
that you are in
control or that you
are at the mercy of
other’s actions?

Being proactive is about considering your areas of influence, as well as your
areas of concern. Seek to expand your areas of influence in relation to your
areas of concern. Covey illustrates this thus:
PROACTIVE FOCUS
(Positive energy enlarges the Circle of Influence)
Application suggestions:
1. For a full day, listen to your own language, and that
of those around you. How often do you hear
reactive phrases such as “If only …” or “I have to”?
2. Identify an experience you are likely to encounter in
the near future where, based on experience, you
would probably behave reactively. How could you
respond proactively? Make a commitment to
yourself to exercise your freedom to choose how to
respond to this situation.
JF
Being proactive
is about
considering
your areas of
influence, as
well as your
areas of concern.
Circle of Concern
Concern
Circle of Influence

HABIT 2: BEGIN WITH THE END IN MIND
To begin with the end in mind is to suggest that we have some awareness of the
end itself, yet often this is not the case. It is said, “If you do not know where you
are going, how will you know that you have arrived”? To be aware – or even to
have a vision - of the destination or end, is to use those human attributes of
imagination and self-awareness.
Habit 2 is based on principles of personal leadership. Leaders need to have
vision to know not only where they are going, but also where they are leading
others. Drucker said: “Management is doing things right; leadership is doing the
right things.” If you imagine a group of workers hacking their way through the
jungle with machetes, these are the problem-solvers. Behind them are the
managers, sharpening the machetes, writing policy,
drawing up procedures, bringing in improved
technologies, etc. The leader, on the other hand, is the
one who climbs the tallest tree, surveys the entire
situation, and shouts: “Wrong jungle!” Effectiveness
does not depend solely on how much effort we
expend, but on whether or not the effort we expend is
in the right jungle.
To begin with the end in mind - to have a vision - is to assess whether that vision
is realistic, as well as to formulate ways of actually achieving that end. This
approach is applicable whether we are managing and leading others, or
whether we are seeking to improve our self-management.
One of the most effective ways to begin with the end in mind is to develop a
personal mission statement. It focuses on what you want to be, and to do, and
on your values and principles. Because each individual is unique, a personal
mission statement will reflect that uniqueness - both in content and form.
JF
Effectiveness does
not depend solely
on how much effort
we expend, but on
whether or not the
effort we expend is
in the right jungle.

It is important to start at the very centre of your Circle of Influence, as this is the
lens through which you see the world. It is very common for one’s life to be
centred around others, or around money, or on work. The key to personal
effectiveness is to be principle-centred, to be clear about your principles and
values and to operate according to them – these are
your “bottom line”. Having identified your own values
and principles, you will be in a position to set your own
priorities and to begin to formulate your own personal
mission statement. This is not something you write
overnight - it takes introspection, analysis and much
thought. It is not even an end in itself, but should be
reviewed periodically.
Going through this process increases self-awareness yet further. You will
become even more aware of the “scripts” which affect your responses - this
awareness is an essential first step to making any effective change.
1. Set aside time to completely separate yourself from your daily activities and
to begin work on your personal mission statement.
2. Start a collection of notes, quotes and ideas you may want to use as
resource material in writing your personal mission statement.
JF
This is not
something you
write overnight.
It takes
introspection,
analysis and
much thought.

HABIT 3: PUT FIRST THINGS FIRST AND CONSIDER THESE TWO QUESTIONS…
1. What one thing could you do (which you are not doing now) that, if you did
on a regular basis, would make a tremendous difference in your personal
life?
2. What one thing in your work life would bring similar results?
Habit 3 is about effective self-management. Working on the foundation of
Habits 1 and 2, you then have to manage yourself effectively to create a life
congruent with the answers you elicited. The ability to manage well determines
the quality of all that you do. Management is the breaking down, the analysis,
the sequencing, the specific application, the time-bound aspect of effective
self-management. Leadership is a right-brain activity - Management is very
much left-brain.
It is the endowment of independent will that makes
effective self-management possible. Effective
management – whether of self or others – is about
putting first things first. This is about prioritising
according to our objectives. For many years,
approaches to this activity have concentrated on
various tools of time management - checklists, calendars, goal setting, daily
planning etc. More recently though, there has been recognition that the
challenge is not to manage time, but to manage ourselves. There has been a
shift in focus, away from things and time, and towards relationships, results and
maintenance activities – emphasising balance between content and process,
and activity and maintenance.
JF
Leadership is a
right-brain activity
- management
is very much
left-brain.

Basically, we spend time in one of four ways. The possibilities are illustrated in
the Matrix:
Quadrant 2 is the heart of effective personal
management. It deals with things that are not urgent,
but are important. It deals with things like relationships,
writing a personal mission statement, long-range
planning, exercising, preventive maintenance,
preparation – all those things we know we need to do,
but seldom get around to doing, because they are not
urgent.
Effective people are not problem-minded, but are opportunity-minded. They
do have genuine Quadrant 1 crises and emergencies requiring immediate
attention, but – because of their thinking preventively – such crises are relatively
few in number.
JF
Effective people
are not problem-
minded, but are
opportunity-
minded.
1. Activities
l Crises
l Pressing problems
l Deadline-driven projects
3. Activities
l Interruptions, some calls
l Some mail, some reports
l Some meetings
l Pressing matters
l Popular activities
4. Activities
l Trivia, busy work
l Some mail
l Some phone calls
l Time wasters
l Pleasant activities
2. Activities
l Preventative,
maintenance activities
l Relationship building
l Recognising new opportunities
l Planning, Recreation
URGENT NOT URGENT

Go back to the two questions at the beginning of this session and consider your
answers. The chances are they fit in Quadrant 2. They are obviously very
important to you, but not urgent. And because they are not urgent, you do not
do them. The question was phrased to encourage you to think of something
which would make a tremendous positive difference - Quadrant 2 activities
have that kind of impact. Our effectiveness takes quantum leaps when we do
them. The results of concentrating on Quadrant 2 are increases in vision,
perspective, balance, self-discipline and control, and a decrease in crises.
Having decided the areas on which to concentrate, it
is important to avoid the shortcoming of previous time
management tools and approaches. The key is not to
prioritise what is on your schedule, but to schedule your
priorities. Covey suggests that this is best achieved by
planning a week at a time, rather than attempting a
daily approach. He further recommends that you:
l Consider and identify each of your roles - in and out of work
l Select goals for the coming week
l Schedule activities to take account of the goals you have prioritised and the
roles which you play
l Delegate effectively (at home and at work) in order to increase the time you
can spend on Quadrant 2 activities
JF
The key is not to
prioritise what is
on your schedule,
but to schedule
your priorities.

1. Identify a Quadrant 2 activity you know has been neglected in your life –
one that, if done well, would have a significant impact on your life, either
personally or professionally.
2. Write it down and commit to implement it.
Interdependence
The first three habits relate to the personal sphere, to the “private victory”.
Habits 4, 5 and 6 move us into interpersonal spheres, towards “public victory”.
There are a number of key issues which contribute to interdependence - things
which Covey describes as “deposits in your Emotional Bank Account”:
l Understanding the individual
l Attending to the little things
l Keeping commitments
l Clarifying expectations
l Showing personal integrity
l Apologising sincerely when you neglect any of the
above
JF
One that, if done
well, would have
a significant
impact on your life
- either personally
or professionally.

HABIT 4: THINK “WIN/WIN”
l Win/Win is a frame of mind that constantly seeks
mutual benefit in all human interactions
l “Win/Win” means that agreements or solutions are
mutually beneficial, mutually satisfying
l With a “Win/Win” solution, all parties feel good
about the decision and feel committed to the
action plan
l “Win/Win” sees life as a co-operative not
competitive arena
l “Win/Win” is based on the concept that there is
plenty for everyone, that one person’s success is not
achieved at the expense or exclusion of the
success of others.
l Anything less than “Win/Win”, in an interdependent
reality, is a poor second best that will have impact
in the long-term relationship. The cost of that
impact needs careful consideration. If you cannot
reach a true “Win/Win” situation, you are very often
better off to go for “No Deal”.
The principles of “Win/Win” embrace five interdependent dimensions:
l Integrity: operating according to your own deeply held values
l Maturity: achieving a balance between courage and consideration
l Abundance mentality: the idea that everyone can succeed or “Win”
l Relationships: maintaining relationships, based on understanding and trust
l Agreements: clear agreements which specify desired results, guidelines/
parameters, resources available, accountability and consequences
JF
Anything less than
“Win/Win”, in an
interdependent
reality, is a poor
second best that
will have impact
in the long-term
relationship.

In achieving “Win/Win”, the process is as important as the actual outcome.
Covey suggests following these steps:
First, see the problem from the other’s point of view. Really seek to understand
and to give expression to the needs and concerns of the other party, as well as,
or better than they can themselves.
Second, identify key issues and concerns involved.
Third, determine what results would constitute a fully acceptable solution.
Fourth, identify possible new options to achieve those results.
Applications:
1. Make a list of obstacles that keep you from
applying the “Win/Win” approach more frequently.
Determine what could be done within your Circle of
Influence to eliminate some of those obstacles.
2. Identify someone who, even in difficult situations,
really seeks to achieve “Win/Win”. Determine to
learn from this person’s example.
JF
In achieving
“Win/Win”, the
process is as
important as the
actual outcome.

HABIT 5: UNDERSTAND … THEN SEEK TO BE UNDERSTOOD
In seeking to apply Habit 5, we need to diagnose before we prescribe. We
therefore need to really understand a situation, or a person, as fully as possible,
before we can consider how we respond.
One of the key skills in this area is empathic listening.
This involves much more than registering, reflecting, or
even understanding the words that are said. In
empathic listening, you listen with your ears, but you
also listen with your eyes and with your heart. You listen
for feeling, for meaning. You listen for behaviour. You use your right brain, as well
as your left. Empathic listening is so powerful, because it gives you accurate
data with which to work – enabling you to avoid the trap of reacting to what
you are hearing according to your own “script”.
When we listen autobiographically (from our own experience, rather than from
an understanding of the other person’s), we tend to:
l Evaluate
l Probe
l Advise, and
l Interpret
all of which should be avoided if we are to achieve true empathic listening.
Being understood
Having sought first to understand, the next step is to be understood. The key
here is to concentrate on three sequential philosophies: ethos, pathos, logos.
JF
Having sought first
to understand, the
next step is to be
understood.

Ethos is your personal credibility - the faith people have in your integrity and
competency.
Pathos is the empathic side - your being in alignment with the emotional thrust
of another person’s communication.
Logos is the logic - the reasoning.
Most people, in communicating with others, go straight
to the logos of their ideas - they try to convince others
of the validity of that logic, without first taking ethos
and pathos into consideration. True practice of Habit 5
is reflected in appropriate use of all three philosophies.
1. Watch people communicating, concentrating on their non-verbal
messages. What emotions are being communicated?
2. Next time you catch yourself inappropriately probing, evaluating, and
advising or interpreting - try to make the situation more positive. If
appropriate, acknowledge this with the other person (e.g. “I’m sorry, I just
realised I’m not really trying to understand. Could we start again?”)
JF
True practice of
Habit 5 is reflected
in appropriate
use of all three
philosophies.

16
HABIT 6: SYNERGISE
What is synergy? Simply defined, it means that the whole is greater than the
sum of its parts. It means that the relationship, which the parts have to each
other, is a part in and of itself. It is not only a part, but also the most catalytic, the
most empowering, the most unifying, and the most exciting part.
The diagram below illustrates how closely trust is related to different levels of
communication.
Internal synergy – the appropriate use of both left and
right brain – also comes into play in Habit 6.
Interpersonal/Interdependent synergy. We achieve
this by recognising each person’s particular
characteristics, their diversity, their strengths and
qualities, their life experience – all those elements that
make up the unique individual. If we operate in a way that encourages values
and makes use of each person’s unique qualities, recognising that this is for the
benefit of the whole - there is a greater chance of achieving synergy.
What is synergy?
Simply defined,
it means that the
whole is greater
than the sum of
its parts.
JF
LEVELS OF COMMUNICATION
High
TRUST
Low
CO-OPERATION
Low High
Defensive (Win/Lose or Lose/Win)
Synergistic (Win/Win)
Respectful (Compromise)

17
Too often, understanding the concept of a “team player” is pressure to
conform, to be a clone… But the most effective team is one that works with
true synergy, which values diversity and makes use of all contributions. This
concept of synergistic teamwork can be summarised as:
Together
Everyone
Achieves
More
In an interdependent situation, synergy is particularly powerful in dealing with
negative forces that work against growth and change. Sociologist Kurt Lewin
developed a “Force Field Analysis” model in which he
identified driving forces and restraining forces. Synergy
is achieved by maximising the driving forces, but also
by minimising the restraining forces. Imagine the
activity of driving - if for some reason the brake is
applied, you can only achieve so much by ignoring
the braking action and increasing pressure on the
accelerator – both need to be considered.
1. Identify a situation in which you require greater teamwork and synergy.
What conditions would need to exist to support synergy?
2. What can you do to create those conditions?
Synergy is
achieved by
maximising the
driving forces,
but also by
minimising the
restraining forces.
JF

18
HABIT 7: SELF-RENEWAL
Habit 7 is taking time to maintain yourself. It underlies all
the other habits, because it is the habit which makes
all the others possible. This maintenance helps preserve
and enhance the greatest asset you have – you. It is
about renewing the four dimensions of your nature –
physical, spiritual, mental, and social/emotional.
l Physical (exercise, nutrition, stress management)
l Spiritual (value clarification, study; meditation)
l Mental (reading, planning, writing, visualising)
l Social/emotional (interaction with others, empathy,
synergy)
Should you be concerned about having time to do any of the above? Covey
would say you do not have time not to do them! Remember the lessons of
Quadrant 2 – putting first things first – and the importance of such maintenance
activities.
1. Consider what you do currently to achieve effective self-renewal. Identify
one of the four dimensions above, and commit yourself to improving your
self-renewal activities in that area.
2. Repeat step 1. for all other dimensions.
Remember the
lessons of
Quadrant 2 –
putting first things
first – and the
importance of
such maintenance
activities.
JF

JF
THE SEVEN HABITS ACTIVITY ASSESSMENT
Consider the extent to which each of the Habits is part of your self-
management.
Mark an “x” where you feel yourself to be on the scale.
1. Be proactive
A real need for development Fundamental to the way I operate
2. Begin with the end in mind: living by values
3. First things first: prioritising
4. Think win/win: mutual success
5. Seek first to understand, then to be understood

JF
6. Synergise
7. Sharpen the saw: self-renewal
Use your findings to help you identify action needed. Formulate a Personal
Action Plan to extend and enhance your capacity for self-management and
for principle-centred leadership.

JF
Jonathan Farrington
Jonathan Farrington is a keynote speaker, business coach, mentor, author,
consultant, and sales strategist, who has guided hundreds of companies and
more than one hundred thousand frontline salespeople and sales leaders
towards optimum performance levels.
He is the Senior Partner at Jonathan Farrington & Associates, CEO of Top Sales
World and the co-editor of Top Sales Magazine.
Formerly, Jonathan was the CEO of The JFA Group, which he established in
1994 and sold in 2005.
Prior to that, he earned his spurs in some of the most demanding and
competitive market sectors – i.e. IT, Telecommunications and Finance.
Outstanding achievement at an early stage in his career provided a ‘fast-
track’ passage to several board level appointments, working with a number of
the largest and most successful international corporations including: IBM,
Wang, Legal and General, Andersen Consulting, Litton Industries and The Bank
of Tokyo.
Jonathan’s written work has been republished by a host of journals, including
The New York Times, The Washington Post and The London Times. He is
consistently named amongst the top most influential sales and marketing
experts in the world, and his award winning blog, which he first published in
2006, for dedicated business professionals, can be found here.
Jonathan’s LinkedIn profile can be found here:
www.linkedin.com/in/jonathanfarrington
And you will find him on Twitter – @topsalesworld

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