The final post in this series is now available. “The 7 Habits of Highly Effective People” is a book that can guide you through challenges and it is helpful to keep it near.
1️⃣ The 7 Habits of Highly Effective People – Part One: Paradigms and Principles
2️⃣ The 7 Habits of Highly Effective People – Part two: Private Victory
3️⃣ The 7 Habits of Highly Effective People – Part three: Public Victory
“You can’t talk your way out of problems you behave yourself into.”
Real self-respect comes from dominion over self, from true independence. And that’s the focus on Habits 1,2 and 3. Independence is an achievement. Interdependence is a choice only independent people can make. Unless we are willing to achieve real independence, it’s foolish to try to develop human relations skills. We might try. But when the difficult times come, and they will, we won’t have the foundation to keep things together.
In this article, we will cover the first three habits, part of the Private Victory: be proactive, begin with the end in mind, and put first things first. The first post from this series contains details about Paradigms and Principles. So, let’s get started!
Almost all the literature in the first 150 years or so focused on what could be called the Character Ethic as the foundation of success – things like integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, and the Golden Rule.
Character Ethics taught that there are basic principles of effective living and that people can only experience true success and enduring happiness as they learn and integrate these principles into their basic character.
This article closes the “The 4 Disciplines of Execution” series. The first one focused on presenting the 4 disciplines of execution, the second one was about how to apply the disciplines when you are a leader of leaders and the third one is about applying 4DX as a Leader of a Frontline Team.
This article is the second part of “The 4 Disciplines of Execution” series of posts. In the previous one we focused on presenting the 4 disciplines: focus on the wildly important, act on the lead measures, keep a compelling scorecard and create a cadence of accountability. This one covers how to apply these disciplines by being a leader of leaders.
When you operate using only lag measures it’s like posting the score only at the end of the game. But by then, it’s too late to change how you play your game. One of the most significant jobs as a leader is keeping score.
Activity Trap
Peter Drucker termed the “activity trap”: stressing output is the key to increasing productivity while looking to increase activity can result in just the opposite. On an assembly line, it’s easy enough to distinguish the output from activity. It gets trickier when employees are paid to think. Grove wrestled with two riddles: How can we define and measure output by knowledge workers? And what can be done to increase it?
Continue readingThis is a summary article that includes all the posts about crucial accountability and crucial conversations.
alin miu 