7 habits of Highly Effective people and tqmighly effective people have particular good habits that make them so and therefore productive. Effective people are always active and stable with their mindsets.
EXCELLENCE IS NOT AN ACT BUT THE HABIT OF HIGHLY EFFECTIVE PEOPLE!!
Stephen Kovai has put forward the 7 habits of highly effective people as follows
HABIT 1 – PROACTIVE, RESPONSIBLE ACCEPTANCE
Proactive leaders and employees accept responsibility for their own behavior without blaming and accusing others. effective people act accordingly to values and principles say identify and commit to live by; and focus on the cycle of influence, where in they can make a difference, as opposed to spending time in their circle of concern, where they have little ability to contribute.
Where effective people are involved in change, proactive leaders share their own responsibilities and while working within the circle of influence make efforts to fulfill them. They don’t pass the buck and point fingers. They are doers, not complainers. Rather than resist changes, they involve themselves in its assessment, creation and effective implementation to the maximum degree possible.
EFFECTIVE PEOPLE LEARN GREAT THINGS FROM THEIR MISTAKES RATHER DENYING THEM.
HABIT 2 – SECURITY THROUGH MISSION, VISION , PRINCIPLES AND VALUES
Where should people find the security within organisations? Not in changeable and Temporary structures and Systems.
Security lies in the clearly identifiable mission, Vision and principles that are constantly reflected in the behaviour of leaders and managers. Employees place trust in the constancy of that mission and in the unchanging principles of the organisation. When people feel secure in the mission and principles of the organisation, they feel less threatened and thus offer less resistance to change in structure and Systems. the leader as facilitator. Leaders are responsible to facilitate the development of deeply shared mission and vision within the organisation, including each sub unit. The habit of beginning with the end in in mind applies personally as well as organisational. When people within the organisation recognize a common overlap between their personal values and mission and those of the organisation they serve, the ground is prepared for growth and development of the people who control all the other resources of the organisation.
HABIT 3 – PRIORITIZED JOINT COMMITMENTS
It is important for people not to less than the mission, vision, principles and values of the organisation, but, also to understand and share through involvement and commitment in its strategic action Plans. The difference is that understanding that strategy will change with the changing environment and internal resources, while core mission and principles will be more confident and stable
Effective strategy is commitment to putting First Things First as explained in the ensuing points, First Things First items definitely include the following:
Planning and prioritizing the allocation of resource
Understanding and prioritizing stakeholder needs
Focusing time and energy on important though Not yet, urgent requirements of creating opportunities.
When people are clear about their roles and action plans to achieve them, they appreciate that change is essential to long term success. They are better to accept change as something normal, rather than resist the movement from the current comfort zone.
HABIT 4 – PARADIGM OF MUTUAL BENEFIT
Trust is built when people see by constant practice that leaders seek mutual benefit for employees and other key stakeholders Stage in all their quality change decisions and initiatives. True Win-Win thinking required seeking to understand needs and wants of stakeholders and synergistic creation of there alternatives that cooperatively balance completing needs and scarce resources.
When the paradigm of internal cooperation and common benefit permits culture, change initiatives and quality improvement requirements receive early support, not suspicion. Through this paradigm a framework is created for open dialogue on the genuine merits of change and the most effective options for implementation, rather than on more info refusing private agendas and overcoming the fear and distrust around what are they going to do to me now attitude.
HABIT 5 – FIRST UNDERSTAND AND THEN BE UNDERSTOOD
Central to effective change based on win win thinking is constant opinion of two way communication between all participants in the organisation through a stakeholders information system [SIS] this two way communication process includes-
Management with employees.
Upper management with middle management.
Departments and divisions with each other
Headquarters with the field.
The main organisation with external stakeholders and external stakeholders with each other.
understanding comes from being understood. The key to being understood is first to understand. When did us demonstrate consistent commitment to:
Understanding the stakeholders needs desires and ideas before making decisions and
Effectively facilitating stakeholders understanding and commitment to those decisions a paradigm of genuine dialogue and Synergy is developed. With such understanding change is more readily accepted and implemented.
The more timely, accurate and relevant the information feedback leaders receive from all key stakeholders, the better prepared their to initiate and implement change in structures and in cultural norms that represent the realities of the environment and the constraints of organisational resources.
Such 360 degree feedback process and then widespread distribution Analysis and discussion concerning the feedback results, can provide management and decision makers with valuable capability to foresee trends, to better meet stakeholders needs, to make organisational strategic adjustments and then to modify systems and structures as necessary both to address problems and to create and take advantage of critical opportunities.
HABIT 6 : CONSTANT SYNERGISTIC DIALOGUE
Synergy 2 + 2 = 5 effect is a fruit of Win Win thinking and empathetic communication. Through constant synergistic dialogue, the creative capabilities of the organisation are unleashed through the involvement of all appropriate parties to: To read more blogs visit www.greendot.co.in
Assess and evaluate organisational strength, weaknesses, opportunities and threats pertaining to meeting stakeholder’s needs.
Develop and implement solutions addressing any and all of them.
Calling and data developed through SIS , the organisation empowers itself through Synergy to energize its collective intelligence, experience and wisdom to make the right moves in the right way and at the right time. When people are shown respect and hour through meaning full involvement in analysis, decision making and implementation, the change resistance is transformed to support for change.
HABIT 7 – CONTINUOUS PERSONAL AND ORGANIZATIONAL IMPROVEMENT
Continuous improvement means continuous change. When people within organisations commit to the principal that the status quo means continued Innovation and progress, They reduce resistance to change and look forward to making the next series of structural and process improvements even more significantly effective.
As with any Complex ecosystem, organisational effectiveness and quality comes throgh balance. change for the sake of change alone and change so frequent that it becomes disruptive, uneconomical and in efficient as well as ineffective does not constitute quality. Leaders must never be afraid to Institute change. but they must also never be afraid to conclude that staying in the present course is, indeed the best course.