Page 100 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

I once had a friend who was dean of a very prestigious school. He planned and saved for years to
provide his son the opportunity to attend that institution, but when the time came, the boy refused to
go.
This deeply concerned his father. Graduating from that particular school would have been a great
asset to the boy. Besides, it was a family tradition. Three generations of attendance preceded the boy.
The father pleaded and urged and talked. He also tried to listen to the boy to understand him, all the
while hoping that the son would change his mind.
The subtle message being communicated was one of conditional love. The son felt that in a sense
the father's desire for him to attend the school outweighed the value he placed on him as a person and
as a son, which was terribly threatening. Consequently, he fought for and with his own identity and
integrity, and he increased his resolve and his efforts to rationalize his decision not to go.
After some intense soul-searching, the father decided to make a sacrifice -- to renounce conditional
love. He knew that his son might choose differently than he had wished; nevertheless, he and his wife
resolved to love their son unconditionally, regardless of his choice. It was an extremely difficult thing
to do because the value of his educational experience was so close to their hearts and because it was
something they had planned and worked for since his birth.
The father and mother went through a very difficult rescripting process, struggling to really
understand the nature of unconditional love. They communicated to the boy what they were doing
and why, and told him that they had come to the point at which they could say in all honesty that his
decision would not affect their complete feeling of unconditional love toward him. They didn't do this
to manipulate him, to try to get him to "shape up." They did it as the logical extension of their growth
and character.
The boy didn't give much of a response at the time, but his parents had such a paradigm of
unconditional love at that point that it would have made no difference in their feelings for him. About
a week later, he told his parents that he had decided not to go. They were perfectly prepared for his
response and continued to show unconditional love for him. Everything was settled and life went
along normally.
A short time later, an interesting thing happened. Now that the boy no longer felt he had to defend
his position, he searched within himself more deeply and found that he really did want to have this
educational experience. He applied for admission, and then he told his father, who again showed
unconditional love by fully accepting his son's decision. My friend was happy, but not excessively so,
because he had truly learned to love without condition.
Dag Hammarskjold, past Secretary-General of the United Nations, once made a profound,
far-reaching statement: "It is more noble to give yourself completely to one individual than to labor
diligently for the salvation of the masses."
I take that to mean that I could devote eight, ten, or twelve hours a day, five, six, or seven days a
week to the thousands of people and projects "out there" and still not have a deep, meaningful
relationship with my own spouse, with my own teenage son, with my closest working associate. And
it would take more nobility of character -- more humility, courage, and strength -- to rebuild that one
relationship than it would to continue putting in all those hours for all those people and causes.
In 25 years of consulting with organizations, I have been impressed over and over again by the
power of that statement. Many of the problems in organizations stem from relationship difficulties at
the very top -- between two partners in a company, between the president and an executive
vice-president. It truly takes more nobility of character to confront and resolve those issues than it
does to continue to diligently work for the many projects and people "out there."
When I first came across Hammarskjold's statement, I was working in an organization where there
were unclear expectations between the individual who was my right-hand man and myself. I simply
did not have the courage to confront our differences regarding role and goal expectations and values,