Page 102 - stephen covey The seven habits of highly effective people

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

relationship with the customer. They respond with a cheerful, positive desire to solve the problem in a
way that will make the customer happy. They treat the customer with such grace and respect, giving
such second-mile service, that many of the customers don't even think of going anywhere else.
By recognizing that the P/PC Balance is necessary to effectiveness in an interdependent reality, we
can value our problems as opportunities to increase PC.

The Habits of Interdependence

With the paradigm of the Emotional Bank Account in mind, we're ready to move into the habits of
Public Victory, or success in working with other people. As we do, we can see how these habits work
together to create effective interdependence. We can also see how powerfully scripted we are in other
patterns of thought and behavior.
In addition, we can see on an even deeper level that effective interdependence can only be achieved
by truly independent people. It is impossible to achieve Public Victory with popular "Win-Win
negotiation" techniques of "reflective listening" techniques or "creative problem-solving" techniques that
focus on personality and truncate the vital character base.
Let's now focus on each of the Public Victory habits in depth.

Habit 4: Think Win-Win TM -- Principles of Interpersonal Leadership

We have committed the Golden Rule to memory; let us now commit it to life.
-- Edwin Markha
* *
One time I was asked to work with a company whose president was very concerned about the lack
of cooperation among his people.
"Our basic problem, Stephen, is that they're selfish," he said. "They just won't cooperate. I know if
they would cooperate, we could produce so much more. Can you help us develop a human-relations
program that will solve the problem?"
"Is your problem the people or the paradigm?" I asked.
"Look for yourself," he replied.
So I did. And I found that there was a real selfishness, and unwillingness to cooperate, a resistance
to authority, defensive communication. I could see that overdrawn Emotional Bank Accounts had
created a culture of low trust. But I pressed the question.
"Let's look at it deeper," I suggested. "Why don't your people cooperate? What is the reward for
not cooperating?"
"There's no reward for not cooperating," he assured me. "The rewards are much greater if they do
cooperate.
"Are they?" I asked. Behind a curtain on one wall of this man's office was a chart. On the chart
were a number of racehorses all lined up on a track. Superimposed on the face of each horse was the
face of one of his managers. At the end of the track was a beautiful travel poster of Bermuda, an idyllic
picture of blue skies and fleecy clouds and a romantic couple walking hand in hand down a white
sandy beach.
Once a week, this man would bring all his people into this office and talk cooperation. "Let's all
work together. We'll all make more money if we do." Then he would pull the curtain and show them
the chart. "Now which of you is going to win the trip to Bermuda?"
It was like telling one flower to grow and watering another, like saying "firings will continue until
morale improves." He wanted cooperation. He wanted his people to work together, to share ideas, to