Page 123 - stephen covey The seven habits of highly effective people

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

"It looked as if I were going to lose the deal. I had been working on this deal for over six months
and, in a very real sense, all my eggs were in this one basket. All of them. I panicked. I did
everything I could -- I pulled out all the stops -- I used every sales technique I could. The final stop
was to say, 'Could we delay this decision just a little longer?' But the momentum was so strong and
they were so disgusted by having this thing go on so long, it was obvious they were going to close.
"So I said to myself, 'Well, why not try it? Why not practice what I learned today and seek first to
understand, then to be understood? I've got nothing to lose.'
"I just said to the man, 'Let me see if I really understand what your position is and what your
concerns about my recommendations really are. When you feel I understand them, then we'll see
whether my proposal has any relevance or not.'
"I really tried to put myself in his shoes. I tried to verbalize his needs and concerns, and he began
to open up.
"The more I sensed and expressed the things he was worried about, the results he anticipated, the
more he opened up.
"Finally, in the middle of our conversation, he stood up, walked over to the phone, and dialed his
wife. Putting his hand over the mouthpiece, he said, 'You've got the deal.'
"I was totally dumbfounded," he told me. "I still am this morning.
He had made a huge deposit in the Emotional Bank Account by giving the man psychological air.
When it comes right down to it, other things being relatively equal, the human dynamic is more
important than the technical dimensions of the deal.
Seeking first to understand, diagnosing before you prescribe, is hard. It's so much easier in the
short run to hand someone a pair of glasses that have fit you so well these many years.
But in the long run, it severely depletes both P and PC. You can't achieve maximum
interdependent production from an inaccurate understanding of where other people are coming from.
And you can't have interpersonal PC -- high Emotional Bank Accounts -- if the people you relate with
don't really feel understood.
Empathic listening is also risky. It takes a great deal of security to go into a deep listening
experience because you open yourself up to be influenced. You become vulnerable. It's a paradox, in
a sense, because in order to have influence, you have to be influenced. That means you have to really
understand.
That's why Habits 1, 2, and 3 are so foundational. They give you the changeless inner core, the
principle center, from which you can handle the more outward vulnerability with peace and strength.

Diagnose Before You Prescribe

Although it's risky and hard, seek first to understand, or diagnose before you prescribe, is a correct
principle manifesting many areas of life. It's the mark of all true professionals. It's critical for the
optometrist, it's critical for the physician. You wouldn't have any confidence in a doctor's prescription
unless you had confidence in the diagnosis
When our daughter Jenny was only two months old, she was sick on Saturday, the day of a football
game in our community that dominated the consciousness of almost everyone. It was an important
game -- some 60,000 people were there. Sandra and I would like to have gone, but we didn't want to
leave little Jenny. Her vomiting and diarrhea had us concerned
The doctor was at that game. He wasn't our personal physician, but he was the one on call. When
Jenny's situation got worse, we decided we needed some medical advice
Sandra dialed the stadium and had him paged. It was right at a critical time in the game, and she
could sense on officious tone in his voice. "Yes?" he said briskly. "What is it?"
"This is Mrs. Covey, Doctor, and we're concerned about our daughter, Jenny."