Page 137 - stephen covey The seven habits of highly effective people

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

practical and useful.

Synergy in Business

I enjoyed one particularly meaningful synergistic experience as I worked with my associates to
create the corporate mission statement for our business. Almost all members of the company went
high up into the mountains where, surrounded by the magnificence of nature, we began with a first
draft of what some of us considered to be an excellent mission statement.
At first the communication was respectful, careful and predictable. But as we began to talk about
the various alternatives, possibilities, and opportunities ahead, people became very open and authentic
and simply started to think out loud. The mission statement agenda gave way to a collective free
association, a spontaneous piggybacking of ideas. People were genuinely empathic as well as
courageous, and we moved from mutual respect and understanding to creative synergistic
communication.
Everyone could sense it. It was exciting. As it matured, we returned to the task of putting the
evolved collective vision into words, each of which contains specific and committed-to meaning for
each participant.
The resulting corporate mission statement reads:
Our Mission is to empower people and organizations to significantly increase their performance
capability in order to achieve worthwhile purposes through understanding and living
Principle-Centered Leadership.
The synergistic process that led to the creation of our mission statement engraved it in all the hearts
and minds of everyone there, and it has served us well as a frame of reference of what we are about, as
well as what we are not about.
Another high-level synergy experience took place when I accepted an invitation to serve as the
resource and discussion catalyst at the annual planning meeting of a large insurance company. Several
months ahead, I met with the committee responsible to prepare for and stage the two-day meeting
which was to involve all the top executives. They informed me that the traditional pattern was to
identify four or five major issues through questionnaires and interviews, and to have alternative
proposals presented by the executives. Past meetings had been generally respectful exchanges,
occasionally deteriorating into defensive win-lose ego battles. They were usually predictable,
uncreative, and boring.
As I talked with the committee members about the power of synergy, they could sense its potential.
With considerable trepidation, they agreed to change the pattern. They requested various executives
to prepare anonymous "white papers" on each of the high priority issues, and then asked all the
executives to immerse themselves in these papers ahead of time in order to understand the issues and
the differing points of view. They were to come to the meeting prepared to listen rather than to
present, prepared to create and synergize rather than to defend and protect.
We spent the first half-day in the meeting teaching the principles and practicing the skills of Habits 4,
5, and 6. The rest of the time was spent in creative synergy.
The release of creative energy was incredible. Excitement replaced boredom. People became very
open to each other's influence and generated new insights and options. By the end of the meeting an
entirely new understanding of the nature of the central company challenge evolved. The white paper
proposals became obsolete. Differences were valued and transcended. A new common vision began
to form.
Once people have experienced real synergy, they are never quite the same again. They know the
possibility of having other such mind-expanding adventures in the future.
Often attempts are made to recreate a particular synergistic experience, but this seldom can be done.