Page 36 - stephen covey The seven habits of highly effective people

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

Over the years, I have frequently counseled people who wanted better jobs to show more initiative --
to take interest and aptitude tests, to study the industry, even the specific problems the organizations
they are interested in are facing, and then to develop an effective presentation showing how their
abilities can help solve the organization's problem. It's called "solution selling," and is a key paradigm
in business success.
The response is usually agreement -- most people can see how powerfully such an approach would
affect their opportunities for employment or advancement. But many of them fail to take the
necessary steps, the initiative, to make it happen.
"I don't know where to go to take the interest and aptitude test."
"How do I study industry and organizational problems? No one wants to help me."
Many people wait for something to happen or someone to take care of them. But people who end
up with the good jobs are the proactive ones who are solutions to problems, not problems themselves,
who seize the initiative to do whatever is necessary, consistent with correct principles, to get the job
done.
Whenever someone in our family, even one of the younger children, takes an irresponsible position
and waits for someone else to make things happen or provide a solution, we tell them, "Use your R and
I!" (resourcefulness and initiative). In fact, often before we can say it, they answer their own
complaints, "I know -- use my R and I!"
Holding people to the responsible course is not demeaning; it is affirming. Proactivity is part of
human nature, and although the proactive muscles may be dormant, they are there. By respecting the
proactive nature of other people, we provide them with at least one clear, undistorted reflection from
the social mirror.
Of course, the maturity level of the individual has to be taken into account. We can't expect high
creative cooperation from those who are deep into emotional dependence. But we can, at least, affirm
their basic nature and create an atmosphere where people can seize opportunities and solve problems in
an increasingly self-reliant way.

Act or be Acted Upon

The difference between people who exercise initiative and those who don't is literally the difference
between night and day. I'm not talking about a 25 to 50 percent difference in effectiveness; I'm talking
about a 5000-plus percent difference, particularly if they are smart, aware, and sensitive to others.
It takes initiative to create the P/PC Balance of effectiveness in your life. It takes initiative to
develop the Seven Habits. As you study the other six habits, you will see that each depends on the
development of your proactive muscles. Each puts the responsibility on you to act. If you wait to be
acted upon, you will be acted upon. And growth and opportunity consequences attend either road.
At one time I worked with a group of people in the home improvement industry, representatives
from 20 different organizations who met quarterly to share their numbers and problems in an
uninhibited way.
This was during a time of heavy recession, and the negative impact on this particular industry was
even heavier than on the economy in general. These people were fairly discouraged as we began.
The first day, our discussion question was "What's happening to us? What's the stimulus?" Many
things were happening. The environmental pressures were powerful. There was widespread
unemployment, and many of these people were laying off friends just to maintain the viability of their
enterprises. By the end of the day, everyone was even more discouraged.
The second day, we addressed the question, "What's going to happen in the future?" We studied
environmental trends with the underlying reactive assumption that those things would create their
future. By the end of the second day, we were even more depressed. Things were going to get worse