Page 7 - stephen covey The seven habits of highly effective people

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

we used to have.
These are deep problems, painful problems -- problems that quick fix approaches can't solve.
A few years ago, my wife Sandra and I were struggling with this kind of concern. One of our sons
was having a very difficult time in school. He was doing poorly academically; he didn't even know
how to follow the instructions on the tests, let alone do well in them. Socially he was immature, often
embarrassing those closest to him. Athletically, he was small, skinny, and uncoordinated -- swinging
his baseball bat, for example, almost before the ball was even pitched. Others would laugh at him.

Sandra and I were consumed with a desire to help him. We felt that if "success" were important in
any area of life, it was supremely important in our role as parents. So we worked on our attitudes and
behavior toward him and we tried to work on his. We attempted to psyche him up using positive
mental attitude techniques. "Come on, son! You can do it! We know you can. Put your hands a little
higher on the bat and keep your eye on the ball. Don't swing till it gets close to you." And if he did a
little better, we would go to great lengths to reinforce him. "That's good, son, keep it up."
When others laughed, we reprimanded them. "Leave him alone. Get off his back. He's just
learning." And our son would cry and insist that he'd never be any good and that he didn't like baseball
anyway.
Nothing we did seemed to help, and we were really worried. We could see the effect this was
having on his self-esteem. We tried to be encouraging and helpful and positive, but after repeated
failure, we finally drew back and tried to look at the situation on a different level.
At this time in my professional role I was involved in leadership development work with various
clients throughout the country. In that capacity I was preparing bimonthly programs on the subject of
communication and perception for IBM's Executive Development Program participants.
As I researched and prepared these presentations, I became particularly interested in how
perceptions are formed, how they behave. This led me to a study of expectancy theory and
self-fulfilling prophecies or the "Pygmalion effect," and to a realization of how deeply imbedded our
perceptions are. It taught me that we must look at the lens through which we see the world, as well as
at the world we see, and that the lens itself shapes how we interpret the world.
As Sandra and I talked about the concepts I was teaching at IBM and about our own situation, we
began to realize that what we were doing to help our son was not in harmony with the way we really
saw him. When we honestly examined our deepest feelings, we realized that our perception was that
he was basically inadequate, somehow "behind." No matter how much we worked on our attitude and
behavior, our efforts were ineffective because, despite our actions and our words, what we really
communicated to him was, "You aren't capable. You have to be protected."
We began to realize that if we wanted to change the situation, we first had to change ourselves.
And to change ourselves effectively, we first had to change our perceptions.

The Personality and Character Ethics

At the same time, in addition to my research on perception, I was also deeply immersed in an
in-depth study of the success literature published in the United States since 1776. I was reading or
scanning literally hundreds of books, articles, and essays in fields such as self-improvement, popular
psychology, and self-help. At my fingertips was the sum and substance of what a free and democratic
people considered to be the keys to successful living.

As my study took me back through 200 years of writing about success, I noticed a startling pattern
emerging in the content of the literature. Because of our own pain, and because of similar pain I had
seen in the lives and relationships of many people I had worked with through the years, I began to feel