Page 75 - stephen covey The seven habits of highly effective people

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

it is management that puts them first, day-by-day, moment-by-moment. Management is discipline,
carrying it out.

Discipline derives from disciple -- disciple to a philosophy, disciple to a set of principles, disciple to
a set of values, disciple to an overriding purpose, to a superordinate goal or a person who represents
that goal.
In other words, if you are an effective manager of your self, your discipline comes from within; it is a
function of your independent will. You are a disciple, a follower, of your own deep values and their
source. And you have the will, the integrity, to subordinate your feelings, your impulses, your moods
to those values.
One of my favorite essays is "The Common Denominator of Success," written by E. M. Gray. He
spent his life searching for the one denominator that all successful people share. He found it wasn't
hard work, good luck, or astute human relations, though those were all important. The one factor that
seemed to transcend all the rest embodies the essence of Habit 3: Putting First Things First.
"The successful person has the habit of doing the things failures don't like to do," he observed.
"They don't like doing them either necessarily. But their disliking is subordinated to the strength of
their purpose."
That subordination requires a purpose, a mission, a Habit 2 clear sense of direction and value, a
burning "Yes!" inside that makes it possible to say "no" to other things. It also requires independent
will, the power to do something when you don't want to do it, to be a function of your values rather
than a function of the impulse or desire of any given moment. It's the power to act with integrity to
your proactive first creation.

Four Generations of Time Management

In Habit 3 we are dealing with many of the questions addressed in the field of life and time
management. As a longtime student of this fascinating field, I am personally persuaded that the
essence of the best thinking in the area of time management can be captured in a single phrase:
Organize and execute around priorities. That phrase represents the evolution of three generations of
time-management theory, and how to best do it is the focus of a wide variety of approaches and
materials.
Personal management has evolved in a pattern similar to many other areas of human endeavor.
Major developmental thrusts, or "waves" as Alvin Toffler calls them, follow each other in succession,
each adding a vital new dimension. For example, in social development, the agricultural revolution
was followed by the industrial revolution, which was followed by the informational revolution. Each
succeeding wave created a surge of social and personal progress.
Likewise, in the area of time management, each generation builds on the one before it -- each one
moves us toward greater control of our lives. The first wave or generation could be characterized by
notes and checklists, an effort to give some semblance of recognition and inclusiveness to the many
demands placed on our time and energy.
The second generation could be characterized by calendars and appointment books. This wave
reflects an attempt to look ahead, to schedule events and activities in the future.
The third generation reflects the current time-management field. It adds to those preceding
generations the important idea of prioritization, of clarifying values, and of comparing the relative
worth of activities based on their relationship to those values. In addition, it focuses on setting goals --
specific long-, intermediate-, and short-term targets toward which time and energy would be directed
in harmony with values. It also includes the concept of daily planning, of making a specific plan to
accomplish those goals and activities determined to be of greatest worth.