Stephen R. Covey
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Table of Contents
Summary Overview
T he 7 Habits of Highly Effective People is one of the most famous books written by Stephen R. Covey. The first edition of the book was published in 1989, and it had been renewed to the current 30th-anniversary edition.
The book starts with a preface delivered by Sean Covey, the fourth child of Stephen R. Covey and his wife. At first, Sean hesitated in adding anything: his thoughts, his insights, on the book. However, he recited his fathers mission of flooding the world with the principles he wrote in his book, even beyond his lifespan. Sean kept thinking about it and eventually realized the impact and insights he could deliver to the book. He could share the impact of his fathers book to the world by sharing the behind-the-scenes or discussing the relevance of the contents to this day. When Sean grew up, he realized the 7 Habits books sheer impact on peoples lives. It inspired him to expand the book into a series. Sean himself wrote The 7 Habits of Highly Effective Teens, The 7 Habits of Happy Kids, and The 7 Habits of Highly Effective College Students . Before finishing his preface, Sean included several messages that elaborate on how impactful the 7 habits are. Both for personal life and businesses.
In this book, Stephen wished to share the inspirations and insights that led him to lead an effective life. The effectiveness of our lives is only achieved through a set of natural and timeless principles. Through this book, the seven principles will be elaborated step by step. The principles relate and interrelate with each other. Many of the early principles that are introduced will be the foundation for the latter principles. By reading this book, Stephen propels us on the principles and guidance to lead an effective life. The book is separated into four parts; the first part would be the preface before entering the principles. Then, we start the journey for private victories in the second part. When we reach the third part, we learn to gain public victories. And finally, the last part of the book teaches us how to maintain our effectiveness by sharpening our saw.
Part One: Paradigms and Principles
Inside-Out
T he first part of the book starts with Inside-Out. It shed insightful information about perception and how important it is to start from inside to outside. Stephen had worked with people for more than twenty-five years. In those years, he heard many people with impeccable success and achievements but found themselves struggling with another problem. They battled with an inner hunger for personal congruency and ways to shape healthy, growing relationships with others. For example, your teenage son is a rebel and consumes drugs. Whatever you do, nothing seems to get to him. Or, despite taking courses on effective management, you still cannot grow loyalty in your employees. You do not feel any from them and are sure that they will dump work if youre sick for a day. Or when you cannot stick to a diet routine for the fifth time in a year. You just cant seem to stick to it. After a few weeks, you just fizzle. It looked like you cannot keep a promise to yourself.
These problems were deep ones, the kind that cannot be fixed quickly. Stephen and his wife Sandra had one of these problems, too. Their son was struggling in school. He was bad academically and athletically. He was socially immature, often embarrassing, and just inadequate. Like any other caring parent, Stephen and his wife tried to help him. First, they tried using a positive mental attitude to psych up their son. When their son did badly, others laughed, but Stephen and Sandra reprimanded them by encouraging their son. It didnt help. Their son eventually cried while insisting that hed never be any good.
Then, it was not long before Stephen was involved in leadership development work. In one of the programs, there was a subject of communication and perception for IBM. When hes about to present them, Stephen studied the subject and grew interested in the topic. It led Stephen to be fond of how perceptions are formed, how perception leads the way we see, and the way we see controls how we behave. His study taught Stephen the importance of looking at the lens through which we perceive the world. Also, as the world that we see, and realize that the lens that connects us controls how we interpret the world. Now, Stephen and Sandra realized that what they did was not aligned with how they saw their son. Their honest feelings and perception of their son was inadequate and left behind. So, all their hard work was ineffective because what the couple communicated was that their son wasnt capable, and he must be protected. So, if we want to change a situation, we must change ourselves first. To change ourselves, we first must change our perception.