“Is it steady or moving astern?” the captain called out. Shortly after dark, the lookout on the wing of the bridge reported, “Light, bearing on the starboard bow.” The visibility was poor with patchy fog, so the captain remained on the bridge keeping an eye on all activities. I was serving on the lead battleship and was on watch on the bridge as night fell. Two battleships assigned to the training squadron had been at sea on maneuvers in heavy weather for several days. Reality: The way things are Values: The way things should be Paradigm shift towards a principle-centered paradigmĬonsider this story narrated by Frank Koch that was featured in a Naval Institute's magazine, Proceedings: Paradigms are only models of the real thing, but it is critical that you have the right model! Imagine using the map of Chicago to navigate the city of Detroit! No matter how much we change our behavior or attitude, without the correct paradigms we would be lost. To further understand paradigms, these are similar to maps. This is the way we see the world around us. In developing primary greatness, it begins with the mindset - or a paradigm. Developing primary greatness first might take more resources, but it pays off in the long run. We all know having secondary greatness does not entail having primary greatness, but without primary greatness, one uses secondary greatness for the wrong motives, hence, being manipulative instead of being effective. Primary greatness is described as the goodness of character while secondary greatness refers to having great social skills, knowledgeable in human interactions, influential. GreatnessĬovey explains the lesson further using primary and second greatness. Painful problems are usually fruits of our actions, and actions are a fruit of our character. We must first focus on the things that we can control. The surfacing lesson in this chapter is that the key to achieving goals that are out of reach is to win from within. ![]() This book provides step-by-step actions we can take to achieve holistic effectiveness. Gaining an awareness of the areas in which we expend our energies is a giant step in becoming proactive.Published in 1989, The 7 Habits of Highly Effective People is a self-help book written by Stephen Covey that has helped shape leaders all around the globe with 25 million copies sold and translated to 38 different languages. ![]() Reactive people focus their efforts in the Circle of Concern ™-things over which they have little or no control: the national debt, terrorism, or the weather. They work on the things they can do something about: health, children, or problems at work. Proactive people focus their efforts on their Circle of Influence ®. Reactive people believe they are not responsible for what they say and do-they have no choice. ![]() A reactive person uses reactive language-I can’t, I have to, if only. Our language is a good indicator of how we see ourselves.Ī proactive person uses proactive language-I can, I will, I prefer, etc. One of the most important things we choose is what we say. Between the stimulus and the response is our greatest power-we have the freedom to choose our response. ![]() If it isn’t, it affects their attitude and performance, and they blame the weather.Īll these external forces act as stimuli that we respond to. They find external sources to blame for their behavior. Reactive people, on the other hand, are often affected by their physical environment. They know they can choose their behavior. Proactive people recognize that they are “response-able.” They don’t blame circumstances, conditions, or conditioning for their behavior. Habit 1: Be Proactive is about taking responsibility for your life.
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