Habits

I have had many opportunities to observe students and corporate executives execute projects that have had far-reaching consequences (i.e. graduation for the student and business success for the executives).  On many occasions I have been surprised by what I witnessed: Rather than considering the final end state to be delivered by the project, followed by a plan to implement, many simply started working. To what end no one knew, but doing something felt good. The need is understandable; most want to drive forward and do something, anything at all, to claim they are not wasting time. However, it is erroneous.

As a result of these observations in my courses, I decided that it was important to offer a path to guide student actions on projects. Stephen Covey’s 7 Habits of Highly Successful People¹ offered appropriate habits or behaviors that would be helpful, with the added benefit of being usable across many venues. Covey’s work¹ has wide-ranging appeal; it offers foundational habits we all should consider and use in our daily personal and work lives. The habits can also benefit leaders and their effectiveness.

Covey defines habit “as the intersection of knowledge, skill and desire.  Knowledge is the theoretical what to do and the why. Skill is the how to do. And desire is the motivation, the want to do.”  ^{1 (p.47)} All three are necessary to be a habit.¹  

Here are the 7 habits and their implication for leaders:¹

Habit 1: Be Proactive^TM – Move forward continuously and take responsibility.

Leaders should take heed that this is the platform by which leadership rests; leaders cannot retreat behind the cloak of their position, blend in and wait, but instead must engage and take action. When leaders are not proactive, they are likely to be considered passive, laissez-faire or simply non-leaders; this is not the role. “The difference between those who exercise initiative and those who don’t is literally the difference between night and day…a 5000-plus percent difference,” “act or be acted upon.”^{1 (p. 76)}

Habit 2: Begin With the End in Mind^TM – Start the resolution of all problems or projects first by understanding the outcome desired. This is a starting place for executive and student projects.

It is troublesome when a project moves forward without a clearly defined end state; it is hard for a project to reach a destination that is not known. It takes time and energy to define the ultimate goal, but it is essential. “We are more in need of a vision or destination and compass…and less in need of a roadmap.” ^{1 (p.100)}  At the macro level of an organization, the future state is based on its overall mission and the related objectives; at the project level, it is the mission of the project that is of importance.

Habit 3: Put First Firsts First ^TM – Do the important things first. Otherwise, there will not be time to get to the big stuff. 

Building relationships, planning and other critical items are essential parts of the "important but not urgent" to-do list.¹ Since the variables are not urgent, each will not be acted upon unless there is a habit to encourage attention. This spotlight can lead to “vision, perspective, balance, discipline, control and [fewer] crises.”^{1 (p.154)} It is also necessary to devote energy to the “important and    urgent” while avoiding those variables deemed unimportant.¹

Habit 4: Think Win/Win ^TM – Seek solutions where everyone wins.

Effective conflict outcomes arise from collaboration, which means willing opponents seek solutions to expand the pie rather than simply dividing it up or carving out one's share at the expense of others. Collaboration requires both parties to be willing to work toward this goal; when used, it usually signals a desire for both a relationship and substantive outcome. This habit guides leaders to adopt this posture first. “Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions.”^{1 (p.207)} It also rests on the platform that there is enough for everyone to go around.¹

Habit 5: Seek First to Understand, Then to Be Understood ^TM  – This is a habit of listening.

In my view, the most effective leaders spend more time listening and learning from those around them rather than speaking. When a leader is more interested in expressing his or her views (hearing him or herself talk), it signals to workers and others that he or she is closed to new ideas. I have witnessed this type of leader countless times – some have been engaging while others are blowhards.  Leaders can be relatively quiet and remain highly effective.

Habit 6: Synergize ^TM – Look for synergies and connections between all of the previous habits.

It is important to make connections and build. “Synergy is the essence of principle-centered leadership” ^{1 (p. 262)}  and means “the whole is greater than the sum of its parts.”^{1 (p.262 - 263)} It is the habit of Win/Win ^TM together with cooperation leading to higher levels of trust.

Habit 7: Sharpen the Saw ^TM – Renew oneself for more energy.

For leaders this means recognizing that business (and life) is not a sprint but a marathon. Everyone needs to refresh. The habit encourages healthy living, eating and exercise. Taking time off for joyful purposes is also important.

Finally, Covey also suggests avoiding wasteful activities such as TV.¹ It is also vital for leaders to be deliberate about their time. Effective leaders, for example, have determined what is most important to deal with and what should be ignored. For example, a steady stream of emails does not mean that all need to be answered.

While Covey’s book is older now, it is a seminal work about the power of habits in our life; good habits lead to productive lives (and leadership). It is a very important read for executives and students alike -- it is just as timely today as it was in 1989 when it was published. I also recommend his sequel, The 8^th Habit.²

References

¹ Covey, S.R. (1989). The 7 Habits of Highly Effective People. New York: Simon & Schuster.

² Covey, S.R. (2004). The 8th Habit. New York: Simon & Schuster.