in order to change a given situation, we must change ourselves, and in order to change ourselves, we must be able to change our perceptions. in order to be proactive, we must focus on the circle of influence that lies within our circle of concern– in other words, we must work on the things we can do something about. but being a leader is about setting the right strategic vision for your organization in the first place, and asking, “what are we trying to accomplish?” this will give us the guidance that we need to align our behaviors with our beliefs and values. in habit 2, we discussed the importance of determining our values and understanding what it is we are setting out to achieve. if we focus on quadrant iii, we spend most of our time reacting to matters that seem urgent, when the reality is their perceived urgency is based on the priorities and expectations of others. in order to establish effective interdependent relationships, we must commit to creating win-win situations that are mutually beneficial and satisfying to each party.
we can be open and really try to understand the underlying issues. think about what you feel the balance is in each of those relationships. “you have to build the skills of empathic listening on a base of character that inspires openness and trust.” when we’re able to present our ideas clearly, and in the context of a deep understanding of the other person’s needs and concerns, we significantly increase the credibility of your ideas. it allows us as a group to collectively agree to ditch the old scripts and write new ones. the better you can understand them, the easier it will be to change their mind — or change yours. physical dimension: the goal of continuous physical improvement is to exercise our body in a way that will enhance our capacity to work, adapt, and enjoy. the real beauty of the 7 habits is that improvement in one habit synergistically increases our ability to improve the rest.
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