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7 Habits > Overview > Flashcards

Overview Flashcards

1
Q

What 3 things are required to form a habit?

A

The what (knowledge), the how (skill) and want (desire) must merge to form a habit.

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2
Q

Name and describe the 4 types of leadership

as deFined by Covey.

A

PERSONAL (trustworthiness) – individual values need to be aligned with
organizational
INTERPERSONAL (trust) – Team building should not include personal
agendas
MANAGERIAL (empowerment) – people assigned are not trusted by othersORGANIZATIONAL (alignment) – communication problems among
Sdepartments

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3
Q

In order to be a good leader, how can you create a better understanding and earn the respect of employees?

A

IN ORDER TO BE AN EFFECTIVE LEADER, YOU SHOULD SWITCH

ROLES AND LET EMPLOYEES BE YOUR BOSS (greater sense of equality?)

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4
Q

How can you make the teaching of the material make it more memorable, personal and easier to retain?

A

MAKE LIFE EXAMPLES ON ALL POINTS

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5
Q

What are the 7 ways we learn material? List them in order from those that result in least retention to greatest?

A 
READ: 10%
2. HEAR: 20%  
3. SEE: 30%
4. HEAR/SEE:​ 50%    
5. DISCUSS: 70%
6. EXPERIENCE: 80%
​7. TEACH: 95%
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6
Q

What are the 4 types of PC?

A

​a. Human b. Financial c. Physical d. Technological

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7
Q

What are the 5 mentioned emotional bank acct. deposits?

A
  1. Understanding
  2. Simple courtesies
  3. Keeping promises and honoring expectations
  4. Loyalty towards those absent.
  5. Forgiveness
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8
Q

What are the 6 listed types of emotional bank acct. withdrawals?

A
  1. Ignoring 2. Unkindness, rudeness, thoughtlessness 3. Breaking
    promises 4. Violating expectations 4. Disloyalty, Duplicity 5. Pride, conceit, ego 6. Grudges
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9
Q

3 THINGS ABOUT EMOT. BANK ACCT. TO KEEP IN MIND and how to keep it strong

A
  1. Everyone starts with a small bank account.
  2. UNDERSTAND OTHERS FROM THEIR FRAME OF REFERENCE.
  3. Treat others as you like to be treated; sense of equality; treat employees as if they were your best. customer
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10
Q

List and in basic terms, describe the 7 habits in order.

A 
HABIT 1: BE PRO-ACTIVE
HABIT 2: BEGIN WITH THE END IN MIND
HABIT 3: PUT FIRST THINGS FIRST
HABIT 4: THINK WIN/WIN
HABIT 5: FIRST UNDERSTAND, THEN TO BE UNDERSTOOD 
HABIT 6: SYNERGIZE
HABIT 7: SHARPEN THE SAW
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11
Q

What quote was provided to define the word “breakthrough”?

A

All significant “breakthroughs” were “breaks with” old ways of thinking.

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12
Q

What 4 tips are given regarding habit 1 - be pro-active?

A
  1. RECOGNIZE WHEN YOU ARE REACTING AND TRY TO REPLACE WITH PRO-ACTIVE BEHAVIOR.
  2. CHOOSE YOUR OWN RESPONSE; DON’T LET EMOTIONS DECIDE THEM FOR YOU.
  3. VALUES AND CHOICES LEAD FEELINGS; FEELINGS SHOULD NOT LEAD CHOICES
  4. YOU ARE NOT THE PRODUCT OF CIRCUMSTANCES, ENVIRONMENT, PAST OR OTHER PEOPLE; YOU ARE THE PRODUCT OF YOUR OWN VALUE SYSTEMS AND WHAT YOU DO ACCORDING TO THOSE
    GUIDELINES
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13
Q

What exercise is recommended to increase self -awareness and why is it useful?

A 
TO GAIN SELF AWARENESS:
KEEP A JOURNAL:
a. High level Quad II Activity
b. Enhances all endowments
c. Gain insight and learn principles
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14
Q

What 3 tips are given regarding how we should go about using “imagination exercises” to increase self-awareness?

A
  1. Set in future without past limitations
  2. Set aside time alone without interruption.
  3. Take uncomfortable situation like someone yelling at you. Try to visualize a more positive, fruitful response.
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15
Q

What 4 pieces of advice are given regarding acting responsibly and choosing your own response?

A

PRE-UNDERSTAND YOUR REACTIVE RESPONSE – THEN YOU CAN
PUT THE PRO-ACTIVE ONE IN MIND.
BEST WAY TO PREDICT YOUR FUTURE IS TO CREATE IT.
REALIZE DETERMINANTS (genetic, upbringing, environment, etc), INFLUENCE, but they do not DETERMINE US.
LEARN FROM BAD CONSEQUENCES AND MISTAKES

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16
Q

What 5 pieces of advice are given about moving from dependence to independence?

A 
MAKE AND KEEP PROMISES
START SMALL
START WITH YOURSELF
NEVER OVER-PROMISE AND UNDER-DELIVER 
SWIM UPSTREAM
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17
Q

What 3 pieces of information are given as to whether you circle of influence grows or shrinks?

A

WHEN WE ARE PROACTIVE, OUR CIRCLE OF INFLUENCE GROWS OUTWARD
WHEN WE HAVE A REACTIVE FOCUS, IT GET SMALLER OR STAYS SMALL
ANY TIME YOU THINK THE PROBLEM IS OUT THERE, THAT VERY THOUGHT IS A PROBLEM

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18
Q

What 3 ways are we advised to INCREASE YOUR CIRCLE OF INFLUENCE?

A

KEEPING PROMISES;
WORKING ONLY ON THOSE THINGS WITHIN OUR CIRCLE OF CONCERN THAT WE HAVE DIRECT CONTROL OVER;
NOT BEING BURDENED BY THOSE THINGS
OVER WHICH WE DO NOT HAVE CONTROL

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19
Q

Where must our habits be directed to increase our circle of influence?

A

Outward

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20
Q

How does being a reactive thinker affect one’s circle of influence and why?

A

REACTIVE THINKERS, ON THE OTHER

HAND, HAVE THE ENVIRONMENT WORK ON THEM, SO IT MOVES INWARD,LIMITING THE CIRCLE OF INFLUENCE.

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21
Q

What is the basic tenet of habit 2?

A

BEGIN WITH THE END IN MIND

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22
Q

What 4 pieces of strategic advice are given regarding being successful at habit 2?

A
  1. MENTAL CREATION – MEANING IS PROVIDED THROUGH ROLES AND GOALS
  2. USE WHOLE BRAIN
  3. KNOW WHERE YOU WANT TO GO
  4. CHOOSE A LIFE CENTER: PRINCIPLE CENTERED: STAND APART FROM EMOTION; MAKE PRO-ACTIVE CHOICES AFTER EVALUATING OPTIONS
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23
Q

What is the primary tool of habit 2 - keeping the end in mind?

A

Creating a mission statement

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24
Q

What 2 questions should you ask yourself when writing your personal mission statement?
What attributes should it have? For what can it to be used?

A
  1. WHAT AM I ABOUT?
  2. WHAT LEGACY DO I WANT TO LEAVE (OBITUARY)?
  3. VISUAL AND AFFIRMATIVE: PERSONAL, POSITIVE, PRESENT TENSE, VISUAL, EMOTIONAL
  4. EVALUATE OLD SCRIPTS AND NEW ONES BASED ON PRINCIPLES,USING THE 4 HUMAN ENDOWMENTS: self-awareness, independent will, conscience and imagination
  5. DISCOVERY AS WELL AS CREATION – NOT INVENTION
  6. MUST BE MOTIVATING AND INSPIRING
  7. ALTHOUGH IT CHANGES, WRITE IT AS IF IT WILL NEVER CHANGE.
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25
Q

What are 3 benefits of a personal mission statement?

A
  1. ENCOURAGING DEEP-THINKING; EXPLORATION;
  2. CLARIFICATION ENABLES DAILY PROGRESS TO LONG-TERM GOALS
  3. DIRECTION
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26
Q

What sources and approaches are recommended to help you refine your mission statement?

A

BIOGRAPHIES, QUOTES, PERSONAL JOURNAL, VISUALIZING FUTURE, INSPIRATIONAL LITERATURE; KEEP RUNNING LIST OF CHARACTER

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27
Q

What are 6 ways of testing the values of your mission statement?

A
  1. ADDRESS ALL SIGNIFICANT ROLES
  2. PROVIDE SECURITY AND COMFORT
  3. PROVIDES DIRECTION
  4. EXPRESSES TIMELESS, PROVEN PRINCIPLES
  5. INSPIRING
  6. APPROACHES AND INTEGRATES ALL 4 HUMAN NEEDS AND CAPABILITIES
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28
Q

Describe in detail the 3 things you need to be able to do and know to create a new habit.

A

a. what it is you are trying to accomplish
b. how to approach, plan and coordinate efforts toward action and execution
of a specific objective/destination
c. WANT OF AND MOTIVE FOR /desire/urge/attraction/incentive/stimulus/c. WANT OF AND MOTIVE FOR /desire/urge/attraction/incentive/stimulus/feeling driving this action

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29
Q

What are the 7 promises of the 7 habits if you are successful at following the program?

A
  1. NOT TO BE CONTROLLED OR VICTIMIZED BY CIRCUMSTANCES
  2. IMPROVED SELF-ESTEEM AND CONFIDENCE DUE TO GREATER SELF-CONTROL
  3. IMPROVED RELATIONSHIPS BECAUSE OF HIGHER CONFIDENCE
  4. RESPECT OTHERS MORE; LESS INFLUENCED BY THEIR WEAKNESSES
  5. MOTIVATE AND INFLUENCE OTHERS
  6. GET OTHERS TO PROBLEM-SOLVE AND CO-OPERATE WILLINGLY AND SENSE NEEDS AND RESPOND
  7. DOING NEW THINGS – FOCUS INTEREST AND CREATIVITY
30
Q

What are 3 things you are expected to do if you are to be successful at retaining the information in this book?

A

a. Work diligently, learn, understand, think deeply in sustained way about the material
b. Teach people material w/I 24 – 48 hours
c. Apply information

31
Q

If you really want to change others’ behavior, what is recommended? Why does this recommendation work?

A

CHANGE THE PICTURE OF THEIR ROLE.
When you give someone a greater sense of control, you give them a greater sense of engagement. You also give them a greater sense of equality, which motivates them to be more pro-active and successful and confident.

32
Q

According to the text, It isn’t what happens to us that affects us, but rather…

A

it is our interpretation of what happens that affects us.

33
Q

Describe how changing a bad habit is compared to a lunar space module.

A

A LUNAR SPACE MODULE PULLING LOOSE FROM THE FORCE OF GRAVITY

  1. THE ROUGH PATCHES IN THE LEARNING PROCESS, ESPECIALLY THE BEGINNER STAGE
  2. ONCE THAT THRESHOLD HAS BEEN PASSED:
    a. desire INCREASES
34
Q

What is the fundamental principal in being successful with the 7 habits and what 3 things are expected of us to achieve these results?

A 
A. NO CREATION WITHOUT APPLICATION
THE PRICE OF KNOWLEDGES:
1. WORK
2. DILIGENCE
3. CONSISTENCY
All truly successful people abide by this and THINK IN THE LONG TERM.
35
Q

What 5 ways are recommended to gain both the hearts and minds of employees?

A
  1. ALWAYS TREAT EMPLOYEES AS YOU WANT THEM TO TREAT YOUR BEST
    CUSTOMERS. YOU CAN BUY THEIR HANDS AND THEIR BACKS, BUT NOT
    THEIR HEADS AND THEIR HEARTS.
  2. TO REACH THEIR HEADS AND THEIR HEARTS, DEDICATION MUST BE
    EARNED BY TAKING CARE OF THEM RATHER THAN FOCUSING ON THE
    BOTTOM LINE.
  3. YOU DO NOT WANT TO THREATEN THEM. THIS LOSES THEIR HEARTS AND MINDS. YOU NEED TO TAKE THEIR PROBLEMS SERIOUSLY. JUST LIKE A
    CUSTOMER.
  4. IF OTHERS SEE SOMEONE BEING TREATED UNFAIRLY SOCIALLY OR
    PROFESSIONALLY, OR BEING PUNISHED - OTHERS WILL NOT TRUST YOU EITHER. THEY WILL THINK YOU WILL DO THE SAME THING TO THEM.
  5. HOW YOU TREAT ONE PERSON WHO TESTS YOU THE MOST - WHETHER IT BE
    SOMEONE IN YOUR FAMILY OR AT WORK - IS THE MOST IMPORTANT KEY TO whether YOU CAN ACCEPT PEOPLE CONDITIONALLY OR UNCONDITIONALLY
36
Q

What are 7 WAYS TO BUILD A STRONG EMOTIONAL BANK ACCOUNT WITH FAMILY, FRIENDS, AND EMPLOYEES? Which is the most important?

A
  1. SIMPLE KINDNESSES: (1)”Thank you.” (2)”I appreciate that. (3). PRAISE
  2. FAMILY: Some people treat total strangers better than their loved ones.
    a. They take out their frustrations on them.
    b. They take out emotional withdrawals that degrade other people’s motivation.
    c. HONESTY
    d. MOST IMPORTANT: MAKING AND KEEPING PROMISES:
    e. MANAGING EXPECTATIONS: MAIN CAUSE OF COMMUNICATION
    BREAKDOWNS: CONFLICTING EXPECTIONS IN ROLES AND GOALS.
    IT BREAKS DOWN RELATIONSHIPS. If you expect something of someone,
    they do it, and you don’t give them the proper feedback they deserve.
    f. LOYALTY TO EVERYONE: IF YOU HEAR SOMEONE BAD-MOUTHING SOMEONE, THEY WILL THINK YOU WILL DO THE SAME TO THEM. BE LOYAL TO OTHERS WHEN THEY ARE NOT AROUND. It’s greater to be
    trusted and respected than liked. THIS IS PC ACTIVITY. You may be liked by
    someone by talking badly about someone with someone else to create some
    some kind of bond.
37
Q

What is the difference btwn. Reactive and pro-active people? What are 6 things you can do to become more pro-active?

A

a. CHOOSE YOUR RESPONSES. Pro-active people carry the weather w/i them. They carry the sun w/i them.
CONVERSELY, REACTIVE PEOPLE let situations affect them negatively; THEIR MOODS ARE DETERMINED BY CIRCUMSTANCES
HUMANS, unlike animals, who react in a simple stimulus-response fashion.
WITH PEOPLE, there is a gap in which we have the opportunity to choose our response.
We are able to express feelings, not just opinions. THIS IS WHAT IS NECESSARY TO UNDERSTAND LOVE.
a. You don’t blame others; you don’t blame your upbringing; you don’t even blame
yourself. Your parents did it to you. You heritage determines it (Irish people are just like
this). Your boss is doing it to you. Money is the problem. National policy or the lack of
programs.
b. Don’t use the language of these types of people: I can’t or I must
C.Don’t Transfer responsibility. A self-fulfilling prophecy. They feel like victims. They think they are determined by something outside of themselves.
D. choose not to be affected by others: to empower other peoples’ weaknesses by
letting their behavior affect you.
E. WORK ONLY ON YOURSELF;
NOT ON CHANGING THE BEHAVIOR OF OTHERS.
F. Personal Affirmations: Tell yourself that you are going to give your attention and listen to others.

38
Q

What is Habit 2, and how does it relate to goals, doing the right thing well and creating an effective mission statement?

A
  1. To create an effective mission statement (HABIT 2)
  2. THE TIME-MANAGEMENT HABIT: PUTTING FIRST THINGS FIRST.
  3. ORGANIZING AND EXERCISING AROUND YOUR PRIORITIES
  4. DOING YOUR MISSION STATEMENT - IN RELATION TO YOUR ROLES AND GOALS
  5. MAKE SHORT-TERM SACRIFICES FOR LONG-TERM GOALS
  6. HABIT 2 IS NOT MANAGEMENT, BUT LEADERSHIP; LEADERSHIP DEALS WITH THE LONG-TERM GOALS; SEIZING NEW OPPORTUNITIES; YOU ARE NOT AS ACCESSIBLE TO DEAL WITH DAY-TO-DAY PROBLEMS. THESE ARE HABIT 3.
  7. WE MANAGE THINGS; WE LEAD PEOPLE.
  8. IT’S TRUE WE MUST FOCUS ON EFFICIENCY, BUT THE MISSION STATEMENT ALLOWS FOR A HIGHLY CREATIVE, WIN-WIN SYNERGISTIC CULTURE
39
Q

WHAT ARE 2 BASIC ACTIONS TO GET IN CONTROL OF YOUR LIFE?

A
  1. SET A GOAL AND WORK TO ACHIEVE IT
  2. MAKE A PROMISE AND WORK TO KEEP IT. THIS GIVES YOU A FEELING OF SELF-CONFIDENCE BECAUSE YOU HAVE A NEW SENSE OF CONTROL. YOU ONLY RELY ON YOUR OWN PERSONAL VALUE SYSTEM
40
Q

What is the basic tenet of habit 3?

A

Keep first things first.

41
Q

What does habit 3 require and how is it different from habit 2?

A

DISCIPLINE
PHYSICAL CREATION
HABIT 2 IS THE MENTAL CREATION
a. ALL THINGS ARE CREATED TWICE
HABIT 2 IS THE DECISION OF WHAT IS IMPORTANT
HABIT 3 IS THE BREAKING OF ACTIVITIES INTO THE 4 QUADRANTS

42
Q

What is the difference btwn. arranging your schedules around values rather than efficiency? What does it mean to arrange your schedule around values?

A

YOUR SCHEDULE IS YOUR TOOL NOT YOUR MASTER. NOT HEAVY EFFICIENCY ON EVERYTHING. SOME THINGS TAKE HIGHER PRIORITY.
PEOPLE TAKE A HIGHER ROLE THAN THINGS. YOU DON’T THINK EFFICIENCY WITH PEOPLE (HIGHER VALUES)
THE SCHEDULE IS NOT IMPORTANT; YOUR VALUE SYSTEM IS.
NOT MEETING THE SCHEDULE IS NOT REASON FOR ANXIETY.
FRUSTRATION IS THE RESULT OF EXPECTIONS, OUR SCHEDULES, OUR PATTERNS.
IF PEOPLE ARE DEEPLY INTO VALUES, THEY CAN SUBORDINATE THE SCHEDULE.

43
Q

What are the 8 benefits of adhering to habits 1-3?

A

A SENSE OF PERSONAL SECURITY
THAT YOU ARE IN CONTROL OF YOUR OWN LIFE
SELF-RELIANCE
NOT COMPARING YOURSELF TO OTHER PEOPLE OR TRYING TO GAIN CONFIDENCE IN THIS WAY.
IN SOCIAL WORLD IF YOU CONFORM TO
CERTAIN EXPECTATIONS, IN THE ACADEMIC WORLD: IF YOU FOLLOW
THE DISTRIBUTION CURVE; IN THE ATHLETIC WORLD: YOUR RANKING.SENSE OF SELF-WORTH COMES FROM AN EXTERNAL SOURCE.
OFTEN, IF CHILDREN ARE NOT GIVEN UNCONDITIONAL LOVE, THEIR
SENSE OF SELF-WORTH IS OFTEN DERIVED FROM OTHER PEOPLE TO
WHOM THEY HAVE BEEN COMPARED.
WRITING NEW SCRIPTS IS LIKE GIVING ONESELF A NEW CHILDHOOD;OTHERWISE THEIR EARLY SCRIPT FOLLOWS THEM.
NOT COMPARING YOURSELF TO OTHERS AND PRODUCING AN ABUNDANCE MENTALITY: THE IMMEDIATE FRUIT.
IF PEOPLE ARE NOT GIVEN THIS INNER SECURITY, THEY DEVELOP A SCARCITY MENTALITY: ONLY SO MANY PEOPLE CAN BE “A” STUDENTS OR BECOME MANAGERS OR #1, AND THEY OFTEN HAVE PROBLEMS BEING HAPPY FOR OTHERS’ SUCCESSES, EVEN HOPING FOR OTHERS’ MENTALITY, MAKING IT DIFFICULT TO FOLLOW HABITS 4, 5, 6.

44
Q

What is the basic tenet of habit 4, and lack of what makes it difficult to achieve?

A

THINK WIN/WIN: LOOKING FOR MUTUAL BENEFIT, NOT INTO COMPETITION, INTO WE, INTO TEAM, BUT VERY DIFFICULT IF HABITS 1, 2, AND 3 ARE NOT DEVELOPED

45
Q

What is the basic tenet of habit 5?

A

SEEK 1ST TO UNDERSTAND, THEN TO BE UNDERSTOOD: HABIT OF COMMUNICATION

46
Q

How would you communicate with someone on a habit 5 level?

A

SAY “LET ME LISTEN TO YOU FIRST”. MOST PEOPLE DO THE OPPOSITE. THE WANT TO BE UNDERSTOOD FIRST. WHEN BOTH PARTIES ARE LIKE THIS, THEY ARE EITHER SPEAKING OR PREPARING THEIR SPEECH. SHOW THE OTHER PERSON FEELS DEEPLY UNDERSTOOD. SHOW EMPATHY. THEN EMPATHY WILL BE
SHOWN TOWARD YOU

47
Q

What are the 5 primary components/actions of the 7 habits?

A

CHARACTER – HABITS 1, 2, AND 3
THE EMOTIONAL BANK ACCOUNT – THE QUALITY OF THE RELATIONSHIP
THE AGREEMENTS THAT HAVE BEEN MADE OR THE EXPECTATIONS THAT HAVE BEEN CREATED.
HOW YOU ORGANIZE AND STRUCTURE TO REINFORCE THAT HUMAN RELATIONSHIP AND THE WIN/WIN AGREEMENTS
THE PROCESSES OF HOW YOU DO THE OTHER FOUR SO IT DOES NOT VIOLATE ANY OF THE ABOVE. THE MOST IMPORTANT THING IS THE RELATIONSHIP.

48
Q

What are the 4 stages of time management in terms of effectiveness and complexity and what is the downside to the 3rd stage?

A

1) notes and checklists ­ recognizing multiple demands on our time; 2) calendars and appointment books ­ scheduling events and activities; 3) prioritizing, clarifying values ­ integrating our daily planning with goal setting (The downside of this approach is increasing efficiency can reduce the spontaneity and relationships of life.); 4) managing ourselves rather than managing time, focusing on preserving and enhancing relationships and accomplishing results, thus maintaining the P/PC balance (production versus building production capacity).

49
Q

What is the motto for Habit 1 using the computer comparison?

A

“Habit 1 ­ I am the Programmer.

50
Q

What is the motto for Habit 2 using the computer comparison?

A

Write the Program

51
Q

What is the motto for habit 3 using the computer comparison?

A

Execute the program.

52
Q

At the heart of our Circle of Influence and pro-activity is our ability to do what?

A

make and keep commitments and promises.

53
Q

What are the three central values in life & which matters most?

A

the experiential (that which happens to us), the creative (that which we bring into existence), and the attitudinal (our response to difficult circumstances). What matters most is how we respond to what we experience in life

54
Q

What is our “Circle of Influence”?

A

There are things we can really do something about, that can be described as our “Circle of Influence”

55
Q

Where do reactive people focus their energies and what is the result?

A

Reactive people focus their efforts on the Circle of Concern, over things they can’tcontrol. Their negative energy causes their Circle of Influence to shrink.

56
Q

What is the proactive approach to dealing with a mistake?

A

to acknowledge it instantly, correct and learn from it.

57
Q

What are the three major aspects of our personal and business management and what do they entail?

A

First is leadership ­ what do I/we want to accomplish? Second is management ­ how can I best accomplish it? Third is productivity ­ doing it.

58
Q

What is a starting point in beginning with the end in mind (habit 2) and what 3 things does it help you to do?

A

develop a personal mission statement, philosophy or credo. It will help you focus on what you want to be (character), do (contributions and achievements) and on the values and principles upon which yourbeing and doing are based.

59
Q

In developing your personal mission statement, you can use your creative ability by doing what kinds of exercises?

A

imagine life milestones such as birthdays, anniversaries, retirement and funerals. What accomplishments would you like to celebrate? Visualize them in rich detail.

60
Q

What is the essence of time management?

A

to organize and execute around priorities.

61
Q

What critical skill for personal management enables you to devote your energies to high­level activities in addition to enabling personal growth forindividuals and organizations?

A

Effectively delegating to others is perhaps the single most powerful high­leverage activity there is.

62
Q

What are two types of delegation? Which is considered more effective?

A

Gofer Delegation and Supervision of Efforts (Stewardship), and which is more effective?
More effective managers use Stewardship Delegation.

63
Q

Describe - in fair detail, gofer delegation.

A

Using Gofer Delegation requires dictating not only what to do, but how to do it. Thesupervisor then must function as a “boss,” micromanaging the progress of the”subordinate.”

64
Q

Describe in fair detail - stewardship delegation.

A

focuses on results instead of methods. People are able to choose the method to achieve the results. It takes more time up front, but has greater benefits. Stewardship Delegation requires a clear, up­front mutual understanding of and commitment to expectations

65
Q

Stewardship Delegation requires a clear, up­frontmutual understanding of and commitment to expectations in what five areas?

A 
Desired results
Guidelines
Resources
Accountability
Consequences
66
Q

How do you go about achieving desired results in stewardship delegation?

A

Have the person see it, describe it, make a quality statement ofwhat the results will look like and by when they will be accomplished.

67
Q

How do you achieve adherence to guidelines in stewardship delegation?

A

Identify the parameters within which the individual should operate,and what potential “failure paths” might be. Keep the responsibility for results with the person delegated to.

68
Q

How do you go about achieving accountability in stewardship delegation?

A

Set standards of performance to be used in evaluating the results and specific times when reporting and evaluation will take place.

69
Q

How do you relate consequences in stewardship delegation?

A

Specify what will happen as a result of the evaluation, including psychic or financial rewards and penalties.

70
Q

Regarding the tone and style of your mission statement, what 7 qualities should it have to be effective?

A

VISUAL AND AFFIRMATIVE, PERSONAL, POSITIVE, PRESENT TENSE, VISUAL, EMOTIONAL

71
Q

WHAT IS THE MAIN CAUSE OF COMMUNICATION BREAKDOWNS?

A

MANAGING EXPECTATIONS: CONFLICTING EXPECTIONS IN ROLES AND GOALS.
IT BREAKS DOWN RELATIONSHIPS. If you expect something of someone, they do it, and you don’t give them the proper feedback they deserve.

72
Q

As a pro-active person, you should work only on…

Rather than…

A

Work only on oneself, not changing the behavior of others.

7 Habits (2 decks)

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