The 7 Habits of

Highly Effective
People
Study Guide by Course Hero

introspection and a shift in mindset and behavior, but acolytes

What's Inside report the experience to be infinitely rewarding. The 7 Habits of
Highly Effective People is often used by business executives,
but its principles are applicable to personal relationships,
j Book Basics ................................................................................................. 1 particularly families, as well. Each habit is brought to life via
logical explanation and anecdotes, which provide practical
a Main Ideas .................................................................................................... 1
instruction for implementation and show the positive outcomes
d In Context .................................................................................................... 2 of leading a principle-centered life.

a Author Biography ..................................................................................... 4 ABOUT THE TITLE

The 7 Habits of Highly Effective People refers to the seven
k Plot Summary ............................................................................................. 5 core parts of Stephen R. Covey's model for personal and
professional success.
c Part Summaries ......................................................................................... 7

g Quotes ......................................................................................................... 14

m Glossary ...................................................................................................... 16 a Main Ideas

e Suggested Reading ............................................................................... 17
The seven habits in Stephen R. Covey's The 7 Habits of Highly
Effective People can be distilled into four main ideas. None are
revolutionary, but as Covey notes throughout the book, "what

j Book Basics
is common sense is not always common practice."

AUTHOR
Stephen Covey
Principles First
In a sea of self-help methods that proclaim the importance of
YEAR PUBLISHED
how one publicly portrays oneself, Covey emphasizes the
1989
importance of changing oneself from the inside out. This
GENRE means realigning one's values with the core principles of
Self-Help human character. Principles such as fairness, integrity,
honesty, human dignity, service, quality, potential, patience, and
AT A GLANCE encouragement are natural laws that can't be broken. Much as
Stephen R. Covey's The 7 Habits of Highly Effective People is a a lighthouse is an immovable guidepost, principles are fixed
self-help book promoting a principles-driven lifestyle to sources of inner guidance. Valuing them above anything else
achieve personal and professional goals. Covey, a widely helps establish a greater sense of self and purpose while also
consulted management and corporate culture expert, does not providing balance among priorities such as spouse, family,
offer a quick fix for people seeking success. Mastering his work, pleasure, and wealth.
seven habits is a continual process requiring deep
The 7 Habits of Highly Effective People Study Guide In Context 2

Valuing principles is also an important part of establishing and

maintaining healthy relationships. Covey believes "what we are Care for Yourself
communicates far more eloquently than anything we say or
do." By putting principles first, one tacitly informs others of Habit 7—"Sharpen the Saw"—is about continually maintaining

one's good intentions, trustworthiness, and desire for positive physical, mental, emotional, and spiritual health. A healthy diet,

outcomes. exercise, and adequate sleep reinforce one's self-awareness

and sense of free will, thus aiding proactivity. Reading quality
literature expands people's understanding of the world and

Take Responsibility encourages them to revisit their values on a regular basis.

Building and maintaining relationships is a reminder to listen
closely and speak honestly, while prayer increases one's sense
Habits 1, 2, and 3—"Be Proactive," "Begin with the End in Mind,"
of security. All four areas of renewal provide a stronger
and "Put First Things First"—are focused on the self. This is the
foundation within each individual habit, and one's
stage at which a person develops independence. The first step
understanding of the habits grows deeper. Practicing renewal
to independence is taking responsibility for one's life.
creates a never-ending upward spiral of personal growth,
Responsibility means taking ownership of personal behaviors
which is possible only when one takes time for self-care and
and decisions. When things go wrong, responsible people don't
introspection alongside the other six habits.
blame others. Instead they look within their Circle of Influence
for opportunities to effect change and correct the situation.
Responsibility is a conscious choice that allows people to be
proactive, set goals and develop mission statements, and d In Context
manage their time wisely.

Self-Help and Success

Care for Others
Literature
Habits 4, 5, and 6—"Think Win/Win"; "Seek First to Understand,
Then to Be Understood"; and "Synergize"—help one develop
Although The 7 Habits of Highly Effective People is praised in
interdependent relationships. Interdependence "is the
business circles around the world and considered one of the
paradigm of we—we can do it; we can cooperate." The pinnacle
top books about business leadership, bookstores and libraries
of the Maturity Continuum, interdependence requires
categorize it as part of the self-help genre. Self-help
individuals to combine their efforts with the efforts of others
encompasses any book that provides guidance for problems in
"to achieve their greatest success." This cannot be done if
one's everyday life. Low on statistically significant research
individuals are concerned only about their own success.
and scholarly analyses, most self-help books offer educational
and often inspirational advice presented in an informal, friendly
Caring for others means wanting success for everyone. It
tone. The term self-help originated with Samuel Smiles's 1859
requires an Abundance Mentality, which means acknowledging
book of the same name. Filled with inspirational stories about
there are enough resources and opportunities for all to meet or
"hard-working men rising through the ranks," it outsold every
surpass their goals. It means listening without an agenda and
book, except the Bible, in its debut year.
without casting one's own experiences onto the speaker. It
also means being honest and vulnerable. Caring for others
Self-help literature has been popular in the United States since
opens the door to synergistic relationships that allow two or
the early 20th century, but the genre itself has been around as
more parties to come to a mutually beneficial solution. This
long as people have been writing. The earliest texts date back
solution isn't a compromise but a resolution greater than either
to ancient Egypt, where people read Sebayt (loosely translated
party could have achieved on their own. That is the ultimate
as "teaching"), which provided instructions for living a good life.
goal of Covey's seven habits: forming strong relationships to
Similar texts followed in ancient Greece. By the Middle Ages
develop the best outcomes.
(476–1300 CE) much of this advice was presented in the form
of inspirational yet cautionary fables. Conduct books about

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The 7 Habits of Highly Effective People Study Guide In Context 3

proper behavior for men followed in the 17th and 18th enterprise" and emphasized the moral and social obligations
centuries. corporations had to their employees. Covey built upon
Drucker's ideas as well as those of Austrian psychiatrist Viktor
The 18th century was also known for "success literature," a Frankl, as he compiled his seven habits.
genre The 7 Habits of Highly Effective People author Stephen
R. Covey studied extensively while doing research for his Both Drucker and Frankl were born in Austria in the early
doctoral thesis. Unlike the era's conduct books, which provided 1900s. However, their careers took dramatically different
guidance for a person's exterior being, success literature paths. Drucker, a well-known management consultant,
spoke to a person's inner self. One of the most popular writers educator, and author, fled Germany upon German dictator
of the time was the American founding father Benjamin Adolf Hitler's rise to power in 1933, finally settling in the United
Franklin, whose autobiography and annual, the anonymously States in 1937. His first book, Concept of the Corporation
written Poor Richard's Almanack (1732–58), offered generic (1946), was the result of his organizational analysis of the
wisdom about "frugality, virtue, and success." Dozens of General Motors Corporation and introduced the idea of
imitators followed in the 19th and 20th centuries, many taking corporations as social institutions. He is commonly known as
their inspiration from conventional religious morals and values. the father of the modern business corporation. Frankl, on the
Covey adopts this same focus on inner character in his own other hand, was a psychiatrist and the director of the
advice for success. neurological department of Rothschild Hospital in Vienna from
1940–42 before his three-year internment in Nazi
concentration camps. Though he survived, his parents, his
Deviations and Influences brother, and his wife perished. It was during this experience he
realized the incredible impact one's choice of attitude had on
The importance of one's character decreased dramatically in one's ability to survive. His memoir about this experience,
20th-century self-help literature, beginning with American Man's Search for Meaning (1946), has often been cited as one
author Dale Carnegie's How to Win Friends & Influence People of the most influential books of the 20th century.
(1936). Carnegie's tips for success were all about style, not
Frankl's influence is apparent in Covey's first two habits: "Be
substance, covering topics like conversation skills and
Proactive" and "Begin with the End in Mind." Covey was a
presenting oneself in public. As the best-selling book of 1937,
strong proponent of Frankl's ideas about how one's choice of
How to Win Friends & Influence People caused a dramatic
response to outside stimuli affects one's outlook and inner
change in the ways people thought about success. Dozens of
strength. Covey refers to the practice of choosing positive
imitators followed, and by the 1980s it was commonly
responses as proactivity, which he sees as the basis for true
accepted leaders and managers could achieve their goals if
independence. Covey also echoes Frankl's theory that inner
they behaved or presented themselves in certain ways. The
contentment stems from identifying one's meaning in life. While
"power of positive thinking," or imagining oneself as successful,
Frankl established a clinical approach for helping patients find
was an immensely popular concept but one with which Covey
their life's meaning, called logotherapy, Covey takes a more do-
disagreed. His scholarly research on success literature and his
it-yourself route by having readers develop a Personal Mission
own life experiences as a corporate consultant indicated
Statement, which helps individuals solidify their life's purpose.
superficial changes had only a short-term effect. Long-term
change occurred only with a shift in internal priorities and Covey turns to Drucker when it is time to achieve individual
mindsets. goals. Drucker initiated the idea of "management by
objectives," which boils down to setting short-term goals as a
Also vexing to Covey was the increased focus on achieving
means of achieving long-term goals. He was a strong believer
success by building better organizations and redefining
in delegating responsibility and in declining opportunities that
internal structures. Business literature gave the lives of
don't advance one's mission; these are hallmarks of Covey's
employees little more thought than it would to cogs in a
Habit 3: "First Things First." Drucker also believed inner
machine, but Covey believed the key to a successful company
character is more important than exterior images and
is its people. He wasn't alone in this way of thinking. Corporate
experiences. Covey's ideas about building synergistic
consultant Peter Drucker, who began consulting for American
relationships through trust and honesty mirror Drucker's on the
companies in 1943, thought business to be a "human-driven

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The 7 Habits of Highly Effective People Study Guide Author Biography 4

subject. All three men believe real change comes from the
inside and works its way out. a Author Biography

Reviews, Mergers, and a Childhood and Education

Worldwide Brand Stephen Richards Covey was born on October 24, 1932, in Salt
Lake City, Utah, to parents Irene and Stephen G. Covey. Young
More than 25 million copies of The 7 Habits of Highly Effective
Covey, who grew up in a devoutly Mormon family, showed
People have been sold since the book's initial publication in
promise as an athlete. However, a degenerative leg condition
1989. Thousands of people, many already familiar with Covey's
confined the teenage Covey to crutches for three years,
methods through his consulting company, The Covey
effectively ending his days as an athlete. With his parents'
Leadership Center, praised the book's ease of use and Covey's
unwavering support he turned his attention instead to
simple explanations, making the tenets of leadership and
academics and the school's speech and debate activities.
effective management easy to understand even for those not
Covey entered the University of Utah at 16 with plans to join his
well versed in business jargon. However, critics found Covey's
parents in the family hotel business.
work far too simplistic and obvious; some even accused him of
being a "snake-oil salesman," offering solutions that don't really Upon graduating with a degree in business administration, he
work. But public approval far outweighed criticism, and as spent two years as a Mormon missionary in Great Britain. The
sales grew, so did Covey's reach. In 1994 President Bill Clinton experience changed the course of his life. In addition to
asked Covey to join him and First Lady Hillary Rodham Clinton preaching on street corners, an activity that quickly honed his
at Camp David, the president's retreat, for advice on making public speaking skills, Covey was responsible for training
the seven habits an integral part of his presidency. Speaker of leaders of local Mormon churches. From then on Covey made
the House Newt Gingrich asked for Covey's assistance in it his "life's mission" to train leaders. He returned to the United
developing a college course about American culture. More States to attend Harvard Business School, where he earned a
than 50 heads of state from around the world sought Covey's master of business administration in 1957 before starting his
advice, and at one point his methods were taught in more than teaching career at Brigham Young University in Utah.
800 schools across the globe. Two-thirds of Fortune 500
companies hired the Covey Leadership Center for Covey briefly left Utah for Ireland, where he served as the
management and leadership advice. Mormon Church's first mission president in the predominantly
Catholic and Protestant country. He returned to Utah and
All this publicity and goodwill made Covey an extremely Brigham Young University in the 1970s and earned a PhD in
attractive business partner. In 1997 The Covey Leadership religious education in 1976. At Brigham Young, Covey also
Center merged with Franklin Quest Company, owned by time served as a professor of business management. Inspired by his
management expert Hyrum Smith. In addition to consulting doctoral thesis on "success literature" in American history,
services, the newly minted FranklinCovey Company became Covey began developing his own ideas about leadership and
the primary outlet for Covey's books, workbooks, audio CDs, management. He taught self-help classes that were widely
and DVDs as well as Franklin's popular day planners. However, popular with the student body, with some attracting more than
the economic downturn following the September 11, 2001, 1,000 students.
attacks on the World Trade Center in New York City, coupled
with the explosion of mobile technology, decreased the need
for personal planning tools and the budgets to support them. Leader of Leaders
Following the technological wave of the early 2000s,
FranklinCovey's product sales and consulting business have Covey took his ideas about principle-centered leadership out
been primarily housed online. of the classroom and into the business world with the Covey
Leadership Center, which opened in 1983. Having established
himself as an expert in management and leadership

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The 7 Habits of Highly Effective People Study Guide Plot Summary 5

techniques, Covey and his team consulted for business leaders

and heads of state around the world. His reach expanded Part 1: Paradigms and
immeasurably in 1989 with the publication of The 7 Habits of
Highly Effective People. Based on Covey's extensive Principles
knowledge of success literature and his firsthand experiences
with business executives, family members, and everyone in Part 1 introduces the concepts of the Character Ethic versus

between, The 7 Habits of Highly Effective People was an the Personality Ethic. Character Ethic embodies who a person

immediate hit, spending more than five years on the New York is on the inside, while Personality Ethic places the emphasis on

Times Best-Seller list. how a person appears on the outside. Covey's habits are
rooted in the Character Ethic, which ensures long-term
"Baffled" by his success, Covey often insisted the seven habits success.
described in his book were common-sense practices people
already knew but weren't willing to face on their own. Character and Personality Ethics are paradigms: theories or

Nevertheless he capitalized on his popularity and the public's models. Paradigms are the source of a person's behavior.

desire for guidance, following his hit book with a host of other Covey believes people are most effective and successful in life

titles, including, Principle-Centered Leadership (1990), First when they focus on principle-centered paradigms. A principle

Things First (1994), and The 8th Habit: From Effectiveness to is an unchangeable, natural law, such as honesty or fairness.

Greatness (2004), as well as several riffs on The 7 Habits of Aligning one's behavior with universal principles is more

Highly Effective People theme. effective than trying to change one's outward behavior. Real
change comes from within.

Covey's seven habits follow the Maturity Continuum, the first

Death and Legacy stage of which is dependence. People are born dependent on
others. Habits 1, 2, and 3 establish one's independence. Covey
In 1996 Covey was named one of Time magazine's most calls these the "Private Victory." Habits 4, 5, and 6, which
influential Americans, and in 2002 Forbes listed The 7 Habits Covey calls the "Public Victory," build on the first three habits
of Highly Effective People as one of the most influential to establish interdependence, or the acceptance that everyone
management books of all time. The book that started the and everything are interconnected. When one succeeds, all
empire has sold more than 25 million copies in at least 40 succeed. The seventh habit, "Renewal," helps one improve in all
languages around the world. areas of life and leads to greater effectiveness at work and at
home.
Covey died July 16, 2012, following complications from a
bicycle accident. With no interest in retirement, the 79-year-old Covey defines effectiveness as the "balance between
was working on a series of ten books showing how the seven production (P) and production capability (PC)." When these
habits can be effectively implemented across a variety of life elements are out of whack, relationships sour, goals go unmet,
stages and occupations. Some of that work, including Primary and happiness plummets.
Greatness (2015), has been published posthumously and
remains influential in professional settings and personal life.

Part 2: Private Victory

k Plot Summary Part 2 outlines Habits 1, 2, and 3. These habits build personal
independence.
The 7 Habits of Highly Effective People is divided into four
Habit 1: "Be Proactive" emphasizes the uniquely human ability
parts. Part 1 introduces the basic ideas behind author Stephen
to change a person's "social maps," or how a person thinks
R. Covey's methods. Parts 2, 3, and 4 provide detailed
about the world. Humans choose how they react to others and
explanations of the seven habits and how to use them in
to situations. Proactive people choose to take responsibility for
familial and professional settings.
their own lives and thus their own happiness. Everyone has a

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The 7 Habits of Highly Effective People Study Guide Plot Summary 6

Circle of Concern, or things they care about. Proactive people honest intentions builds trust, which builds stronger
worry only about things that fall within their Circle of Influence; relationships. In the end both parties are able to come to a
a smaller area within their Circle of Concern, the Circle of mutually beneficial agreement. If they can't, they decide to
Influence contains everything a person has the ability to forgo the deal altogether and thereby preserve their positive
change. The more one works within one's Circle of Influence, relationship.
the bigger it becomes, which means there are more things they
can change. Habit 5: "Seek First to Understand, Then to be Understood" is
the habit of good communication. The first step is to be an
Habit 2: "Begin with the End in Mind" asks readers to imagine empathic listener. Empathic listeners try to understand what
how they would like to be remembered at the end of their lives the other person is saying without casting their own biases,
and then think about the steps they can take now to ensure expectations, or experiences onto the speaker. Good
that happens. Covey recommends writing a Personal Mission communication is also about honesty, often requiring the
Statement, which combines one's goals with one's values. speakers to display their own vulnerabilities, even though such
Values, which are subjective, are different from principles, revelations can be uncomfortable. Trust occurs only when one
which are objective. Many people focus their lives on what they party is completely honest with the other party. Vulnerability
value most, be it a spouse, family, work, wealth, church, etc. and integrity are crucial parts of building lasting, positive
Covey believes it is better to focus on principles; this kind of relationships.
focus then allows equal division of attention among values.
Habit 6: "Synergy" further explains the outcome of win/win
Habit 3: "Put First Things First" is about self-management. situations. Synergy occurs when two or more parties work
There are many time management strategies out there, and together to create something greater than they could create
Covey is an advocate of fourth-generation time management. on their own. In short the sum of their efforts is greater than its
All tasks can be assigned to one of four quadrants of a chart: parts. Trust and cooperation are immensely important for a
Important and Urgent (Quadrant I), Important but Not Urgent synergistic outcome.
(Quadrant II), Urgent but Not Important (Quadrant III), and Not
Urgent and Not Important (Quadrant IV). Fourth-generation
time management focuses mostly on Quadrant II. Effective Part 4: Renewal
managers deal with urgent and important matters only when
they fall within their Circle of Influence and delegate tasks of The first half of Part 4 is dedicated to Habit 7, "Sharpen the
lower importance to other team members. By staying on top of Saw." Covey elaborates on the importance of taking care of
important issues and planning ahead, people can reduce the one's physical, mental, emotional, and spiritual self to increase
number of urgent crises. Fewer crises lead to a more balanced one's competence in each of the other six habits. He believes
life. regular exercise, prayer, enjoyment of "quality" literature, and
the formation of close relationships are key for the continued
practice of the other six habits. Renewal is an integral part of
Part 3: Public Victory maintaining the personal security and confidence in one's
principles that is necessary to practice habits of effectiveness.
Part 3 covers Habits 4, 5, and 6, which are key to As one's sense of self increases, so does one's understanding
interdependence. These three habits are about caring for and of each habit. This process forms an "upward spiral" wherein
about other people, and Covey emphasizes the importance of one gains a greater understanding of the habits as time goes
building strong relationships to guarantee future success. on.
Using the metaphor of an Emotional Bank Account, he explains
how positive and negative interactions affect relationships. The second half of Part 4 reiterates the need for taking an
inside-out approach to self-improvement. Covey reviews the
Habit 4: "Think Win/Win" is an extension of the Abundance basic ideas of Part 1, most notably humankind's ability to alter
Mentality, meaning there are enough resources for everyone to or even destroy old scripts, or patterns of behavior. He finishes
be successful. Wanting everyone, not just oneself, to succeed the main part of the text by explaining how his version of the
is a crucial part of successful negotiation. Conveying one's "correct principles" of life is rooted in religion.

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The 7 Habits of Highly Effective People Study Guide Part Summaries 7

right.
c Part Summaries Leaders who rely on Personality Ethic may succeed in the
short term but will not build the lasting, trusting relationships
of those who lead with the core values of character.

Foreword The Character Ethic and the Personality Ethic are examples
of social paradigms. A paradigm is a theory, model, or frame
of reference; it is the way an individual perceives and
understands the world. Personal paradigms can include a
Summary person's values or understanding of how things are and the
way they should be. They "are the source of our attitudes
The 7 Habits of Highly Successful People was first published
and behaviors."
in 1989. In this 2004 edition author Stephen R. Covey says
Covey likens paradigms to maps. Trying to drive in Chicago
his seven habits are not outdated but are more important
with a map of Detroit doesn't work. Neither does using the
than ever. In fact, the more the world changes, the more
wrong paradigm to address a situation. Sometimes
important the habits become.
paradigms must be adjusted before success can be
Some of the most common challenges people face are fear
achieved. This adjustment requires looking at a situation
and insecurity, the desire for instant gratification, blame and
from a different point of view, not merely a change in
victimization, hopelessness, life balance, personal benefits,
attitude or behavior.
the need to be understood, conflict and differences, and
Paradigm shifts often occur during or after a life-changing
personal stagnation.
experience; they are not necessarily instantaneous.
Principled solutions exist for every problem in modern
Principle-centered paradigms follow unbreakable natural
culture. These principles are defined later in the book.
laws; they are an "objective reality," like a lighthouse that
Covey concedes following his seven habits isn't easy, but
can't move out of the way of an oncoming ship. These
people can do so with thoughtful consideration about their
principles include fairness, integrity, honesty, human dignity,
actions and guiding principles.
service, potential, growth, patience, nurture,
encouragement, quality, and excellence. They can't be
argued. One's own life and views are like the maps; they are
Part 1, Inside-Out not the real "territory" and exemplify "subjective reality."
Principles are different from practices; principles are "deep,
fundamental truths that have universal application" whereas
Summary practices are "situationally specific." "Principles are
guidelines for human conduct."
Attempts to change one's attitude and behavior will not be Aligning one's personal paradigms with principle-centered
successful unless one's perception of the situation is in tune paradigms is far more effective than trying to change one's
with reality. behaviors and attitudes.
"True success and enduring happiness" are a result of
"basic principles of effective living." These principles are
referred to as the Character Ethic. The Character Ethic is Part 1, The Seven Habits-an
universal and includes traits such as humility, integrity,
justice, patience, courage, and trustworthiness. One's Overview
Character Ethic defines who a person is on the inside.
Since the early 20th century the Character Ethic has often
been overlooked in favor of the Personality Ethic, which
Summary
emphasizes the superficial over the internal. The Personality
Ethic encompasses public relations, influencing techniques,
One's character is a "composite of ... habits."
and power moves, as well as self-motivational maxims.
A habit is "the intersection of knowledge, skill, and desire."
People's choices are driven by what looks good, not what is
Knowledge is the paradigm, skill is the "how-to," and desire

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The 7 Habits of Highly Effective People Study Guide Part Summaries 8

is wanting to do it. All three are necessary in the formation define them as individuals: genetics, experience, and
and maintenance of habits. environment.
Life can be plotted on a Maturity Continuum. Individuals Because they have imagination, conscience, and
begin life as dependent on others for survival. Next is independent will, humans can choose to change their social
independence, when they are able to survive on their own. maps. Animals, however, respond to stimuli on the basis of
The end goal of the continuum is interdependence, when instinct or training.
they work in harmony with others for the greatest level of The first habit of success is proactivity. Covey defines the
success. term as taking responsibility for one's own life. Proactive
Dependence is the paradigm of you, independence is the people make value-based choices that result in
paradigm of I, and interdependence is the paradigm of we. contentment and/or success. They choose to be happy.
Most people assume independence is the ultimate goal in The opposite of proactivity is reactivity. Reactive people
life, but Covey believes interdependence maximizes one's allow their happiness and success to be determined by
potential both in business settings and in personal outside influences.
relationships, such as families. However, one must be Part of being proactive is taking initiative or taking action
independent before becoming interdependent; dependent without being asked to do so. People who take initiative are
people lack the strength of character for interdependence. less likely to be acted upon by others and therefore less
Habits 1, 2, and 3 focus on independence, which is the likely to be emotionally reactive to negative situations.
foundation for interdependence. According to Covey, Language plays an important role in how people view their
"private victories precede public victories." ability to handle a situation. Reactive language, such as
Habits 4, 5, and 6 are geared toward the "public victories" of "There's nothing I can do," turns into a self-fulfilling
interdependence. prophecy. People who say this eventually believe they can't
Habit 7 is the habit of "renewal," or continuous improvement do anything to change the situation. On the other hand,
in all dimensions of life. proactive people would say, "Let's look at our alternatives."
Covey defines effectiveness as the ability to "solve Reactive people are "driven by feelings," thereby abdicating
problems, maximize opportunities," and "integrate other responsibility for their actions. "Proactive people
principles in an upward spiral of growth." It lies in the subordinate feelings to values."
balance of P (production of desired results) and PC The things people care about fall within their Circle of
(production capability). Concern. Inside the Circle of Concern is a smaller circle, the
P/PC affects the three types of assets: physical, financial, Circle of Influence. Proactive people worry only about their
and human. Physical assets are material goods. Financial Circle of Influence, or the things they can control. Doing this
assets include income and investments. Human assets are makes their Circle of Influence expand.
relationships between two or more people. Reactive people focus on things within their Circle of
Upsetting or ignoring the P/PC balance can harm assets. Concern but outside their Circle of Influence. Concentrating
For example, pushing employees to produce more goods on things one cares about but can't control causes the
can result in physical or emotional damage. Conversely, not "Circle of Influence to shrink."
taking care of one's relationships within an office or family Every problem falls within one of three areas: direct control,
situation can cause strife and lower productivity. indirect control, and no control. Direct-control problems,
caused by one's own behaviors, can be solved by Habits 1,
2, and 3. Indirect-control problems, caused by other people,
Part 2, Habit 1 "are solved by changing [one's] methods of influence,"
explained in Habits 4, 5, and 6. Areas of no control, like the
past or things that can't be changed in the present, require

Summary a change of attitude from distress to acceptance.

To determine which circle a concern falls within, look for the
"haves" versus the "bes." The Circle of Concern contains
Self-awareness, or the ability to think about one's thought
"haves"; the Circle of Influence contains "bes," meaning the
process, is uniquely human.
things a person can do or can be. For example, a person
People are affected by three separate "social maps" that

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The 7 Habits of Highly Effective People Study Guide Part Summaries 9

who is having a difficult time at work might say, "If I had a which encompasses the most important values.
better boss." The person cannot change the boss's Core values, forming the center of a person's life, affect
personality or character, so they are speaking about one's security, or identity, and personal strength; guidance,
something outside their Circle of Influence. A proactive or direction in life; wisdom; and power, or ability to
approach to the same problem would be "I can be a leader accomplish things. Security, guidance, wisdom, and power
in my department." This response focuses on things one are interdependent. As one element grows stronger, so do
can control. the others.
Even proactive people make mistakes. They acknowledge People knowingly or unknowingly focus on eight commonly
them, correct them, and learn from them. They do not blame held centers, or paradigms: spouse, family, money, work,
others or rationalize/justify the actions and thoughts that possessions, friend/enemy, church, and self.
led to the mistake. To be truly effective, one must shift focus from one of the
Proactive people make and keep commitments to eight categories and focus instead on principles. Principles
themselves and to others. are unchanging "deep, fundamental truths, classic truths,
generic common denominators." A principled center allows
the other categories (spouse, family, money, work,
Part 2, Habit 2 possessions, friend/enemy, church, self) equal stature in
one's Circle of Concern. No one person or entity holds more
power than another.

Summary If one's life were a computer, "Habit 1 says, 'You are the
programmer.'" Habit 2 says, "Write the program." The
program is one's mission statement.
People should always act in accordance with the image of
Affirmations and visualizations can help change behavior
themselves they wish to leave at the end of their lives. This
and reactions to work in harmony with one's values.
goal helps ensure day-to-day actions do not violate people's
Covey explains basic left brain/right brain theory: the left
most important values.
brain governs logic and verbal activity, or analysis; the right
Covey says "all things are created twice," first as a mental
brain governs intuition and images, or synthesis.
image, then as a reality. The first creation is one's blueprint,
The creative right brain and its capacity to visualize are
or plan for the future. The first creation can be established
important in creating a mission statement.
through outside forces—outside the Circle of Influence, like
Naming personal and professional goals—outcomes rather
other people's opinions—or it can be established by the
than activities—will help an individual achieve desired
individual. Effective people do the latter.
outcomes. Goals can also help lay the foundation of a
Covey explains further, "Habit 1 says, 'You are the creator.'
personal mission statement.
Habit 2 is the first creation."
Families and organizations can benefit from mission
Habit 2 is all about leadership. A leader asks, "What are the
statements, too.
things I want to accomplish?"
Leadership is the precursor to management. Without
leadership, managers cannot succeed. This quotation
explains the difference: "Management is doing things right; Part 2, Habit 3
leadership is doing the right things."
Becoming self-aware means getting rid of the old "scripts,"
or paradigms, and using "imagination and creativity to write Summary
new ones that are more effective" and in line with one's
values. Habit 3 is the physical manifestation of Habits 1 and 2. It is
Writing a personal mission statement is a good way to all about self-management, which hinges on independent
record a person's values and what that person wishes to do will. One must act instead of being acted upon.
in life. Mission statements can vary widely depending on the Different time management strategies like checklists,
individuals, their values, and their goals. A mission statement calendars, and prioritizing made popular over the years have
springs from the center of a person's Circle of Influence, ignored the most important issue, which is "not to manage

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The 7 Habits of Highly Effective People Study Guide Part Summaries 10

time, but to manage ourselves." To do this requires focusing a more vested interest in the outcome of the project and
on relationships and results. guarantee of success. The delegator, however, must
Imagine sorting a to-do list into a four-quadrant chart. establish and explain guidelines, resources, methods of
Quadrant I is everything that's important and urgent. accountability, and consequences.
Quadrant II is everything that's important but not urgent.
Quadrant III includes things that are urgent but not
important, and Quadrant IV is reserved for tasks neither Part 3, Paradigms of
urgent nor important.
Most people spend all their time in Quadrant I, handling Interdependence
crises and deadlines. This behavior is ineffective and leads
to a constant state of panic.
People who focus entirely on Quadrants III and IV "basically
Summary
lead irresponsible lives." They neglect important work in
favor of time wasters and pleasurable activities.
Effective interdependence can exist only "on a foundation
Spending the bulk of one's time in Quadrant II is the best
of true independence." This means one needs to practice
way to manage time effectively. Quadrant II is where one
Habits 1, 2, and 3 successfully before moving to Habits 4, 5,
builds relationships, plans for the future, and prevents
and 6.
crises. This is where the "first things" in "first things first" are
Every relationship has what Covey calls an "Emotional Bank
located.
Account," or an accumulation of goodwill. Positive
People just beginning to focus their efforts on Quadrant II
interactions, whether lending a helping hand or just listening,
must say "no" when it comes to requests from Quadrants I,
make deposits in the account. Withdrawals stem from
III, and IV. Declining requests may mean missing out on
negative interactions, such as overreactions and disrespect.
something entertaining or interesting, but in the long run the
Relationships with more withdrawals than deposits lack
investment in Quadrant II will pay off.
trust, intimacy, and understanding; these types of
A weekly planning tool can help people focus on Quadrant II
relationships soon disappear from one's Circle of Influence.
goals. Covey says, "The key is not to prioritize what's on
Deposits can be made in six ways: understanding the
your schedule, but to schedule your priorities." Covey has
individual, being mindful of "little kindnesses and courtesies,"
created such a planner, but other planners can be adapted
keeping commitments, clarifying expectations, showing
to individual needs.
personal integrity, and apologizing for withdrawals.
Organizing the week begins by identifying the various roles
Deposits of unconditional love—love that expects nothing in
one plays, such as student, employee, parent, etc. Covey
return—help people feel secure and validate their worth,
advises selecting one or two goals for each role and then
identity, and integrity.
scheduling them, reviewing the schedule each morning, and
Every problem is an opportunity to build a relationship.
making changes as needed.
Covey calls his method of self-management a "fourth-
generation tool." It differs from other theories of self-
management because it is principle centered, conscience
Part 3, Habit 4
directed, tailored to one's mission, helps provide balance in
life, and "gives greater context through weekly organizing."
Delegation is an important part of time management. Summary
Instead of micromanaging the person to whom work is
There are six paradigms of human interaction: Win/Lose,
delegated, the delegator should strive for "stewardship
Lose/Win, Lose/Lose, Win, Win/Win, and Win/Win or No
delegation," which is "focused on results instead of
Deal.
methods." The person to whom the job has been delegated
With Win/Lose one party succeeds at the expense of
can do whatever is needed to achieve the desired results.
another; it is an authoritarian approach. As Covey says,
Stewardship delegation requires trust from both parties. It
people who advocate Win/Lose methods of leadership are
turns the delegated individual into a boss and thus provides
saying, "'I get my way; you don't get yours."

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The 7 Habits of Highly Effective People Study Guide Part Summaries 11

Lose/Win is the style of the peacemaker. One party is

willing to "be the nice guy" and give up their desires so Part 3, Habit 5
someone else can be successful. This method can lead to
resentment on the part of the "loser." Over time resentment
can lead to emotional and physical health problems, not to Summary
mention strained relationships.
With Lose/Lose two Win/Lose parties butt heads. Focused Covey says communication is "the most important skill in
on harming one another, they forget their initial goal. Covey life," but most people don't know how to do it well,
says this "is the philosophy of adversarial conflict, the particularly when it comes to listening. Listening is the first
philosophy of war." Lose/Lose is also the mindset of "the skill in Habit 5.
highly dependent person without inner direction who is Good listeners are empathic, meaning they vicariously
miserable" and wants everyone else to feel the same way. experience the thoughts and feelings of someone else.
Win may be the most common form of negotiation: what They are doing more than simply waiting for their turn to
happens to the other party is unimportant. speak; they want to understand what the other person is
Win/Win is the goal of effective leaders. Based on the saying and feeling.
cooperative desire for everyone to succeed, it ensures both Many people fall into the habit of projecting their own
parties come to a mutually beneficial agreement. In this experiences onto the other person. This isn't helpful
scenario everyone wins, though the outcome may not look because it makes the speaker feel misunderstood.
exactly like the initial goals. Empathic listening is one of the best ways to make deposits
Win/Win or No Deal is a "higher expression" of Win/Win. in one's Emotional Bank Account. It gives the speaker what
Both parties agree ahead of time to walk away with no hard Covey refers to as "psychological air," which is the
feelings if they can't come to a mutually beneficial solution. understanding and acceptance that are key to
This approach allows transparency and openness between psychological survival.
the parties and thus builds trust. An empathic listener reiterates the other person's point of
Win/Win employs character, relationships, and agreements, view aloud to make sure the listener understands. Only then
which are built on a foundation of support systems and does the listener offer suggestions or advice, but in many
processes. cases, it won't be necessary. Hearing one's views restated
Character is comprised of integrity, maturity, and an by another party can help clarify an idea and help the
"abundance mentality"—the concept there is enough person figure out what to do.
success to go around. The second skill in Habit 5 is to "be understood." According
Relationships rely on positive balances in the Emotional to Covey "seeking to understand requires consideration;
Bank Account. The positive balance enhances the credibility seeking to be understood takes courage."
and trust necessary for a Win/Win outcome. Being understood is all about one's presentation of ethos,
Agreements specify guidelines, resources, desired results, pathos, and logos, in that order. Ethos is one's "personal
accountability measures, and consequences if goals aren't credibility," which determines how much trust the other
met. Like stewardship delegation (Part 2, Habit 3: Put First party has in the presenter. Pathos is the "alignment with the
Things First), Win/Win performance agreements should emotional thrust of another person's communication." Logos
focus on results, not methods. is logic and reasoning.
Supporting systems must reward only Win/Win. Sales Covey argues it is impossible to make an effective
contests, popular in retail avenues, reinforce a Win/Lose presentation if one party mistrusts the integrity and
mentality. It is better for people to compete against goals intentions of the other. This is why character and openness
they set for themselves than against each other. Covey are so important. Showing vulnerability is the part of being
emphasizes, "the spirit of Win/Win cannot survive in an understood that requires courage.
environment of competition and contests."

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The 7 Habits of Highly Effective People Study Guide Part Summaries 12

Part 3, Habit 6 Part 4, Habit 7

Summary Summary
Covey defines synergy as the whole being greater "than the Habit 7 is about taking care of one's physical, spiritual,
sum of its parts." It means "one plus one equals three or mental, and social/emotional needs. Caring for oneself is at
more." the center of the Circle of Influence and must be done by
In practice synergy is creative cooperation between two or the individual.
more parties to come to a mutually beneficial arrangement The physical dimension is about the physical body and
and is the "essence of principle-centered leadership." includes regular exercise, proper nutrition, and adequate
Synergistic relationships embrace and build on different sleep. This dimension prompts one to be proactive in the
ideas and viewpoints. care of one's body, thereby boosting self-esteem and self-
Trust and cooperation are necessary for synergy to occur. confidence, both of which are necessary for Habits 1–3.
When levels of trust and cooperation between two parties The spiritual dimension "provides leadership to your life"; it
are low, such as in Win/Lose or Lose/Win situations, the is the core of a person's existence. This need can be met
relationship is defensive. Each party is worried only about its through organized religion, independent practice of religion,
own interests. or even music, literature, or nature. The point is to connect
When levels of trust and cooperation are at a respectful, regularly with core values and motives; such connection
middling level, compromise occurs. Compromise may be brings a sense of inner peace, which is necessary to
acceptable, but it's not the best solution; it's a low-level achieve the public victories of Habits 4–6.
Win/Win. The hallmark of a higher Win/Win mindset is high The mental dimension encourages continued education
levels of trust and cooperation. outside of school. "Quality literature" expands the mind and
Successful synergistic relationships start with two or more hones critical thinking skills. Covey recommends classic
conflicting goals in mind. Parties work together to find the novels, National Geographic, and autobiographies.
"third alternative," which is "a solution that is mutually The social/emotional dimension helps with the interpersonal
beneficial and is better than what either [party] originally relationships of Habits 4–6. Covey recommends "helping
proposed" and is more of a transformation than a other people in a meaningful way" to develop one's own
transaction. sense of personal security. Investing in other people's
Covey believes "the key to interpersonal synergy is Emotional Bank Accounts is a source of fulfillment for the
intrapersonal synergy," or the synergy within oneself. Having investor and a self-confidence boost for the investee.
intrapersonal synergy requires the foundation of Habits 1–5. "Sharpening the saw" is a Quadrant II activity, important but
Synergy is particularly helpful in breaking through "force not urgent, and therefore should be done every day. Covey
fields." A force field is a state of equilibrium caused by "the recommends dividing one's attention among the four
driving forces that encourage upward movement and the dimensions equally.
restraining forces that discourage it." Driving forces are All four dimensions are interconnected. When one improves
positive, like reason and logic. Restraining forces are often in one area, improvements are simultaneously seen in
negative, like emotions and unconscious biases. They are another, thus creating an "upward spiral" of growth and
the cause of the common lament that things can't be change.
changed: it's just the way they are.
A synergistic relationship breaks down these barriers by
allowing people to talk about restraining forces and turn Part 4, Inside-Out Again
them into driving forces. The key is open, honest
communication and a willingness to be vulnerable, as taught
in Habit 5.

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The 7 Habits of Highly Effective People Study Guide Part Summaries 13

subjective. The values one feels strongest about guide one's

Summary behavior. Covey believes people should value principles
above all else.
Deep and meaningful relationships are built upon open,
The seven habits are universal. No matter a person's
honest, and sometimes difficult conversations. Unfettered
country of origin, religion, or culture, everyone shares the
exchange of information and feelings can illuminate the
same principles of justice, responsibility, integrity, respect,
roots of deep-seated convictions and emotions, thus
and communication. The way people practice the principles
allowing people to gain better understanding of one
may differ, but the principles themselves remain the same.
another.
Multigenerational families have the opportunity to learn from
one another's experiences and provide support when the
traditional family structure (such as parent and child) isn't
Appendix A: Possible
working.
Scripts, or the way one thinks and acts, can be changed.
Perceptions Flowing out of
For example, abuse in childhood doesn't mean abused
children have to abuse their own children. They can serve as
Various Centers
a "transition" person and break the cycle of abuse by
rewriting their own script.
Covey's "personal conviction" about the "source of correct Summary
principles" is rooted in religion. "Correct principles are
natural laws" created by God. Humans are incapable of Appendix A is to be used in concert with Part 2, Habit
perfection, but when they follow "correct principles, divine 2|Begin with the End in Mind|Private Victory.
endowments will be released" within their nature. This multipage chart identifies how a person's alternative,
non-principle-based center affects each area of their life.
For example, a person who is spouse centered sees

Afterword pleasure as a "mutual, unifying activity," or as being

unimportant. A person who is work centered sees pleasure
as a "waste of time" or as an interference.

Summary
More than a decade after the original publication of The 7
Appendix B: A Quadrant II Day
Habits of Highly Effective People, Covey says he wouldn't
change anything about his methods or recommendations.
at the Office
The principles themselves are timeless and apply just as
much in the 21st century as they did when Covey began
practicing them in the 1970s. Summary
Covey's follow-up book, The 8th Habit: From Effectiveness
to Greatness (2005) tacks on one additional habit that Covey sets forth a hypothetical to-do list for a manager's
stems directly from the Information Age: "Find Your Voice workday. The list names each activity to be accomplished,
and Inspire Others to Find Theirs." This habit means striving as well as an estimate of how long it will take.
toward "passionate optimization," fulfillment, greatness, and People who follow third-generation time management rules
contribution (or voice, what Covey refers to as "the higher would prioritize each task in order of urgency and
reaches of human genius and motivation") in yourself and importance, then tackle the most urgent or important item
helping others find their voice as well. first, followed by the next most important item on the list.
People often confuse values and principles. Principles are Anything uncompleted at the end of the day they leave for
"natural laws" that control the consequences of one's tomorrow.
actions. They are objective, or unbiased. Values are While effective for completing urgent and important tasks,
third-generation time management doesn't allow managers

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The 7 Habits of Highly Effective People Study Guide Quotes 14

the time and freedom to lead their teams. Instead of deeper: not merely to evaluate the problem but to observe the
planning ways to improve the organization's future, they are way they look at the problem. Is there more to it than meets
stuck putting out metaphorical fires in the present. the eye? Is the person addressing the problem the real cause
Fourth-generation time management addresses these of the problem? Such introspection can be difficult and even
problems. It focuses on Quadrant II, the things that are unflattering, but it is the only way to find long-term solutions.
important but not urgent.
Covey says the manager in this hypothetical situation
should delegate several of the tasks on the to-do list to a "Our response to what happens to
secretary or other team members, thus allowing the
manager time to work on "big picture" tasks, like preparing us ... hurts us."
for future meetings and building relationships with
superiors. — Part 2, Habit 1
Covey also suggests the manager take the lead in making
stakeholder meetings more efficient and productive. By
Humans have the ability to choose how to respond to any
proactively working within the manager's own Circle of
situation. How one views the world depends on one's attitude,
Influence—in this case, the company's board of
and a positive attitude comes from a sense of responsibility.
directors—the manager can positively impact the rest of the
Taking ownership of a situation instead of laying blame can
team.
turn a negative situation into a positive outcome.

g Quotes "Correct maps enable us to ... see

where ... to go and how to get
"What we are communicates far
there."
more eloquently than anything we
say or do." — Part 2, Habit 2

— Part 1, Inside-Out Covey views paradigms, or theories and models, as roadmaps.

One can follow the map down to the smallest detail, but if the
map itself is wrong the destination will never be within reach.
Covey believes a person's inner self, which he refers to as the
Getting to the right place often requires shifting paradigms
Character Ethic, is more important than one's outer
before starting the journey. People should look at the situation
presentation, or the Personality Ethic. Aligning oneself with
from a new point of view or examine it through the lens of a
core universal principles automatically changes one's behavior
different value.
and self-confidence and, consequently, inspires others' trust.

"An effective goal focuses

"The way we see the problem is
primarily on results rather than
the problem."
activity."
— Part 1, Inside-Out
— Part 2, Habit 2

Many people are content with the quick fix and deal
superficially with problems. Whatever appears to be the Concrete goals provide a sense of place within the process of
problem is the problem. Covey encourages readers to go achievement. For example, Covey would consider "Write 30

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The 7 Habits of Highly Effective People Study Guide Quotes 15

minutes per day" to be a weak goal. It is activity based, and it relationships. It is hard to build trust with one person while
will be difficult to determine if any progress has been made. A badmouthing another. Even if the speaker and the listener have
better goal would be "Write 35 pages by Friday at noon." This a good relationship, the listener will wonder what the speaker
goal tells the goal-setter exactly what to do and provides a says about them when they're not around. These kinds of
benchmark against which progress can be measured. It also thoughts breed distrust, which damages relationships.
tells the goal-setter when the goal has been completed.

"Every P problem is a PC
"The key is not to prioritize what's
opportunity."
on your schedule, but to schedule
your priorities." — Part 3, Paradigms of Interdependence

— Part 2, Habit 3 P stands for production of desired results; PC stands for

production capability. Effectiveness lies in the balance
between the two. A problem with production, such as
Covey is an advocate of weekly planning. Instead of listing
overworked employees or family squabbles, becomes an
every task to be done and then prioritizing the items by
opportunity to improve production capability. Such
importance, he believes it is better first to schedule the things
improvement often can be done by making deposits in one's
that are the most important and then fill in the schedule around
Emotional Bank Account, which means using positive
them. Scheduling this way ensures a specific time slot for all
interactions as the basis to effect change.
the "must-dos."

"Being influenceable is the key to

"Interdependence is a choice only
influencing others."
independent people can make."
— Part 3, Habit 5
— Part 3, Paradigms of Interdependence

Habit 5 is all about listening and being understood. When one

Interdependence means individuals working with others to
takes the time to listen and understand another person's
achieve a common goal. Interdependent relationships are
feelings, they begin to empathize with that person. This sense
possible only when each party has acquired the self-respect
of empathy influences the listener and provides information
that comes from Habits 1, 2, and 3, which together form the
with which to work toward a common goal, ultimately
basis of independence. Individuals cannot have deep,
expanding the listener's Circle of Influence.
meaningful relationships with others until they have that same
relationship with themselves.

"One plus one equals three or

"Be loyal to those who aren't more."
present."
— Part 3, Habit 6

— Part 3, Paradigms of Interdependence

Synergy is the coming together of two or more parts to create
something greater than the result of what each part would
Trust is the foundation of successful interdependent
produce on its own. Thus the sum is greater than its parts.

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The 7 Habits of Highly Effective People Study Guide Glossary 16

correct principles.
"To keep progressing, we must
learn, commit, and do—learn,
commit, and do." "What is common sense is not
always common practice."
— Part 4, Habit 7
— Afterword
Covey sees the seven habits not as a circle but as an upward
spiral. The Renewal process is what keeps one moving upward. Covey doesn't claim to be a self-help guru or a business
The more individuals replenish their physical, mental, spiritual, genius. The habits he promotes are generally common sense,
and emotional health, the more they are able to learn about and many come naturally to humankind. That's probably why
themselves. The more they learn about themselves, the more they're so often overlooked. People often want a quick fix or
capable they are in establishing and maintaining the latest method for solving problems and thus overlook the
interdependent relationships. The longer the habits are tools they already have within. Covey claims little credit for the
practiced, the more effective they become. methods detailed in his book; he simply points out what people
already know.

"The key to both our growth and

happiness is how we use that
m Glossary
space."
Character Ethic (n) the idea of basic principles as the key to
— Part 4, Inside-Out Again effective living. The Character Ethic is formed by integrity,
humility, fidelity, justice, patience, industry, and other similar
virtues.
Covey once read there is "a gap or a space between stimulus
and response." The way one chooses to approach that space, conscience (n) one's inner sense of right and wrong
either from a positive or negative viewpoint, affects overall
happiness. Covey believes personal satisfaction and determinism (n) the belief all events happen outside the will of
contentment are rooted in the positive, proactive choices made an individual, often leading to the implication that because they
in response to all stimuli. cannot control events, individuals are not responsible for their
actions

empathic (adj) capable of understanding or vicariously

"Is it popular (acceptable, political), experiencing the feelings of another person
or is it right?"
initiative (n) a beginning step of action

— Afterword integrity (n) one's adherence to a code of moral values

Maturity Continuum (n) a series of life stages that begins with

Covey uses this question to determine whether an action taken dependence, moves to independence, then reaches
is based on correct principles or something else. If one does interdependence
something because it's "right," then they are following their
principles. If they are doing something because others will like Mormon (adj) pertaining to members of The Church of Jesus
it or because it makes them look good, they should shift their Christ of Latter-day Saints.
paradigm and look at the situation again through the lens of
P/PC (n) the relationship between production of desired

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The 7 Habits of Highly Effective People Study Guide Suggested Reading 17

results (P) and production capability (PC). Covey says Stephen R. Covey?" Fortune, Time, 12 Dec. 1994.
effectiveness lies within the balance of these related forces.
"Stephen R. Covey, RIP." The Economist, 21 July 2012.
paradigm (n) a philosophical and theoretical framework or
model

Pareto Principle (n) a maxim describing the unequal

relationship between input and output. Named after economist
Vilfredo Pareto, and known also as the 80/20 Rule, it states 80
percent of output stems from just 20 percent of input.

Personality Ethic (n) the notion that success is a function of

personality. Adherents to this model believe attitude and
outward behavior are more influential than inner character.

proactive (adj) acting in advance to resolve future problems or

meet needs

Pygmalion effect (n) the notion that positive expectations

positively influence performance whereas negative
expectations negatively influence performance

self-fulfilling prophecy (n) a prediction that becomes true

because of an expectation that it will

success literature (n) 18th-century term for nonfiction texts

that provide guidelines for improving one's inner character.

synergy (n) an interaction of two or more elements with the

outcome greater than the mere combination of its parts

e Suggested Reading
Chambers, V., and C. Kalb. "Bonding Business." Newsweek, vol.
130, no. 14, 1997, p. 58.

Covey, Stephen R. The 8th Habit: From Effectiveness to

Greatness. Simon, 2014.

Covey, Stephen R. How to Develop Your Personal Mission

Statement. Grand Harbor, 2013.

Covey, Stephen R. The 7 Habits of Highly Effective People

Personal Workbook. Touchstone, 2004.

Gray, Albert E. N. The Common Denominator of Success.

Executive, 2008.

Smith, Timothy K., and Ani Hadjian. "What's So Effective About

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