The 7 Habits of Highly Effective People

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= How to achieve habits =
 
= How to achieve habits =
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== The Habit Loop ==
  
 
[[File:TheHabitLoop.png|300px|thumb|right| The Habit Loop <ref name="Duhigg"> Duhigg, C. (2012). The power of habit: Why we do what we do in life and business. New York: Random House. </ref> (pp. 312-322)]]
 
[[File:TheHabitLoop.png|300px|thumb|right| The Habit Loop <ref name="Duhigg"> Duhigg, C. (2012). The power of habit: Why we do what we do in life and business. New York: Random House. </ref> (pp. 312-322)]]
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== Adopt The 7 Habits ==
  
 
'''1: Be Proactive:'''  
 
'''1: Be Proactive:'''  
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== Suggestion how to implement the tool in project management ==
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== Implementing The 7 Habits in Project Management ==
  
 
<ref name="Carlone"> Carlone, D. (2001). Management Communication Quarterly. Enablement, Constraint, and the 7 Habits of Highly Effective People, 14(3), 491-497. doi:10.1177/0893318901143007. </ref> (pp. 493-496).
 
<ref name="Carlone"> Carlone, D. (2001). Management Communication Quarterly. Enablement, Constraint, and the 7 Habits of Highly Effective People, 14(3), 491-497. doi:10.1177/0893318901143007. </ref> (pp. 493-496).

Revision as of 12:05, 27 February 2021

Created by Lena Maria Thyen (s202969)

Contents

Abstract

The skills and competences of a project manager are crucial for a project to succeed. Besides technical project management skills and strategic and business management skills, a successful and effective project manager is also characterized by leadership skills and competences. Some of the most important leadership skills, qualities and competences include: being optimistic and positive, being collaborative, being able to managing relationships and conflicts, asking and listening, being a problem solver, being a life-long learner who is results- and action-oriented, being able to focus on the important things, being able to have fun and share humor effectively with team members [1] (pp. 51-62). These skills and competences are discussed in the personality development book The 7 Habits of Highly Effective People, which the American author Stephen Covey wrote in 1990. Covey describes an inside-out approach that focuses on character ethics rather than personality ethics. According to Covey, personal and professional success is going to be achieved by adopting these seven habits: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand, then to be understood, 6) synergize, 7) sharpen the saw. When implementing these habits into the character, three stages 1) dependence, 2) independence and 3) interdependence are passed in succession, which Covey describes as the maturity continuum. The fact that these skills and competences can be trained as habits and thus be integrated into the character enables employees and thus companies to achieve increased effectiveness in project management through the use of this personality development tool [2].


The 7 Habits of Highly Effective People

Steps and progress of the 7 habits of highly effective people (own creation, based on reference: [2] )

1: Be Proactive: [2] (pp. 31-44)

2: Begin with the End in Mind: [2] (pp. 45-73)

3: Put First Things First: [2] (pp. 73-90)

4: Think Win-Win: [2] (pp. 102-119)

5: Seek First to Understand, Then to Be Understood: [2] (pp. 119-133)

6: Synergize: [2] (pp. 133-146)

7: Sharpen the Saw: [2] (pp. 133-146)

The role of a project manager and the importance of it’s competences / habits

The PMI Triangle [1](p. 57).



Leadership skills / competences needed in project management learned by adopting the corresponding habit (Own creation, based on references: [1] pp. 56-62 ; [2] pp. 31-158)
Habits

1 to 7

Leadership skills / competences
1: Be Proactive
  • Being a life-long learner who is results- and action-oriented.
2: Begin with the End in Mind
  • Being a visionary (e.g., help to describe the products, goals, and objectives of the project. Be able to dream and translate those dreams for others).
  • Being able to apply critical thinking (e.g., application of analytical methods to reach decisions) and identify him or herself as a change agent.
3: Put First Things First
  • Being able to focus on the important things, including:
- Continuously prioritizing work by reviewing and adjusting as necessary.
- Finding and using a prioritization method that works for them and the project.
- Differentiating high-level strategic priorities, especially those related to critical success factors for the project.
- Maintaining vigilance on primary project constraints.
- Remaining flexible on tactical priorities.
- Being able to sift through massive amounts of information to obtain the most important information.
4: Think Win-Win
  • Being respectful (helping others retain their autonomy), courteous, friendly, kind, honest, trustworthy, loyal, and ethical.
  • Exhibiting integrity and being culturally sensitive, courageous, a problem solver, and decisive.
  • Giving credit to others where due.
5: Seek First to Understand, Then to Be Understood
  • Being able to communicate by:
- Spending sufficient time communicating (research shows that top project managers spend about 90% of their time on a project in communicating).
- Managing expectations.
- Accepting feedback graciously.
- Giving feedback constructively.
- Asking and listening.
6: Synergize
  • Being collaborative.
  • Being able to build effective teams, be service-oriented, and have fun and share humor effectively with team members.
  • Managing relationships and conflicts by:
- Building trust.
- Satisfying concerns.
- Seeking consensus.
- Balancing competing and opposing goals.
- Applying persuasion, negotiation, compromise, and conflict resolution skills.
- Developing and nurturing personal and professional networks.
- Taking a long-term view that relationships are just as important as the project.
- Continuously developing and applying political acumen.
7: Sharpen the Saw
  • Being optimistic and positive.
  • Being well-balanced.
  • Having a holistic and systemic view of the project, taking into account internal and external factors equally.

How to achieve habits

The Habit Loop

The Habit Loop [3] (pp. 312-322)

Adopt The 7 Habits

1: Be Proactive: [2] (pp. 31-44)

2: Begin with the End in Mind: [2] (pp. 45-73)

3: Put First Things First: [2] (pp. 73-90)

4: Think Win-Win: [2] (pp. 102-119)

Time Management Matrix [4]


5: Seek First to Understand, Then to Be Understood: [2] (pp. 119-133)

6: Synergize: [2] (pp. 133-146)

7: Sharpen the Saw: [2] (pp. 133-146)


Implementing The 7 Habits in Project Management

[5] (pp. 493-496).

Limitations

Conclusion

Annotated Bibliography

Project Management Institute (Ed.). (2013). A guide to the project management body of knowledge (PMBOK® guide) - 5th Edition. Newtown Square, Penn.: Project Management Institute.

This book provides the fundamentals of project management with focus on performing projects with effective collaboration and the most valuable knowledge on a wide range of projects. The as best recognized practice for project managers are collected in this book and gives project managers the essential tools to practice project management and deliver organizational results.


Bernacer, J., & Murillo, J. I. (2014). The Aristotelian conception of habit and its contribution to human neuroscience. Frontiers in Human Neuroscience, 8. doi:10.3389/fnhum.2014.00883.

This journal gives an in-depth knowledge and understanding of how habits and human neuroscience are linked. It provides a good understanding what habits are and how they are composed.


R. L., Kliem (2008). Effective communications for project management. New York: Auerbach Publications. doi:https://doi.org/10.1201/9781420062489.

This book provides guidelines for effective communication in project management. Tools for active and effective listening are presented which could be interesting as these can help to implement habit number 5: Seek First to Understand, Then to Be Understood of the 7 habits of highly effective people.


Barrett, D. (2013). Leadership communication 4th Edition. New York: McGraw-Hill Education.

This book is about high effective and productive communication for leaders. It provides theoretical background and guidelines how to gain appropriate communication skills which are relevant for leaders.


Maylor, H. (2010). Project Management. Harlow: Financial Times Prentice Hall.

This book is about fundamentals of project management. It provides a deep insight into effective leadership, team management and explains the importance of different roles in a high performing group with focus on different types of projects and situations.


Wisdom For Life (Director). (2018, January 07). The 7 Habits of Highly Effective People Summary [Video file]. Retrieved February 20, 2021, from https://www.youtube.com/watch?v=WFc08j9eorQ&t=4s. and Wisdom For Life (Director). (2018, January 07). The 7 Habits of Highly Effective People Summary (part 2) [Video file]. Retrieved February 20, 2021, from https://www.youtube.com/watch?v=5LbCRx1UbWY&t=1s.

In these videos (part 1 and part 2) the essential principle behind The 7 habits of highly effective people by Covey is given in an easily understandable way to get an overview of this personality development tool.

References

  1. ↑ 1.0 1.1 1.2 Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management
  2. ↑ 2.00 2.01 2.02 2.03 2.04 2.05 2.06 2.07 2.08 2.09 2.10 2.11 2.12 2.13 2.14 2.15 2.16 Covey, S. R. (1990). The 7 habits of highly effective people. New York, USA: Fireside.
  3. ↑ Duhigg, C. (2012). The power of habit: Why we do what we do in life and business. New York: Random House.
  4. ↑ First things first (book). (2020, November 17). Retrieved February 27, 2021, from https://en.wikipedia.org/wiki/First_Things_First_(book)
  5. ↑ Carlone, D. (2001). Management Communication Quarterly. Enablement, Constraint, and the 7 Habits of Highly Effective People, 14(3), 491-497. doi:10.1177/0893318901143007.

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