The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
Stephen R. Covey
Format: PDF / Kindle (mobi) / ePub
This twenty-fifth anniversary edition of Stephen Covey’s cherished classic commemorates the timeless wisdom of the 7 Habits.
One of the most inspiring and impactful books ever written, The 7 Habits of Highly Effective People has captivated readers for 25 years. It has transformed the lives of Presidents and CEOs, educators and parents— in short, millions of people of all ages and occupations.
respect. I came to realize that Sandra wasn't talking about appliances; she was talking about her father, and about loyalty -- about loyalty to his needs. I remember both of us becoming tearful on that day, not so much because of the insights, but because of the increased sense of reverence we had for each other. We discovered that even seemingly trivial things often have roots in deep emotional experiences. To deal only with the superficial trivia without seeing the deeper, more tender issues is
deeply and honestly, "I am what I am today because of the choices I made yesterday," that person cannot say, "I choose otherwise." Once in Sacramento when I was speaking on the subject of Proactivity, a woman in the audience stood up in the middle of my presentation and started talking excitedly. It was a large audience, and as a number of people turned to look at her, she suddenly became aware of what she was doing, grew embarrassed and sat back down. But she seemed to find it difficult to
of "active," "inactive," "liberal," "orthodox," or "conservative." Because the church is a formal organization made up of policies, programs, practices, and people, it cannot by itself give a person any deep, permanent security or sense of intrinsic worth. Living the principles taught by the church can do this, but the organization alone cannot. Nor can the church give a person a constant sense of guidance. Church-centered people often tend to live in compartments, acting and thinking and feeling
decided to relax and get out of his way and let his own personality emerge. We saw our natural role as being to affirm, enjoy, and value him. We also conscientiously worked on our motives and cultivated internal sources of security so that our own feelings of worth were not dependent on our children's "acceptable" behavior. As we loosened up our old perception of our son and developed value-based motives, new feelings began to emerge. We found ourselves enjoying him instead of comparing or
experience Sandra and I had with our son was a slow, difficult, and deliberate process. The approach we had first taken with him was the outgrowth of years of conditioning and experience in the personality ethic. It was the result of deeper paradigms we held about our own success as parents as well as the measure of success of our children. And it was not until we changed those basic paradigms, quantum change in ourselves and in the situation. In order to see our son differently, Sandra and I had