Saturday, July 2, 2011
Imagine for a moment that you step back in time and are a hunter and a gatherer of food. Each day you go out with a bow and arrow, wait patiently, make a kill and provide for your family. As generations pass, the agricultural age comes up and you have a neighbour who is into farming. You instantly notice that his produce is almost 50 times more than what you can do as a hunter and gatherer. Now, if he persuaded you to become a “farmer”, what would your response be? You would see him go out to the field, scratch the soil, plant some seeds, watering the soil, removing weeds and so on, but you see no output immediately (unlike hunting). But eventually, you take notice of his yield, fifty times greater than yours. What would you do? You would likely say to yourself “ Even if wanted to become one, I just don't have the required skill sets. ” Now your farmer neighbour is making a lot of money and sending his kids to school to give them bigger opportunities. Little by little, you go through the intense learning process of becoming a farmer. You raise your children and grandchildren to be farmers. This is what happened in our earlier generations. This procedure led to the downsizing of hunters and gatherers by 90 % ; they lost their jobs. Several years pass, and then comes the industrial age. People build factories and learn specialization, delegation and scalability. They learn how to take raw materials through an assembly line with very high levels of efficiency. The productivity of the industrial age goes up fifty times over the family farm. Now if you were a farmer who was out producing hunters by fifty times and all of a sudden you find factories out producing you by 100 times. What would you say? You might be jealous, even threatened. So, now to be a player here, you would need a new skill set. The fact remains that industrialization downsized 90% of the farmers. Today, in a developed country like the United States, only 3% of the people are farmers, and they provide food for almost the entire nation and too by using industrial techniques or maintaining an industrialized farm.
So from the hunter & Gatherer age we moved onto being Farmer's and from there we moved onto industrialization, but Now we enter a new era.. The era of the Knowledge worker age. This age will out produce the industrial age by 50 times if not more! We're just beginning to see tip of the ice berg of this change. Nathan Myhrvold, Former Ceo at Microsoft, puts it this way : “The top software developers are more productive than the average software developer not by a factor of 10X or 100X or even 1000X, but by 10,000X”.
Quality Knowledge work is so valuable that unleashing its potential offer's organizations an extra ordinary opportunity for value creation. Covey believes that in the near future The knowledge worker Age will eventually bring about downsizing of up to 90 percent of the industrial Age work force. The current out sourcing and unemployment trends in the states are just the tip of the ice berg. The economy is dramatically shifting to the Knowledge worker age. Do you think today's work force is going to feel threatened by the new mind set, the new skill set and the new tool set of this Age? Imagine what it will take for you to be a player in this era. Imagine what it will require for your organization!
The great Peter Drucker compares the industrial - Manual worker age with Today's Knowledge worker age in this way :
The most important, and indeed truly unique, contribution of management in the 20th century was the fifty fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of “Knowledge work” and the “Knowledge worker”.The most valuable assets of the 20th century was the production equipment. The most valuable asset of a 21st century institution whether business or non business, will be its knowledge workers and their productivity.
The great historian Arnold Toynbee said that you could pretty well summarize the history of society and institutions in it in four words : “Nothing fails like success.” In other words , when you have a challenge and the response is equal to that challenge , you have success. But , once you have a new challenge, the old once - successful response no longer works. That's why it’s called failure.
We live in a “Knowledge worker” Age but operate our organizations in a controlling industrial age model that suppresses the release of human potential. Voice is essentially irrelevant. The “thing” mind set of industrial age that still dominates today's workplace will simply not work in the Knowledge worker age and new economy. And the unfortunate fact is .. That people have taken this same controlling mind - set home. So often it dominates the way we communicate with our friends and family.
The thing mind set of the industrial Age : The main assets and the primary driver's of economic prosperity in the industrial age were machines and capital - Things. People were necessary but always replaceable. They could be controlled through little consequence. There was always an excess supply of man power. You could always get more able bodies to comply with strict procedures. When all you want is a person's body and you don't really want their mind, heart and spirit ( all inhibitor's to the free flowing processes of the industrial age ) you have reduced a person to a thing. Many our management practices today spring from the industrial age. It gave us the belief that you have to control and manage people. It gave us our view of accounting, which makes people an expense and machine assets. If you know anything on accounts you would realize this. People are put on the P&L statement as an expense; equipment is put on the balance sheet as an investment or Asset.
It gave us our “carrot and stick” motivational philosophy. The great Jack ass technique that motivates in the front with a carrot (reward) and drives with a stick from the behind (fear and punishment).
Manager's today are still applying the industrial control model to Knowledge workers. Because, people in authority do not possess a complete, accurate understanding of human nature, they manage the work force like things. But this lack of understanding fails these manager's from tapping into the highest potentials of the work force.
What happens when people are constantly treated like things? It insults and alienates them, depersonalizes work, and creates low trust, unionized and litigious cultures.
The downward spiral of co dependency -
What happens when you manage people like things? They stop believing that leadership can become a choice. Most people think of leadership as a position and there fore don't see themselves as leaders. Making personal leadership (influence) a choice is like having freedom to play the piano. It is a freedom that has to be earned - Only then can leader ship become a choice.
Until then, People think that only those in positions of Authority should decide what must be done. They have consented, perhaps unconsciously, to being controlled like a thing. They wait to be given an order by someone with a formal title before they can act. Consequently, they blame the formal leader when things go wrong and give him or her credit when things go well. And they are thanked for their “co- operation and support” in turn.
This widespread reluctance to take initiative , to act independently, only fuels formal leader's imperative to direct and manage their subordinates.
They believe they have to do this to get people to follow them. The more a manager control's , the more he/ she evokes behavior's that necessitate greater control or managing. The co dependent culture that results is eventually “institutionalized” to the point that no one takes responsibility. Over time, both leader's and followers confirm to their roles in an unconscious pact. They disempower themselves by believing that other's must change before their own circumstances must improve.
As you read this.. Aren't you feeling that the people who really need to be reading this aren't reading it?
That very thought from you reflects co dependency. If you look at this material through the weaknesses of another, you disempower yourself and empower their weakness to continue to suck initiative, energy and excitement from your life.
Before Going for further.. I want you to go to the site.. www.The8thHabit.com/offers and select Max & Max from the films menu.
The setting for this short film is the workplace. But remember.. Every one has a work place. For students and teacher's its the school. For most of us, it our place of work or business organizations. For families, it is the Home. For other's it is in a community club, or a mosque , church or temple.
This isn't just about work, it is about human relationships and interactions with people united in a common purpose. Covey challenges each of us to translate the setting of this film into every other area of our life where we interact with others. World over, Many people resonate with this film both organizationally and personally.
Sit back and enjoy the film.
... Think about the film you just watched. Max, like most of us began his job with tremendous enthusiasm and fire. When he takes initiative to get and keep customer's his Boss Mr. Harold gets tough. Max is micro managed and controlled to the point where is spirit is broken, and he becomes shy and loses his vision of purpose, potential and freedom to choose. He's lost his voice. He swears never to take initiative again. He gradually becomes like Max the Dog, waiting for his next command. We might be tempted to blame Mr. Harold, but notice that his boss treats him pretty much the same way as he treats max. So, in Max's organization such insulting micro managing is endemic throughout the organization. The whole culture in the organization is that reactive codependency. No one is exercising leadership (initiative and influence) because everyone assumes leadership is a function of position.
Covey says that most organizations are filled with a similar set back. Even the best organizations he has worked with. The problems are only becoming more evident in the Knowledge worker age. These challenges generally fall into three categories :
1.Organizational 2. Relationship
At the organizational level, a controlling management philosophy drives performance , communication, compensation ( or rewards), training and other core systems that suppress human talent and voice. As discussed earlier this springs from the “thing” mind set of the industrial age.
At the level of relationships , there is a fundamental lack of trust, and many lack the “skill and mind set” to work out differences in authentic, creative ways. A belief system based on “you tell me and I will act” takes over. And the upper management believe “I must say and they will act”. This is what covey means by “codependency”. Leadership is lost. The “codependency” is also compounded by the fact that so many people have been raised being compared to others at home and competing against others in school, in athletics and in the work place. These powerful influences cultivate a “scarcity mentality”, so that many people have a hard time being genuinely happy for success of others.
At the personal level all of these organizations are filled with bright , talented and creative people who are straightjacketed, uninspired and undervalued. They are often frustrated and don't believe they can change things.
The Power of a Paradigm -
“Most ailing organizations have developed a functional blindness to their own defects. They are not suffering because they cannot resolve their problems, but because they cannot see their problems” - John Gardner. And Albert Einstein put the same thing like this : “ The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”
The above statements underscore one of the most profound things covey has come to learn. If you want to make minor changes in your life, work on practices, behavior or attitude. But if you want to make significant , quantum improvement, work on “paradigms” ( pronounced para -- dime). The word paradigm stems from the greek work “paradiegma”, originally a scientific term but commonly used to mean assumption, perception, theory , frame of reference, or lens through which you view the world. Its like a map of a territory or a city. If inaccurate, it will make no difference how hard you try to find your destination. You will always be lost. If accurate, then diligence and attitude matter. But not until.
As an example to illustrate this covey makes use of the principle of blood letting that was used before germ theory came into awareness. What was the paradigm? There's bad stuff in your blood. Get it out and you'll be fine. Now, if you didn't question that paradigm what would you do? Go to a place where the facilities for blood letting were more comfortable? More painless? Can you imagine what happened when the “Germ theory” was discovered - when the pasteur of France, and other scientists discovered that germs are the primary cause of disease? It immediately explained why women wanted to be delivered by mid wives. The midwives were cleaner. They washed. It explained why more men on war's battle field were dying from staph infections than bullets. The disease was spread from behind the front ranks through germs. The germ theory opened whole new fields of research. It guides health practices to this day. That's the power of an accurate paradigm. It explains, and then guides. But false paradigm's like traditions, die hard. Flawed paradigm's go on for centuries before a new one takes over. For instance , though history books talk about george washington dying of a throat infection, he probably died of blood letting. The throat infection was a symptom of something else. Since the paradigm at that time was that of blood letting, they took from him several pints of blood. You and I are counseled not to give more than one pint every two months if we're well.
The new knowledge worker age is based on a new paradigm, one entirely different from the “thing” paradigm of the industrial age. Let's call it the “Whole person paradigm”.
The Whole Person Paradigm..
Refer fig 1 & fig 2.
At the core, there is one simple, over arching reason why so many people remain unsatisfied in their work and why most organizations fail to draw out talent and creativity of their people and in turn don't become truly great and enduring organizations.
It stems from an incomplete paradigm of who we are - our fundamental view of human nature.
Human beings are not “things” needing to be motivated and controlled; they are four dimensional - body, mind , heart and spirit.
All philosophy and religion, both western and eastern from the beginning of recorded history, have the four same dimensions : the physical (economic), the mental, the social and the spiritual. Different words are often used, but they reflect the same universal dimensions of life. They also represent the four basic needs and motivations of all people.
To live (survival), To love (relationships), To learn (growth and development) and to leave a legacy (meaning and contribution)..
People have choices ...
.. And this is why the controlling “thing” approach of the industrial age is no longer relevant. Managements failure to inspire their organizations people to put in their highest talent and contributions boil down to one simple truth. - People make choices. People decide how much of themselves they will give up to their work depending on how they are treated and on their opportunities to use all four parts of their nature.
These choices range from.. Rebelling to Creative excitement. These choices you would make under the following scenario's...
Refer fig 3.
Firstly, your not treated Kindly, not paid for the level of your contribution. Your work is mundane. And there is a lot of politics at play.. What would your choice be?
Second, Let's say your paid fairly well, but not treated Kindly. You are not respected. Your treatment is inconsistent.. Often depending on the mood of your boss.. What would your choice be?
Third, let's say you are paid fairly, treated kindly, but only when your opinion is wanted, it is given to you..
In other words, your body and heart are valued but... Your mind (creatively) is subdued..
Fourth, let's say you are paid well, treated kindly, and used creatively.. But you are asked to dig a hole and fill it again. Or just keep filling reports that no one sees or uses.. In other words your work is meaningless. Your spirit is affected. What would your choice be?
Fifth, let's say you are valued in mind, body , heart and spirit (meaningful work), but there is a lot of cheating going on in your company with respect to customers, suppliers and other workers.. What would your choice be?
Notice that we went through all four parts.. Mind, body, heart and spirit (spirit divided into two - meaningless work and unprincipled work)..the point here is if you neglect any of these four parts, you turn the human being into a “thing”, and what do you do with “things”? You have to control, manage and motivate them with the “carrot and stick” approach..
World over, organizations people fall in the last three categories, people would rebel or quit, maliciously obey (meaning they'll do it hoping it doesn't work), or at best willingly comply. In today's “Knowledge worker age”, only one who is respected as a whole person can commit to the upper three choices of cheerful cooperation, heartfelt commitment or creative excitement. He is paid fairly, treated Kindly, used creatively and given opportunities to serve human needs in principled ways.
Thus the core problems in our work places and the core solution to these problems lie in our flawed paradigm of human nature. And this is the same paradigm that we carry into other venues of our life. Be it home or a social club. This industrial Age “thing” and all the practices that flow from it are the modern equivalent of blood letting.
Okay , we’ve just covered the second chapter and we have another chapter to go before we begin work on the 8th habit. So , take your time , go through it and keep smiling.
Listen to the voices :
“I’m stuck , in a rut”
“I have no life. I’m burned out – exhausted.”
“no one really appreciates me . My boss doesn’t have a clue of what I am capable of.”
“I don’t feel especially needed – not at work, not by my friends, not by my family, not by my neighbours and community – except to pay the bills”.
“I’m frustrated and discouraged.”
“I’m just not making enough to make ends meet. I never seem to get ahead.”
“Maybe I don’t have what it takes”
“I’m not making a difference.”
“I feel empty inside. My life lacks meaning; something’s missing.”
“I am angry, I’m scared. I can’t afford to lose my job.”
“I’m stressed out, everything is urgent.”
“With friends and parents who don’t understand, home is no better than work.”
“I can’t change things.”
These are the voices of a million people, at work and home. Voices of millions of workers, service provider’s, managers, entrepreneurs, professionals and executives all over the world who are fighting to make it in the new reality we live in. The pain is personal and deep. You may relate to a few of them yourself. As Carl rogers said “ what is most personal is most general.”
Covey then explains using a data questionnaire which shows how poorly people are engaged in the work they do. Around the world, organizations know that their work force is limited to doing far less than their true capabilities, but are not allowed to do so. This of course also relates to how poorly majority of us live with respect to how immensely potent we are. Some people are engaged, contributing and energized by their work… But far too few. Despite all our gains in technology, Product innovation and world markets, most people are not thriving in the organizations they work for. They are neither fulfilled nor excited. They are not frustrated. They are not clear about where the organization is headed or what it’s highest priorities are. They are bogged down and distracted. Most of all, they don’t feel they can change much.
Why an 8th HABIT?
The world has profoundly changed since the 7 habits were first published in 1989. The challenges and complexity we face in our personal lives and relationships, in our families , in our professional lives, and in our organizations are of a different order of magnitude. We now live in the “Information age”, the birth of a new reality, a sea change of incredible significance – a truly new era.
So, for us , who have studied the 7 HABITS or want to study them, are they significant anymore? Covey is asked this many times world over, and his answer is always the same. The greater the change and ,more difficult the challenges, the more relevant the 7 habits become! The seven habits are about becoming highly effective. They represent a complete framework of universal, timeless principles of character and human effectiveness.
Being effective as individuals and organizations is no longer optional in today’s world – it is the price of entry into the playing field! To survive , thrive, innovate , excel and lead in this new reality requires us to build on and reach beyond effectiveness. The call and the need for the new era is for Greatness. It’s for fulfilment , passionate execution, and significant contribution. Tapping into the higher reaches of human genius and motivation – what we would call voice – requires a new mind set, a new skill set, a new tool set………a new habit.
The 8th Habit, then, is not about adding a habit to the 7 habits that somehow got forgotten. It’s about seeing and harnessing the power of a third dimension to the 7 habits that meets the central challenge of the new knowledge age. Thus, the 8th habit is stated as: Find your Voice and inspire others to find theirs.
The 8th habit represents the pathway to the enormously promising side of today’s reality. It stands in stark contrast to the pain and frustrated voices we first heard. In fact, it is a timeless reality. It is the voice of the human spirit – full of hope and intelligence, resilient by nature, boundless in its potential to serve the common good. This voice also encompasses the soul of organizations that will survive , thrive and profoundly impact the future of the world.
Voice is unique personal significance – it lies in the centre of talent (your natural gifts and strengths), passion (those things that naturally energize, motivate and inspire you), need ( what the world needs to pay you enough for), conscience (that small , still voice within that assures you of what is right and that prompts you to actually do it.) Thus , when you engage in any work that taps your talent and fuels your passion – that rise out of a great need in your “immediate” world that you feel drawn by your conscience to meet – therein lies your voice, your calling, your soul’s code.
There is a deep , innate, inexpressible yearning within each of us to find our voice in life. The explosion of the internet is a powerful modern manifestation of this yearning in humankind. The internet is the perfect symbol of the new world. I include an excerpt from the 1999 book “cluetrain manifesto” about this :
“All of us are finding our voices again. Learning how to talk to one another. Inside , Outside, there’s a conversation going on today that wasn’t happening at all five years ago and hasn’t been very much in evidence since the industrial revolution began. Now , spanning the planet via internet and world wide web, this conversation is so vast, so multifaceted, that trying to figure out what it is about is futile. It’s about a billion years of pent up hopes and fears and dreams coded in serpentine double helixes, the collective flashback déjà vu of our strange and perplexing species. Something ancient, elemental, scared, something very, very funny that’s broken loose in the pipes and wires of the twenty first century.
…..There are millions and millions of threads in this conversation, but at the beginning and the end of each one is a human being……
This fervid desire for the web bespeaks a longing so intense that it can only be understood as spiritual. A longing indicates something is missing in our lives. What is missing is the sound of the human voice. The spiritual lure of the web is the promise of the return of Voice!”
Covey further illustrates the “voice” through a true story from our own subcontinent. From the land of Bangladesh. Mohammed yunus, founder of the Grameen bank – A Unique organization established for the sole purpose of extending microcredit to the poorest of the poor in Bangladesh . Yunus says he never had any vision to begin with. He simply saw someone in need, tried to fill it and the vision evolved. Mohammed yunus’s vison of a poverty free world was set in motion with an event on the streets of Bangladesh. He shared the following tale with Covey.
“it all began twenty five years ago. I was teaching economics at a university in Bangladesh. The country was in the middle of a famine. I felt terrible. Here I was , teaching the elegant theories of economics in the class room with all the enthusiasm of a brand new Ph.D from the united states. But I would walk out of the classroom and see skeletons all around me, people waiting to die.
I felt that whatever I had learned, whatever I was teaching, was all make believe stories, with no meaning for people’s lives. So I started trying to find out how people lived in the village next door to the university campus. I wanted to find out whether there was anything I could do as a human being to stop or delay the death, for a single human being. I abandoned my bird’s eye view that lets you see everything from the above, from the sky. I assumed a worms view, trying to find whatever comes in front of you – smell it, touch it, and see if you can do anything about it.
One particular incident took me in a new direction. I met a woman who was making bamboo stools. After a long discussion, I found out that she worked for 2 U.S pennies a day. I couldn’t believe that someone could work so hard and make such beautiful stool’s and yet make such a tiny profit. She explained to me that she didn’t have the money to buy the bamboo to make the stools. She had to buy them from a trader. And the trader had imposed the condition that she had to sell the product to him alone, at a price he decided.
And that explains the two pennies – she was virtually in bonded labor to this person. And how much did the bamboo cost? She said “Oh about 20 cents. For a very good one 25 cents.” I thought, “
people suffer for 20 cents and there is nothing anyone can do about it?” I debated whether I should give her 20 cents, but then I came up with another idea – let me make a list of people who needed this kind of money. I took a student of mine and we went around the village for several days and came up with a list of forty two such people. When I added the total amount that they needed, I got the biggest shock of my life : it added up to 27 dollars! I felt ashamed of myself for being part of a society which could not even provide 27 dollars to 42 hardworking, skilled human beings.
To escape that shame, I took money out of my pocket and gave it to my students and said “Take this money and give it to those forty two people that we met and tell them this is a loan, but they can pay me back whenever they are able to. In the meantime they can sell their products wherever they can get a good price.”
After receiving the money, they were very excited. And seeing they’re excitement made me think, “what do I do now?” I thought of the bank branch which was located on the campus of the university, and I went to the manager and suggested that he lend money to the poor people that I had met in the village. He fell from the sky! He said “ you are crazy! It’s impossible. How could we lend money to poor people? They are not credit worthy.” I pleaded with him and said “Atleast give it a try – it’s only a small amount of money.” He said , “No, our rules don’t permit it. They cannot offer collateral, and such a tiny amount is not worth lending.” He suggested that I see high banking official in the banking hierarchy.
I took his advice and went to see the people who matter in the banking section. Everybody told me the same thing. Finally, after several days of running around I offered myself as a guarantor. “I’ll guarantee the loan. I’ll sign wherever they want me to sign, and they can give me the money and I’ll give it to the people that I want to.”
So that was the beginning. They warned me repeatedly that the poor people would cheat me. I said “I’ll take a chance.”, and surprisingly they repaid every penny I’d lent them. I got very excited and told the manager “look, they pay back, there’s no problem.” But he said,” oh, no they’re just fooling you. Soon they will take more money and never pay you back.” So I gave them more money, and they paid me back. I told this to him, but he said, “Well, maybe you can do it with one village, but if you do it in two villages it won’t work.” And I hurriedly did it in two villages – and it worked.
So it became a struggle between me and the bank manager and his colleagues in the highest positions. They kept saying that a larger number, five villages probably will show it. So I did it in five villages, and it only showed that everybody paid back. Still they didn’t give up. They said “ten villages. Fifty villages .one hundred villages.” And thus it became a contest between me and them. I came up with results they could not deny because it was their money I was giving, but would not accept it because they were trained to believe that poor people are not reliable. I was not trained that way so I could believe whatever I was seeing, as it revealed itself. But the bankers minds, trhier eyes were blinded by the knowledge they had.
Finally, I had the thought, why am I trying to convince them? I am totally convinced that poor people can take money and pay it back. Why don’t we set up a separate bank? That excited me, and I wrote down the proposal and went to the government to get the permission to set up a bank. It took me two years to convince the government. On October 2nd 1983 , we became a bank – a formal, independent bank. And what excitement it was for all of us, now that we had our own bank and we could expand as we wished. And expand we did!
Grameen bank now works in more than 46,000 villages in Bangladesh, through 1,267 branches and over 12,000 staff members!! They have lent more than $ 4.5 billion, in loans of twelve to fifteen dollars averaging under 200$ . Each year they lend about half a billion dollars. They even lend to beggars to help them come out of begging and start selling. A housing loan is 300 $. These are of course small numbers to those of us who are in business. But think in terms of the individual impact : to lend $500 million annually required 3.7 million people, 96% of whom are women, to make a decision that they could and would take steps to change their lives and the lives of the their families; 3.7 million people had to decide that they were capable of creating change; 3.7 million people survived the sleepless night to show up trembling but committed at the Grameen office the next morning. At the heart of this empowerment lie individual women who chose individually and in synergistic norm – producing groups to become self- reliant, independent entrepreneurs producing goods out of their own homes or neighbourhoods or backyards to become economically viable and successful. They found their voices.
Covey emphasises that from interviewing the world’s great leaders he realizes that their sense of vision and voice has usually evolved slowly. There are exceptions of course. Some may have a vision of what is possible suddenly burst upon their consciousness. But generally, the visions come as people sense human need and respond to their conscience in trying to meet that need. And when they meet that need, they see another, and meet that, and on and on. Little by little, they begin to generalize this sense of need and start thinking of ways to institutionalize their efforts so they can be sustained.
Muhammad Yunus is an example of a man who did exactly that – sensed human need and responded to conscience by applying his talent and passion to meet that need – first personally, and then in building trust and searching for creative solutions to problems, and finally institutionalizing the capacity to fill the needs of society through an organization. He found his voice in inspiring others to find theirs. The microcredit movement is now spreading across the world!
At this point I find myself reflecting on a meeting I attended yesterday. There is a large hearted doctor who happens to be my neighbour as well as my uncle, and he saw many human lives enmeshed in poverty and the tragedy of not even having a firm roof above their heads. He came together with the Kerala Action force and Film actor Dileep’s social organization to put together new houses for these people. I have been to atleast four of these functions where they hand over the key to these people, and it is quite an experience. There is a profound sense of gratitude and relief as they take the keys. For them, it is a new start, a start with a firm roof to sleep under. The doctor must have also sensed human need amongst his poor patients and responded to his conscience by applying his talent and passion to meet that need.
The pain – the problem – the solution
The purpose of this book is to give us a road map that will lead us from the pain and frustration to true fulfilment, relevance, significance and contribution in today’s landscape – not just in your work and organization, but your whole life. In short, this book will lead us to find our VOICES. If you so choose , it will also lead you to expand your influence regardless of your position – inspiring others you care about, your team and your organization to find their voices and increase many fold their effectiveness growth and impact. You will discover that such influence and leadership comes by choice, not from position or rank.
The best and often only way to break through the pain to a lasting solution is to first understand the fundamental problem causing the pain. In this case, much of the problem lies in behaviour that flows through a flawed paradigm or view of human nature – one that undermines people’s sense of worth and straitjackets (limits) their talents and potential.
The solution to the problem is like most significant breakthroughs in human history – it comes from a fundamental break with old ways of thinking. The promise of this sharing is that if we be patient and pay the price of understanding the root problem and then set a course of living the timeless , universal principles embodied in the solution outlined in this book, your influence will steadily grow from the inside – out ; you will find your voice and will inspire your team and organization to find theirs in a dramatically changed world.
This chapter briefly touches on the painful reality.
Chapter 2 identifies the core problem. Understanding this deeply entrenched problem will shed profound light on the challenges we face personally, in our family and work relationships and in organizations in which we spend much of our lives. It will require some mental effort, but the investment of delving into the human side of what has happened in organizations over the last century will give you the key paradigm for the rest of the book and will begin to give you wisdom, guidance and power in dealing with many of the most significant personal and relationship challenges and opportunities that you face.
So hang in there; I promise you it will be worth it.
Chapter 3 provides an overview of the 8th habit solution that unfolds in the remainder of the book .
In each of the chapter’s covey has included a short video that enhances the material we read. This chapter has a video that is titled “Legacy”. It will give you a few moments to reflect on core elements of your voice and four corresponding universal human needs – living , loving, learning and leaving a legacy. This video subtly communicates the book’s one basic paradigm discussed in the next chapter – the WHOLE PERSON model.
Please find the video free of cost : Legacy at www.The8thHabit.com/offers.
Until the next chapter,
Love and wishes