The 8th Habit: From Effectiveness to GreatnessSimon and Schuster, 08/01/2013 - 432 páginas From Stephen R. Covey comes a profound, compelling, and groundbreaking book of next-level thinking that gives a clear way to finally tap the limitless value-creation promise of the “Knowledge Worker Age.” In the more than twenty-five years since its publication, the classic The 7 Habits of Highly Effective People has become an international phenomenon with more than twenty-five million copies sold. Tens of millions of people in business, government, schools, and families, and, most importantly, as individuals, have dramatically improved their lives and organizations by applying the principles of Stephen R. Covey’s classic book. The world, however, is a vastly changed place. Being effective as individuals and organizations is no longer merely an option—survival in today’s world requires it. But in order to thrive, innovate, excel, and lead in what Covey calls the “New Knowledge Worker Age,” we must build on and move beyond effectiveness. The call of this new era in human history is for greatness; it’s for fulfillment, passionate execution, and significant contribution. Accessing the higher levels of human genius and motivation in today’s new reality requires a change in thinking: a new mindset, a new skill-set, a new tool-set—in short, a whole new habit. The crucial challenge of our world today is this: to find our voice and inspire others to find theirs. It is what Covey calls the 8th Habit. So many people feel frustrated, discouraged, unappreciated, and undervalued—with little or no sense of voice or unique contribution. The 8th Habit is the answer to the soul’s yearning for greatness, the organization’s imperative for significance and superior results, and humanity’s search for its “voice.” Covey’s new book will transform the way we think about ourselves, our purpose in life, our organizations, and about humankind. Just as The 7 Habits of Highly Effective People helped us focus on effectiveness, The 8th Habit shows us the way to greatness. |
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Página xiii
... once again helping me remember to get out of my own head and to always start with where the reader is. • To our valued publishing partners at Simon & Schuster— especially Carolyn Reidy, Martha Levin, Suzanne Donahue and Dominick Anfuso ...
... once again helping me remember to get out of my own head and to always start with where the reader is. • To our valued publishing partners at Simon & Schuster— especially Carolyn Reidy, Martha Levin, Suzanne Donahue and Dominick Anfuso ...
Página 2
... once said, “What is most personal is most general.”1 Of course some people are engaged, contributing and energized in their work... but far too few. I frequently ask large audiences, “How many agree that the vast majority of the ...
... once said, “What is most personal is most general.”1 Of course some people are engaged, contributing and energized in their work... but far too few. I frequently ask large audiences, “How many agree that the vast majority of the ...
Página 15
... once you have a new challenge, the old, once-successful response no longer works. That's why it's called a failure. We live in a Knowledge Worker Age but operate our organizations in a controlling Industrial Age model that absolutely ...
... once you have a new challenge, the old, once-successful response no longer works. That's why it's called a failure. We live in a Knowledge Worker Age but operate our organizations in a controlling Industrial Age model that absolutely ...
Página 19
... once said, “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.” Einstein put it this way ...
... once said, “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.” Einstein put it this way ...
Página 25
... once of evil wrote, to to striking one “There who at is are the striking a root thousand of at the the significant problems we face. We've started with the pain; we've explored the underlying problem— one that has personal roots and ...
... once of evil wrote, to to striking one “There who at is are the striking a root thousand of at the the significant problems we face. We've started with the pain; we've explored the underlying problem— one that has personal roots and ...
Índice
1 | |
12 | |
25 | |
FIND YOUR VOICE | 34 |
INSPIRE OTHERS TO FIND THEIR VOICE | 86 |
FOCUSMODELING AND PATHFINDING | 125 |
The Voice of Trustworthiness | 146 |
The Voice and Speed of Trust | 161 |
Twenty Most Commonly Asked Questions | 318 |
APPENDICES | 329 |
A Practical Guide to Action | 331 |
Literature Review of Leadership Theories | 352 |
Representative Statements on Leadership and Management | 360 |
The High Cost of Low Trust | 365 |
Implementing the 4 Disciplines of Execution | 369 |
xQ Results | 370 |
Blending VoicesSearching for | 186 |
OneVoicePathfinding Shared Vision | 215 |
EXECUTIONALIGNING AND EMPOWERING | 231 |
Chapter13 The Empowering Voice | 249 |
Contents THE AGE OF WISDOM | 269 |
The 8th Habit and the SweetSpot | 270 |
Using Our Voices Wisely to Serve Others | 292 |
Max MaxRevisited | 374 |
The FranklinCovey Approach | 379 |
Notes | 383 |
Index | 389 |
About FranklinCovey | 407 |
About the Author | 409 |
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Palavras e frases frequentes
8th Habit achieve aligning Alternative approach asked become begin believe better body build challenges chapter character choice choose commitment communication conscience create creative culture deal develop discipline effective emotional empower execution exercise experience feel Figure focus follow four freedom give goals HABIT happen heart human idea important individual Industrial influence initiative inspire integrity intelligence involved It’s kind knowledge lead leader leadership listen live look means meeting mind mission moral authority nature never once organization organizational passion person position potential practices principles problems produce question relationships response roles sense serve shared simply spirit strategic strength talent teaching things Third tion true trust trying understand values vision Voice whole workers