<?xml version='1.0' encoding='UTF-8'?><?xml-stylesheet href="http://www.blogger.com/styles/atom.css" type="text/css"?><feed xmlns='http://www.w3.org/2005/Atom' xmlns:openSearch='http://a9.com/-/spec/opensearchrss/1.0/' xmlns:georss='http://www.georss.org/georss' xmlns:gd='http://schemas.google.com/g/2005' xmlns:thr='http://purl.org/syndication/thread/1.0'><id>tag:blogger.com,1999:blog-999946249963061330</id><updated>2012-02-16T10:04:22.091-08:00</updated><title type='text'>WIN</title><subtitle type='html'></subtitle><link rel='http://schemas.google.com/g/2005#feed' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/posts/default'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default?max-results=100'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/'/><link rel='hub' href='http://pubsubhubbub.appspot.com/'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><generator version='7.00' uri='http://www.blogger.com'>Blogger</generator><openSearch:totalResults>23</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>100</openSearch:itemsPerPage><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-3690313642115156023</id><published>2009-10-25T07:36:00.001-07:00</published><updated>2009-10-25T07:36:59.227-07:00</updated><title type='text'>5 Quick Ways to make your Blog Extremely Popular</title><content type='html'>&lt;a href="http://www.flickr.com/photos/takomabibelot/388630960/" target="_blank"&gt;&lt;img style="display: block; float: none; margin-left: auto; margin-right: auto;" src="http://farm1.static.flickr.com/108/388630960_7bcad71f27.jpg" /&gt;&lt;/a&gt;  &lt;p&gt;&lt;em&gt;Don’t mistake this to be a spammer post – just with the title!  I will share some reasonable &amp;amp; practical techniques to make your Blog Extremely Popular, that would work sure shot! But the only downside is they may not work – if tried too early in your Blog’s Life Cycle. &lt;/em&gt;&lt;/p&gt; &lt;p&gt;&lt;span id="more-1315"&gt;&lt;/span&gt;&lt;/p&gt; &lt;h3&gt;Add your Blog to Blog Communities&lt;/h3&gt; &lt;p&gt;Blog Communities are places where “content hungry” people throng to read more and more stuff.  Some examples of Blog communities include &lt;a href="http://www.mybloglog.com/"&gt;MyBlogLog&lt;/a&gt;, &lt;a href="http://www.blogcatalog.com/"&gt;BlogCatalog&lt;/a&gt;, &lt;a href="http://www.blogged.com/"&gt;Blogged&lt;/a&gt; and &lt;a href="http://www.networkedblogs.com/"&gt;NetworkedBlogs&lt;/a&gt;.  Make sure to add your Blog to a few of these communities.&lt;/p&gt; &lt;p&gt;Following are the distinct advantages:&lt;/p&gt; &lt;ul&gt;&lt;li&gt;Visibility of your Blog increases &lt;/li&gt;&lt;li&gt;Many people start subscribing to your Blog (provided you have quality content) &lt;/li&gt;&lt;li&gt;You participate in a Network… &lt;/li&gt;&lt;/ul&gt; &lt;p class="note"&gt;Make sure to setup your Blog using the right Images, Banners, Tags and Description.  Also, take care to categorize your Blog under appropriate topics, so that the content reaches the relevant audience.&lt;/p&gt; &lt;h3&gt;Create a Facebook Page and Promote it&lt;/h3&gt; &lt;p&gt;Right away, create a Facebook Page for your Blog and start sharing it with the millions of Facebook users out there.  Also, consider setting up your Blog’s RSS Feed on the Facebook Page, so that people can read stuff, without even visiting your Blog.&lt;/p&gt; &lt;p&gt;There are some excellent posts around on creating nice Facebook Pages and I like this one  a lot – &lt;a href="http://www.allfacebook.com/2009/03/facebook-page-strategy/"&gt;How To Develop A Facebook Page That Attracts Millions of Fans&lt;/a&gt;&lt;/p&gt; &lt;p&gt;You can promote the Facebook Page by:&lt;/p&gt; &lt;ul&gt;&lt;li&gt;Placing a widget on your Blog &lt;/li&gt;&lt;li&gt;Writing a Blog Post about it &lt;/li&gt;&lt;li&gt;Including Page details in your Newsletter… &lt;/li&gt;&lt;/ul&gt; &lt;h3&gt;Write Guest Posts on Popular Blogs&lt;/h3&gt; &lt;p&gt;Writing Guest Posts is an excellent way to drive lots of traffic to your Blog and ultimately making it extremely popular!  Keep the following points in mind when you start planning to Guest Post elsewhere:&lt;/p&gt; &lt;ul&gt;&lt;li&gt;Guest Post in Blogs that fall under the same niche, as your Blog &lt;/li&gt;&lt;li&gt;Write content that adds value to the Blog, where you are posting them &lt;/li&gt;&lt;li&gt;Display a nice &amp;amp; brief Bio about yourself in the post (better with a photo and a link to your Blog)&lt;/li&gt;&lt;li&gt;To start with – be ready to write for FREE! &lt;/li&gt;&lt;/ul&gt; &lt;p&gt;Check out this post on &lt;a href="http://thoughtsunlimited.net/blog/2009/09/how-to-get-guest-post-published"&gt;How to get your (first) Guest Post published? &lt;/a&gt;&lt;/p&gt; &lt;h3&gt;Share good content using Social Media Tools&lt;/h3&gt; &lt;p&gt;I think a lot has been discussed on this topic.  But it is a massive technique to make your Blog and its posts popular, within a short span of time.&lt;/p&gt; &lt;p&gt;I recently came across this wonderful post by &lt;em&gt;Darren Rowse of Problogger, &lt;/em&gt;on using the Social Media Tools for Blog Promotion – &lt;a href="http://www.problogger.net/archives/2009/09/22/how-to-promote-a-blog-2/" target="_blank"&gt;How to Promote a Blog&lt;/a&gt;&lt;/p&gt; &lt;h3&gt;Write Tutorials and How To Posts&lt;/h3&gt; &lt;p&gt;This is an highly underestimated but extremely effective technique to make your Blog popular.  People love to use and promote content that solves a problem or provides a better solution.  Plan for at least &lt;em&gt;5 posts per Month &lt;/em&gt;that can be categorized under the &lt;em&gt;Tutorials or How To &lt;/em&gt;group.&lt;/p&gt; &lt;p&gt;It can be a tutorial on anything that falls in your niche.  From my personal experience, I have seen the popularity is extremely high on such posts.&lt;/p&gt; &lt;p class="alert"&gt;&lt;em&gt;Just follow these simple but powerful techniques and see your Blog’s popularity go up in no time.  What other techniques you use?  Bring those wonderful ideas out as comments here!&lt;/em&gt;&lt;/p&gt;  &lt;p&gt;&lt;u&gt;Photo By:&lt;/u&gt; &lt;a href="http://www.flickr.com/photos/takomabibelot/"&gt;&lt;b&gt;takomabibelot&lt;/b&gt;&lt;/a&gt;&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-3690313642115156023?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/3690313642115156023/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/5-quick-ways-to-make-your-blog.html#comment-form' title='40 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/3690313642115156023'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/3690313642115156023'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/5-quick-ways-to-make-your-blog.html' title='5 Quick Ways to make your Blog Extremely Popular'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><media:thumbnail xmlns:media='http://search.yahoo.com/mrss/' url='http://farm1.static.flickr.com/108/388630960_7bcad71f27_t.jpg' height='72' width='72'/><thr:total>40</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-5184651555029433901</id><published>2009-10-25T05:51:00.000-07:00</published><updated>2009-10-25T05:52:08.121-07:00</updated><title type='text'>Ways of Making Money Online</title><content type='html'>Making good amount of money online is no longer a dream now.It has become a reality and people who are prepared to devote their time and are persistent &amp;amp; patient make handsome amount of money from their websites and blogs.Following are some popular methods to make money online.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Earn money from Google Adsense&lt;/span&gt;&lt;br /&gt;Most popular way to make money online is by Google adsense.When the blog/website gets popular and get good amount of visitors then the owner of the blog/website can get registered free with advertisers like Google adsense.Once Google adsense approve the blog or website then the blog/website owner gets html code from google adsense which he/she has to put in places where he wants the advertisements to appear in his/her blog.When the blog visitor clicks on the advertisements then blog or website owner gets paid by Google.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Earn money by affiliate programs&lt;/span&gt;&lt;br /&gt;Affiliate programs involves promotion of a product or service in your website/blog.First of all blog/website owner has to search for websites like clickbank that are offering affiliate programs and get registered with these websites free.Once registered these websites provide blog/website owner html code containing a purchase link which the blog owner has to put at a place where he wants that "purchase" link to appear.When blog/website visitor clicks on these links and buy anything then blog website owner gets paid a commision.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Earn money by selling your services&lt;/span&gt;&lt;br /&gt;make a website or blog where you provide all the information about your field of expertise and your experience in the field with some testimonials.These field could be web designing,data entry,web hosting,internet marketing etc.Promote this website or blog heavily.Interested people who want your services will visits your site/blog,will contact you and will let you know about kind of services they require from you with payment details.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Earn money from "Get paid to complete offers" websites &lt;/span&gt;&lt;br /&gt;There are many websites like cashcrate that offer you money for completing offers like surfing web,reading emails,completing surveys,accepting trial offers etc.Many of these websites also offer a referal program in which you have to refer your friends or relatives to that website and when they earn money from completing offers you will get paid commision from that.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Earn money from website or blog sponsorship&lt;/span&gt;&lt;br /&gt;Website or blog sponsorship includes receiving advertisements from advertisers and placing them in your blog or website for a certain time frame and getting paid a fixed payment at the end of that selected time frame.Advertisers prefer only that website/blog for sponsorship that receives heavy traffic so in order to get advertisers to sponsor your blog/website it should be very popular and should receive good amount of visitors.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Earn money by completing Surveys&lt;/span&gt;&lt;br /&gt;many sites like survey savvy pay you for completing surveys.you have to get registered with them.Once registered you will receive surveys containing some general as well as some specific questions about a product or service.When you complete a survey you will get paid for that. Frequency of surveys that you get depends upon your geographical location.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Author Bio:&lt;/span&gt;&lt;br /&gt;Zamir is an MBA (finance) graduate.He loves writing useful blogs for bloggers.His blogs give useful information to people about new money making opportunities from websites and blogs.His blogs can be found at &lt;a href="http://makemoneyonline-zamir.blogspot.com/"&gt;Make money online the easy way&lt;/a&gt;. He writes on topics such as Online Money Making Opportunities,Backlinks, SEO, Page Rank,Blog Traffic,Money From Blogs etc.&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-5184651555029433901?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/5184651555029433901/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/ways-of-making-money-online.html#comment-form' title='2 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/5184651555029433901'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/5184651555029433901'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/ways-of-making-money-online.html' title='Ways of Making Money Online'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>2</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-3939712789566067809</id><published>2009-10-24T18:35:00.002-07:00</published><updated>2009-10-24T18:37:37.969-07:00</updated><title type='text'>21 Ways to Make Your Blog or Website Sticky</title><content type='html'>&lt;h2&gt;21 Techniques to Make Your Site Sticky&lt;/h2&gt; &lt;p&gt;The following 21 techniques are ways that you can make your blog or website more sticky. They come from my own experience of blogging over the last 5 years. As a result of basing this on personal experience I’m going to show you quite a few examples of what I’ve done (after all i know my own sites best). I’d love you to add your tips and show examples of what you’ve done in comments below to make it a more useful resource for readers.&lt;/p&gt; &lt;h3&gt;1. Make Your Invitations to Subscribe to your blog Prominent&lt;/h3&gt; &lt;p&gt;One of the most important things to do is to have a prominent call to action for readers coming to your blog to subscribe to it.&lt;/p&gt; &lt;p&gt;In fact I’d recommend having more than one invitation – one prominent one above the fold and prominent in your sidebar or navigation area and then a second one below your post. This means that people are triggered to subscribe whether they have just arrived on your blog or if they’ve just finished reading a post (a ‘&lt;a href="http://www.problogger.net/archives/2008/07/01/the-importance-of-pause-points-on-your-blog/"&gt;pause point&lt;/a&gt;‘).&lt;/p&gt; &lt;p&gt;This is what I do on my blogs and my tracking shows that both get a fairly even number of people using the two options.&lt;/p&gt; &lt;p&gt; &lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/prominent-invitations-to-subscribe.jpg" alt="prominent-invitations-to-subscribe.jpg" class="center" width="500" height="312" /&gt;&lt;/p&gt; &lt;p&gt;By the way – if you’re not already subscribed to ProBlogger’s RSS feed – &lt;a href="http://feeds.feedburner.com/ProbloggerHelpingBloggersEarnMoney"&gt;here it is&lt;/a&gt;!&lt;/p&gt; &lt;h3&gt;2. Educate Readers about Your Subscription Methods&lt;/h3&gt; &lt;p&gt;One of the most read posts here on ProBlogger is my ‘&lt;a href="http://www.problogger.net/what-is-rss"&gt;what is RSS&lt;/a&gt;‘ post which I have below my Subscription link. It’s there simply to educate readers on what RSS is and in doing so sell them a way to connect with my blog. Interestingly enough – quite a few other bloggers around the web now link to the page to educate their readers too.&lt;/p&gt; &lt;p&gt;Similarly – I occasionally will write a post on my blogs that invites new readers to subscribe. Sometimes I think we mistakenly assume that all of our readers have been with us for a long time and all know how to use our site – however many of your newer readers might not know the full story.&lt;/p&gt; &lt;p&gt;Here’s one of &lt;a href="http://digital-photography-school.com/blog/how-to-connect-with-digital-photography-school/"&gt;these posts that I ran on DPS last year&lt;/a&gt;. The day after I did this my RSS subscribers jumped considerably. It was just a matter of educating my newer readers of the blog on how they could connect better with it. You’ll also note that at the end of the post I asked readers to let me know how they follow the blog. This was for two reasons:&lt;/p&gt; &lt;ul&gt;&lt;li&gt;Firstly I wanted to involve older readers who already knew all the information in the post. It somehow seemed to make the post more relevant for them as it invited them to participate.&lt;/li&gt;&lt;/ul&gt; &lt;ul&gt;&lt;li&gt;Secondly it was about social proof and showing newer readers how others used the site. I think the comments section reflected some of this.&lt;/li&gt;&lt;/ul&gt; &lt;h3&gt;3. Good Blog Design&lt;/h3&gt; &lt;p&gt;I’ve always believed that a good blog design is an important part of helping readers to decide whether they’re going to hang around and track with your site over the long haul.&lt;/p&gt; &lt;p&gt;Readers make judgements about your site within seconds of arriving at it – if they see something cluttered and confusing they’ll be less likely to want to return.&lt;/p&gt; &lt;p&gt;Good design highlights your content, helps people navigate your site well and creates a good impression – and first impressions matter!&lt;/p&gt; &lt;p&gt;&lt;embed src="http://blip.tv/play/AZXGCbkT" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="320" height="270"&gt;&lt;/embed&gt; &lt;/p&gt; &lt;p&gt;Keep your design simple, familiar and obvious and you’ll be on the road to a sticky site.&lt;/p&gt; &lt;p&gt;&lt;strong&gt;PS&lt;/strong&gt;: A common mistake that I see bloggers making is to crowd out their content with too many ads above the fold. If a reader arrives at your site and has to scroll to see the content you’ll increase the numbers of people who simply hit the ‘back’ button on their browser.&lt;/p&gt; &lt;h3&gt;4. On Site Branding&lt;/h3&gt; &lt;p&gt;Work hard at building a brand that is attractive and draws people in.&lt;/p&gt; &lt;p&gt;First time readers should know what your blog is about at a first glance. Use your blog’s title, it’s design, taglines, post titles, about pages, logo and navigational elements to communicate what your blog is about.&lt;/p&gt; &lt;p&gt;Also – do something to differentiate the brand of your blog. It could be a logo, image, color scheme, blog name….&lt;/p&gt; &lt;h3&gt;5. Make Your Blog Personal&lt;/h3&gt; &lt;p&gt;One thing that I’ve seen a number of bloggers do really well over the last year or two is brand themselves well on their blog. While it’s not essential to have a blog that is centered around your personal brand I find that when you do add a personal touch to your blog that it can connect with readers in a powerful way.&lt;/p&gt; &lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/personalize.jpg" alt="personalize.jpg" class="center" width="471" height="274" /&gt;&lt;/p&gt; &lt;p&gt;The fact is that some readers are more interested in connecting with a person than a collection of content.&lt;/p&gt; &lt;p&gt;Adding your photo, writing in a personal tone, using video/audio and including personal details and stories of how you engage with your topic can give your blog personality which will draw some of your readers into a relationship with you.&lt;/p&gt; &lt;h3&gt;6. When you get a rush of traffic to one particular post….&lt;/h3&gt; &lt;p&gt;When the spikes in traffic come along you need to be ready to act (and act fast – because they can be momentary).&lt;/p&gt; &lt;ul&gt;&lt;li&gt;Add invitations to subscribe to your feed within your post. Something along the lines of ‘enjoy this post? Get more like it by subscribing to….’ can work really well.&lt;/li&gt;&lt;li&gt;It can also be worthwhile adding links at the end of your post to ‘further reading’ on posts that are getting lots of reader to them.&lt;/li&gt;&lt;li&gt;Sometimes when you get a spike it can even be worth writing a ‘welcome’ post. For example if I get a mention in a mainstream media publication that sends significant traffic I’ll often do a post that welcomes people but also gives them a ‘tour’ of the site (&lt;a href="http://www.problogger.net/archives/2008/05/28/welcome-to-ten-news-viewers/"&gt;example&lt;/a&gt;).&lt;/li&gt;&lt;li&gt;Another clever move is to quickly write up a followup article to the one that is getting all the traffic. For example – if this post suddenly got a burst of traffic I could quickly write a post ‘10 more ways to make your blog sticky’ and then add a link to that post at the end of this one (update: actually I wrote one called&lt;a href="http://www.problogger.net/archives/2008/07/19/7-more-techniques-to-make-your-blog-sticky/"&gt; 7 more ways to make your blog sticky&lt;/a&gt;). This shows readers that you’ve got more to say on your topic than just one post. Every extra page view is a step closer to them subscribing (if the pages they view are good quality).&lt;/li&gt;&lt;/ul&gt; &lt;p&gt;These ‘hot posts’ are really important to optimize (&lt;a href="http://www.problogger.net/archives/2008/07/09/10-ways-to-optimize-a-popular-post-on-your-blog/"&gt;learn how to optimize popular posts&lt;/a&gt;).&lt;/p&gt; &lt;h3&gt;7. Get Interactive&lt;/h3&gt; &lt;p&gt;Getting someone to DO something on your blog means that they’ve invested something into your blog and increases the likelihood that they’ll return. &lt;/p&gt; &lt;p&gt;Interactive blogs are often also sticky ones. Interaction could include&lt;/p&gt; &lt;ul&gt;&lt;li&gt;Comments&lt;/li&gt;&lt;li&gt;Competitions&lt;/li&gt;&lt;li&gt;Polls&lt;/li&gt;&lt;li&gt;Projects and Memes&lt;/li&gt;&lt;/ul&gt; &lt;p&gt;As a result it’s worth spending some time &lt;a href="http://www.problogger.net/archives/2006/10/12/10-techniques-to-get-more-comments-on-your-blog/"&gt;Learning how to get readers to comment on your blog&lt;/a&gt; – and exploring other ways to make your blog more interactive. Get your readers involved as much as you can!&lt;/p&gt; &lt;p&gt;The other bonus for ‘giveaways’, ’special offers’ and ‘competitions’ is that when you do them regularly some readers will subscribe because they don’t want to miss out on future giveaways. The current competition might not interest them but they sure want to know when you do one in future.&lt;/p&gt; &lt;h3&gt;8. Add a ’subscribe to comments’ feature to your blog&lt;/h3&gt; &lt;p&gt;This draws those who comment back to continue the conversation and increases the chances of them becoming loyal readers.&lt;/p&gt; &lt;p&gt;You’ll find that only some readers will ever use this – but even if just a few do you’ve had a win.&lt;/p&gt; &lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/subscribe-comments.jpg" alt="subscribe-comments.jpg" class="center" width="503" height="188" /&gt;&lt;/p&gt; &lt;p&gt;I have this enabled here at ProBlogger (I don’t have it on by default – those leaving comments have to choose to subscribe because I don’t want to inundate them with comments) and at any given time there are several hundred people subscribed to comments on posts. I use this &lt;a href="http://txfx.net/code/wordpress/subscribe-to-comments/"&gt;subscribe to comments plugin&lt;/a&gt; to run mine.&lt;/p&gt; &lt;p&gt;PS: just be aware that if you get a lot of unmoderated comment spam it can be a little embarrassing to have this feature – &lt;a href="http://www.problogger.net/archives/2006/03/05/penis-enlargements-and-the-problem-with-comment-subscriptions/"&gt;I learned the hard way&lt;/a&gt;.&lt;/p&gt; &lt;h3&gt;9. Respond to Comments&lt;/h3&gt; &lt;p&gt;This is a particularly effective way to draw readers back to your blog – particularly in the early days when you don’t have a lot of readers commenting to follow up.&lt;/p&gt; &lt;p&gt;There are two main ways you can do this:&lt;/p&gt; &lt;ul&gt;&lt;li&gt;respond to comments with comments&lt;/li&gt;&lt;li&gt;respond to comments with emails to the comment leaver&lt;/li&gt;&lt;/ul&gt; &lt;p&gt;Showing those that comment on your blog that you’re interacting with them can make a real impression and will often draw them back time and time again.&lt;/p&gt; &lt;h3&gt;10. Offer alternative ways to subscribe&lt;/h3&gt; &lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/filename-2.jpg" alt="subscription-alternatives" title="subscription-alternatives" align="left" border="0" vspace="10" width="228" height="119" hspace="10" /&gt;Some readers will respond well to your prominent invitation to subscribe via RSS (see #1 above) but others will be more open to connecting in other ways.&lt;/p&gt; &lt;p&gt;I generally offer three subscription methods:&lt;/p&gt; &lt;ul&gt;&lt;li&gt;RSS&lt;/li&gt;&lt;li&gt;Daily email updates (RSS to Email)&lt;/li&gt;&lt;li&gt;Weekly newsletter (summary of the blog from the last week plus some exclusive content)&lt;/li&gt;&lt;/ul&gt; &lt;p&gt;More recently I’ve also been offering readers the ability to track with my blogs via Twitter and send my latest posts to my &lt;a href="http://www.twitter.com/problogger"&gt;Twitter account&lt;/a&gt; via &lt;a href="http://tweetburner.com/"&gt;TweetBurner&lt;/a&gt;.&lt;/p&gt; &lt;p&gt;Why so many options? The answer is simply that each reader has their own systems in place to consume content and connect with websites – so offering a variety of methods increases the chances that you’ll be doing something that they are familiar with.&lt;/p&gt; &lt;h3&gt;11. Promote social media connecting points&lt;/h3&gt; &lt;p&gt;Similarly – some of your readers will respond very well to your invitations to connect on other social media sites.&lt;/p&gt; &lt;p&gt;&lt;strong&gt;For example&lt;/strong&gt; I have some readers on DPS who are Facebook junkies. They refuse to subscribe via RSS or email but religiously read my blog by following my &lt;a href="http://www.facebook.com/p/Darren_Rowse/507133003"&gt;Facebook profile&lt;/a&gt; which pulls in my latest posts.&lt;/p&gt; &lt;p&gt;Another small group of readers here at ProBlogger follow this blog through Technorati’s favorites feature. While I prefer to read blogs using an rss reader like Google Reader – their rhythm of reading content revolves around Technorati. As a result I’m happy that I promoted my Technorati profile (&lt;a href="http://technorati.com/faves?add=http://problogger.net"&gt;you can favorite ProBlogger here&lt;/a&gt;).&lt;/p&gt; &lt;p&gt;While you might not see the sense in people following your blog in some of these social media sites others do and at the very least promoting them can potentially &lt;a href="http://www.problogger.net/archives/2007/07/31/building-your-personal-brand-one-straw-at-a-time/"&gt;reinforce your brand&lt;/a&gt;.&lt;br /&gt;&lt;/p&gt; &lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/social-media-1.jpg" class="center" alt="Social-Media-1" border="0" vspace="10" width="500" height="402" hspace="10" /&gt;&lt;/p&gt; &lt;h3&gt;12. Highlight Your Best Content&lt;/h3&gt; &lt;p&gt;A great way to convince readers to become loyal is to get them reading more than one of your posts (especially if they are your best posts). You can do this by linking to other posts within your content but also suggesting further reading and ‘best of’ posts around your blog.&lt;/p&gt; &lt;p&gt;&lt;strong&gt;For example&lt;/strong&gt; – here at ProBlogger on my front page the ‘best of ProBlogger’ section is one of the most clicked upon parts of my site. This small section of the site sends people deep within the blog to some of my best work – hopefully resulting in quite a few new loyal readers.&lt;br /&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/best-of-pb.png" class="center" alt="Best-Of-Pb" border="0" vspace="10" width="349" height="346" hspace="10" /&gt;&lt;br /&gt;At DPS I have a small section on my sidebar called ‘Digital Photography Tips’ which is a list of ‘&lt;a href="http://www.problogger.net/archives/2007/08/18/create-a-sneeze-page-and-propel-readers-deep-within-your-blog/"&gt;sneeze pages&lt;/a&gt;‘ (or compilation pages of my best posts in certain categories). Again – these are there simply to draw people deep into the site and get them viewing some of the best the site has to offer (and hopefully to convince them to subscribe).&lt;br /&gt; &lt;/p&gt;&lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/best-of-dps.png" class="center" alt="Best-Of-Dps" border="0" vspace="10" width="213" height="135" hspace="10" /&gt;&lt;/p&gt; &lt;h3&gt;13. Create Momentum With Your Content&lt;/h3&gt; &lt;p&gt;&lt;a href="http://www.problogger.net/archives/2008/02/07/how-to-create-a-sense-of-anticipation-on-your-blog/"&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/02/anticipation.jpg" class="right" alt="Anticipation" border="0" vspace="10" width="266" height="141" hspace="10" /&gt;&lt;/a&gt;When you give readers a sense that you’re creating more content that they’ll want to read you give them a reason to subscribe.&lt;/p&gt; &lt;p&gt;For example when a reader reads the first part of a series of posts on a topic that they find useful you can count on them wanting to read the rest.&lt;/p&gt; &lt;p&gt;I wrote about this in a post on &lt;a href="http://www.problogger.net/archives/2008/02/06/a-secret-to-finding-new-subscribers-for-your-blog/"&gt;creating a sense of anticipation on your blog&lt;/a&gt;.&lt;/p&gt; &lt;h3&gt;14. Consider Removing Dates on Old Posts&lt;/h3&gt; &lt;p&gt;This one could be a little controversial but I find that when old posts are not dated that it doesn’t create a ‘oh this is old’ type reaction in your readers.&lt;/p&gt; &lt;p&gt;I’ve seen this numerous times here on ProBlogger where posts written back in 2005 have attracted comments like ‘this is old’ or ‘out of date tips’ – even when the content has been of a ‘timeless’ or evergreen nature.&lt;/p&gt; &lt;p&gt;Personally I think that you should consider the type of blog you have before doing this. For me it works on DPS where I’ve never had dates on posts – but not here at ProBlogger where I have a topic that is more time specific (I’ll write more on this topic in coming days).&lt;/p&gt; &lt;h3&gt;15. Give Incentive to Subscribe&lt;/h3&gt; &lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/incentive.jpg" alt=" Incentive" align="left" border="0" vspace="10" width="193" height="270" hspace="10" /&gt;Over the last few days I’ve had a small &lt;a href="http://digital-photography-school.com/blog/subscribe-to-our-newsletter-for-a-chance-to-win-a-great-photography-book/"&gt;competition&lt;/a&gt; going on Digital Photography School where I’m giving 3 subscribers to my newsletter there a copy of a great photography book.&lt;/p&gt; &lt;p&gt;1500 new subscribers later (and counting that small incentive is one of the best $50 I’ve ever spent.&lt;/p&gt; &lt;p&gt;Give away a book, free ebook or report, download or some other incentive to those subscribing to your blog’s feed or newsletter and you could give some readers the little extra incentive to connect that they needed.&lt;/p&gt; &lt;p&gt;It need not be anything expensive (or that costs you anything at all) – just make it a small bonus and see what impact that might have. &lt;/p&gt; &lt;h3&gt;16. Keep Posting Frequency Up&lt;/h3&gt; &lt;p&gt;One thing that I do as a blog reader deciding whether I’ll subscribe to a blog or not is to head to the home page and see how often they’ve updated recently.&lt;/p&gt; &lt;p&gt;There’s nothing more frustrating as a reader than to find some great content and be hungry for more only to find that the blogger hasn’t update in 3 months.&lt;/p&gt; &lt;p&gt;I don’t think you need to update every day – but something in the last week shows that your blog is up to date. You can also highlight this by showing your most recent posts somewhere in your sidebar.&lt;/p&gt; &lt;h3&gt;17. Create an Engaging About Page&lt;/h3&gt; &lt;p&gt;&lt;a href="http://www.problogger.net/about-problogger"&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2008/07/about-page.jpg" alt="About-Page" align="right" border="0" vspace="10" width="250" height="169" hspace="10" /&gt;&lt;/a&gt;Another thing that I often do when I go to a new blog is to look at it’s ‘&lt;a href="http://www.problogger.net/archives/2005/03/23/random-blog-tip-include-an-about-page/"&gt;about page&lt;/a&gt;‘. &lt;/p&gt; &lt;p&gt;I like to know who is behind a blog, what their goals for it are, how it started and other information &lt;a href="http://www.problogger.net/archives/2006/11/24/how-to-write-your-about-me-page/"&gt;about&lt;/a&gt; what the blogger is on about. &lt;/p&gt; &lt;p&gt;This is an opportunity to sell your blog to and make a connection with prospective readers who are going out of their way to find out more about you – so use it to tell your &lt;strong&gt;story&lt;/strong&gt; and draw readers in to journey with you. &lt;/p&gt; &lt;p&gt;&lt;b&gt;PS&lt;/b&gt;: whatever you do – don’t let your about page be the &lt;a href="http://www.problogger.net/archives/2006/08/02/the-problem-of-default-about-pages/"&gt;default about page&lt;/a&gt; that comes with your blog.&lt;/p&gt; &lt;h3&gt;18. Add a Community Area or Forum&lt;/h3&gt; &lt;p&gt;One of the best things that I ever did with my photography site was to add a &lt;a href="http://digital-photography-school.com/forum"&gt;forum&lt;/a&gt;. &lt;/p&gt; &lt;p&gt;I cannot express to you just how sticky that area of DPS is! &lt;/p&gt; &lt;p&gt;While readers come to the blog once a day to read new content – some of them come to the forum ALL DAY – racking up literally hundreds of page views a week. &lt;/p&gt; &lt;p&gt;Forums won’t attract all of your readers (I suspect they attract some personality types and not others) – but they will connect with some and help make your site a lot stickier.&lt;/p&gt; &lt;h3&gt;19. Social Proof&lt;/h3&gt; &lt;p&gt;&lt;img src="http://www.problogger.net/wp-content/uploads/2007/08/feedburner-subscription-conters-2.jpg" class="left" alt="Feedburner-Subscription-Conters-2" border="0" vspace="10" width="322" height="210" hspace="10" /&gt;Does your blog have readers already? If so (and even if it’s just a few) highlight this in any way that you can and you’ll show other first timers that they’re not the only one reading your blog. &lt;/p&gt; &lt;p&gt;People attract people and a site that is obviously being read by others will draw others into it. &lt;/p&gt; &lt;p&gt;This can be difficult in the early days of a blog when you don’t have a lot of activity – but as it builds show it off.&lt;/p&gt; &lt;p&gt;Highlight new comments, show subscriber numbers when you have them, quote readers comments, find a way to slip your stats into a post occassionally etc. &lt;/p&gt; &lt;p&gt;It’s a bit of a snowball effect – once you have readers they’ll bring others in.&lt;/p&gt; &lt;p&gt;One thing that I occassionally do at DPS on my &lt;a href="http://digital-photography-school.com/blog/subscribe-to-digital-photography-school/"&gt;subscribe page&lt;/a&gt; (a page dedicated to talking readers through 3 subscription options) is to not only highlight the options but to tell people how many people are using them. In this way those considering subscribing get a sense that they’re actually becoming a part of something that has momentum and thousands of others joining.&lt;/p&gt; &lt;h3&gt;20. Target Readers with Specific Messages &lt;/h3&gt; &lt;p&gt;Here are a few tools and plugins out there that enable you to present specific messages to certain readers coming to your blog based upon where they’ve arrived from and if they’ve been to your blog before. &lt;/p&gt; &lt;ul&gt;&lt;li&gt;&lt;a href="http://theundersigned.net/2006/06/landing-sites-11"&gt;LandingSites&lt;/a&gt; is a WP plugin that shows readers arriving from search engines related posts on the search term that they’ve searched for. &lt;/li&gt;&lt;li&gt;&lt;a href="http://www.richardkmiller.com/blog/wordpress-plugin-what-would-seth-godin-do"&gt;What Would Seth Godin Do&lt;/a&gt; is a plugin that welcomes new readers to your blog with a special message and invitation to subcribe.&lt;/li&gt;&lt;/ul&gt; &lt;p&gt;Got any other plugins and tools for targeting readers with specific messages? Feel free to share them in comments below.&lt;/p&gt; &lt;h3&gt;21. Sticky Content&lt;/h3&gt; &lt;p&gt;Lastly (&lt;strong&gt;and most importantly&lt;/strong&gt; in my mind) – the key to sticky sites is sticky content. &lt;/p&gt; &lt;p&gt;You can have the best designed site in the world with lots of the above features – but unless readers who come to it find something that connects and brings them life in some way – you’re unlikely to get them back tomorrow.&lt;/p&gt; &lt;p&gt;Writing engaging content needs to be your number one Priority.&lt;/p&gt; &lt;h2&gt;What Have I Missed?&lt;/h2&gt; &lt;p&gt;As I wrote this list the ideas just kept coming (I originally set out to write a list of 10 points… then 20…. then I just had to slip in one more) – but I’m sure there is more to say on the topic of sticky sites.&lt;/p&gt; &lt;p&gt;What would you add? What have you done on your site to add stickiness? &lt;/p&gt; &lt;p&gt;Looking forward to hearing your ideas in comments below.&lt;/p&gt; &lt;h3&gt;PS: Welcome to StumbleUpon readers&lt;/h3&gt; &lt;p&gt;This post has gone crazy on StumbleUpon today. If you’ve surfed in from there thanks for dropping by. If you’ve found this post helpful I’d appreciate you stumbling it. You might also find future posts on ProBlogger helpful – so don’t forget to &lt;a href="http://feeds.feedburner.com/ProbloggerHelpingBloggersEarnMoney"&gt;subscribe&lt;/a&gt; (you know I had to do that on a post like this!)&lt;/p&gt; &lt;p&gt;Lastly – this post has led to some great conversation in comments below which has triggered a lot of other ideas for creating sticky blogs in my mind – so I’ve written a followup post – &lt;a href="http://www.problogger.net/archives/2008/07/19/7-more-techniques-to-make-your-blog-sticky/"&gt;7 More ways to make your blog sticky&lt;/a&gt;.&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-3939712789566067809?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/3939712789566067809/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/21-ways-to-make-your-blog-or-website.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/3939712789566067809'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/3939712789566067809'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/21-ways-to-make-your-blog-or-website.html' title='21 Ways to Make Your Blog or Website Sticky'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-2894155141549800915</id><published>2009-10-24T18:35:00.001-07:00</published><updated>2009-10-24T18:35:31.703-07:00</updated><title type='text'>50 Creative Ways to Make Your Blog Popular</title><content type='html'>&lt;div class="clear"&gt;&lt;!-- --&gt;&lt;/div&gt;                                                          &lt;div class="content"&gt;                             &lt;p&gt; &lt;img src="http://www.blogohblog.com/wp-content/pop/2008/01/bloggingtips.gif" alt="Blogging Tips" /&gt;&lt;/p&gt; &lt;p&gt;Here is a list of some very creative ways which can help you make your blog popular. If not popular, at least it will give you some ideas of what to post on your blog if you are running out of topics to write about.&lt;/p&gt; &lt;ol&gt;&lt;li&gt;Start a controversy. Just remember not to cross the line.&lt;/li&gt;&lt;li&gt;Start a contest. Make sure to end it too.&lt;/li&gt;&lt;li&gt;Give away free goodies. People love them.&lt;/li&gt;&lt;li&gt;Write about other bloggers to interest their visitors to read your blog. Keep it positive.&lt;/li&gt;&lt;li&gt;Dress up your blog often (By dress-up I mean tweaking the design)&lt;/li&gt;&lt;li&gt;Interview other bloggers and post the interview.&lt;/li&gt;&lt;li&gt;Write about your personal life sometimes.&lt;/li&gt;&lt;li&gt;Ask questions to your visitors.&lt;/li&gt;&lt;li&gt;Share some secrets.&lt;/li&gt;&lt;li&gt;Celebrate your birthday with your visitors. Think of innovative ways for doing this.&lt;/li&gt;&lt;li&gt;Celebrate your blog’s birthday too.&lt;/li&gt;&lt;li&gt;Write something funny or disgusting. (Don’t make it a habit)&lt;/li&gt;&lt;li&gt;Make a bumper sticker with your blog’s name and stick it on your car. (Just make sure you drive often)&lt;/li&gt;&lt;li&gt;Write an e-book and distribute it to your visitors for free.&lt;/li&gt;&lt;li&gt;Introduce a commission based affiliate program.&lt;/li&gt;&lt;li&gt;Tell your visitors about your latest fad or obsession.&lt;/li&gt;&lt;li&gt;Post interesting pictures of your pets.&lt;/li&gt;&lt;li&gt;Congratulate the top commentators occasionally.&lt;/li&gt;&lt;li&gt;Encourage sharing of opinions.&lt;/li&gt;&lt;li&gt;Donate for a cause or become a volunteer for a non-profit organization. Ask your visitors to join you.&lt;/li&gt;&lt;li&gt;Put your blog’s ad in the local newspaper or the yellow pages.&lt;/li&gt;&lt;li&gt;Hold blog competitions.&lt;/li&gt;&lt;li&gt;Create polls.&lt;/li&gt;&lt;li&gt;Hold an auction and let people bid for something useful (For example, advertising space on your blog).&lt;/li&gt;&lt;li&gt;Write about your blog achievements.&lt;/li&gt;&lt;p&gt;&lt;span id="more-455"&gt;&lt;/span&gt;&lt;/p&gt;&lt;li&gt;Share your hopes and aspirations about your blog.&lt;/li&gt;&lt;li&gt;Start  an award distribution system.&lt;/li&gt;&lt;li&gt;Make contact with your local visitors and hold a get-together or a bloggers’ meet.&lt;/li&gt;&lt;li&gt;Start a blog comic strip.&lt;/li&gt;&lt;li&gt;Dig up some old article that you wrote on your blog which became famous and start a discussion.&lt;/li&gt;&lt;li&gt;Try and get a photograph clicked with a real celebrity and post it on your blog. (Hold on Tiger..don’t rush to that Photoshop button!)&lt;/li&gt;&lt;li&gt;Post videos that will help your visitors learn something new. Also submit them to video sharing websites like YouTube.com.&lt;/li&gt;&lt;li&gt;Write about your hobbies and interests. (For example, if you like cooking, post a new recipe)&lt;/li&gt;&lt;li&gt;Post about one of the weirdest thing that you ever did.&lt;/li&gt;&lt;li&gt;Get featured in a print magazine.&lt;/li&gt;&lt;li&gt;Buy a paid review from any famous blogger(s).&lt;/li&gt;&lt;li&gt;Brand your blog with a catch phrase along with a logo.&lt;/li&gt;&lt;li&gt;Distribute T-shirts or merchandise with your blog name on it.&lt;/li&gt;&lt;li&gt;Join Yahoo! Answers and put a link on your website to your answers.&lt;/li&gt;&lt;li&gt;Keep a track of websites that pick up your articles or press releases. Offer them exclusive news or content.&lt;/li&gt;&lt;li&gt;Do surveys and publish the results to your visitors.&lt;/li&gt;&lt;li&gt;Build tools that your visitors might find use for.&lt;/li&gt;&lt;li&gt;Start a newsletter.&lt;/li&gt;&lt;li&gt;Podcasting is another good way to make your blog popular.&lt;/li&gt;&lt;li&gt;Publicize your blog to your friends and relatives and let them do some work for you.&lt;/li&gt;&lt;li&gt;Be active in Social Bookmarking websites.&lt;/li&gt;&lt;li&gt;Share Link Love and you will get it back.&lt;/li&gt;&lt;li&gt;People like to read about Web 2.0. Write about it.&lt;/li&gt;&lt;li&gt;Write about something that’s already famous.&lt;/li&gt;&lt;li&gt;Last but not the least, be yourself.&lt;/li&gt;&lt;/ol&gt;                             &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-2894155141549800915?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/2894155141549800915/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/50-creative-ways-to-make-your-blog.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/2894155141549800915'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/2894155141549800915'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/50-creative-ways-to-make-your-blog.html' title='50 Creative Ways to Make Your Blog Popular'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-6763758678081607498</id><published>2009-10-24T17:53:00.000-07:00</published><updated>2009-10-24T17:54:57.121-07:00</updated><title type='text'>101 Ways to Make Your Blog More Popular and Successful</title><content type='html'>What I learned about online publishing, blogging, SEO in 10 years you can now read in 10 minutes.&lt;br /&gt;&lt;br /&gt;This is my list of 101 ways to make your blog more popular and successful. Most of it I tried myself, other measures have been taken by numerous other bloggers with success so I have to catch up on them myself.&lt;br /&gt;&lt;br /&gt;1 – 5: StumbleUpon&lt;br /&gt;&lt;br /&gt;1. Get social on StumbleUpon, it brings huge targeted traffic if you do it right&lt;br /&gt;&lt;br /&gt;2. Add some friends at SU but not too many&lt;br /&gt;&lt;br /&gt;3. Reward people stumbling you, or say “thanks” at least&lt;br /&gt;&lt;br /&gt;4. Stumble only good stuff, so people get interested in you and visit your blog&lt;br /&gt;&lt;br /&gt;5. Link your blog on your StumbleUpon home page&lt;br /&gt;&lt;br /&gt;6 – 10: Niche social news sites&lt;br /&gt;&lt;br /&gt;6. Target niche social news sites like DZone, Sphinn or Hugg&lt;br /&gt;&lt;br /&gt;7. Become a power user at the one that fits you most&lt;br /&gt;&lt;br /&gt;8. Stumble good articles from the niche social news communities&lt;br /&gt;&lt;br /&gt;9. Use a striking avatar&lt;br /&gt;&lt;br /&gt;10. Socialize with other (power) users and add them as friends at Facebook or Pownce&lt;br /&gt;&lt;br /&gt;11 – 20: Your blog&lt;br /&gt;&lt;br /&gt;11. Add an unforgettable image in your blog header&lt;br /&gt;&lt;br /&gt;12. Use WordPress, as it’s the most widely used blogging platform and makes socializing with Trackbacks easier&lt;br /&gt;&lt;br /&gt;13. Use a great design or customize a great WordPress theme&lt;br /&gt;&lt;br /&gt;14. Allow trackbacks and real links in comments (dofollow)&lt;br /&gt;&lt;br /&gt;15. Reply to your comments&lt;br /&gt;&lt;br /&gt;16. Link to other bloggers, not only the well known ones&lt;br /&gt;&lt;br /&gt;17. Create pillar or mile stone content like huge lists, thorough tutorials, breaking or unique news&lt;br /&gt;&lt;br /&gt;18. Be the first to say something: uncover scams, debunk myths&lt;br /&gt;&lt;br /&gt;19. Review other bloggers&lt;br /&gt;&lt;br /&gt;20. Create a blogroll of blogs that are similar to yours and/or a good supplement&lt;br /&gt;&lt;br /&gt;21 – 30: Other blogs:&lt;br /&gt;&lt;br /&gt;21. Accept and revere authorities in your field&lt;br /&gt;&lt;br /&gt;22. Make a list of the top 10 blogs in your field and try being like them and better&lt;br /&gt;&lt;br /&gt;23. Contribute guest post on other blogs&lt;br /&gt;&lt;br /&gt;24. Email other bloggers if they have “Page not found” or their design is broken is some browser&lt;br /&gt;&lt;br /&gt;25. Get inspired by other bloggers&lt;br /&gt;&lt;br /&gt;26. Comment on other blogs, out of interest, not only for marketing purposes&lt;br /&gt;&lt;br /&gt;27. Go to unconferences and bar camps to meet other bloggers&lt;br /&gt;&lt;br /&gt;28. Submit others blog posts to your favorite social media or vote there for them&lt;br /&gt;&lt;br /&gt;29. Do not expect other bloggers to like just because your there&lt;br /&gt;&lt;br /&gt;30. Do not annoy other bloggers with IM, email or other means, only contact them if it really makes sense&lt;br /&gt;&lt;br /&gt;31 – 40: Copy writing&lt;br /&gt;&lt;br /&gt;31. Write about popular topics but not those everybody else already covered&lt;br /&gt;&lt;br /&gt;32. Find a new angle to a story instead of mere repeating or linking&lt;br /&gt;&lt;br /&gt;33. Use striking, funny, easy to remember titles like “The Day I was reborn, twice”, “I ate my iPod“, “10 Ways to become a Millionaire in 5 Weeks”&lt;br /&gt;&lt;br /&gt;34. Do not write too short posts&lt;br /&gt;&lt;br /&gt;35. Do not write too long posts&lt;br /&gt;&lt;br /&gt;36. Know your audience and offer it what it wants, not only what you think is appropriate&lt;br /&gt;&lt;br /&gt;37. Be yourself, do not write you you would write for an employer, write as if you write a letter to a friend&lt;br /&gt;&lt;br /&gt;38. Offend offenders&lt;br /&gt;&lt;br /&gt;39. Do not offend people weaker than you&lt;br /&gt;&lt;br /&gt;40. Ask questions and incite discussions&lt;br /&gt;&lt;br /&gt;41 – 50: X/HTML and CSS&lt;br /&gt;&lt;br /&gt;41. Use X/HTML and CSS (Flash blogs exist!)&lt;br /&gt;&lt;br /&gt;42. Use headings, lists, bold, italic and other means of making a text readable&lt;br /&gt;&lt;br /&gt;43. Use large headlines&lt;br /&gt;&lt;br /&gt;44. Use the h2 tag for post titles&lt;br /&gt;&lt;br /&gt;45. Use Flash image replacement to make your headlines look better&lt;br /&gt;&lt;br /&gt;46. Do not use fonts for headlines which are not meant for them and look ugly (Verdana)&lt;br /&gt;&lt;br /&gt;47. Make your font size readable for your post but not too big, your readers are not half blind&lt;br /&gt;&lt;br /&gt;48. Use colors that contrast but not too much and not too many of them, black on white is still king&lt;br /&gt;&lt;br /&gt;49. Be original but let people recognize that your blog is a blog, by using some well known elements&lt;br /&gt;&lt;br /&gt;50. Use compatible CSS, no CSS 3 tricks&lt;br /&gt;&lt;br /&gt;51 – 60: Images&lt;br /&gt;&lt;br /&gt;51. Use images in posts&lt;br /&gt;&lt;br /&gt;52. Use striking images in your posts, like collages, bright colors, images that metaphorically illustrate your point&lt;br /&gt;&lt;br /&gt;53. Be original, do not just display the Google logo when you write about Google&lt;br /&gt;&lt;br /&gt;54. Do not steal images without proper attribution&lt;br /&gt;&lt;br /&gt;55. Use a list of images to attract large audiences, but don’t forget #54&lt;br /&gt;&lt;br /&gt;56. Use screenshots or parts of them as images for your blog posts&lt;br /&gt;&lt;br /&gt;57. Use pictures of beautiful women&lt;br /&gt;&lt;br /&gt;58. Do not use pictures as the only content of a post if it’s not a list&lt;br /&gt;&lt;br /&gt;59. Do not use images that are bigger than 50 Kb or 500*500 pixels, not everybody in the world has a fast connection&lt;br /&gt;&lt;br /&gt;60. Use thumbnails for bigger images&lt;br /&gt;&lt;br /&gt;61 – 70: Topics&lt;br /&gt;&lt;br /&gt;61. Cover the most important things in life: Love, peace, happiness, community, freedom&lt;br /&gt;&lt;br /&gt;62. Do not write about SEO (it’s too late for me)&lt;br /&gt;&lt;br /&gt;63. If you write about SEO call it blogging tips or make money online&lt;br /&gt;&lt;br /&gt;64. Write how you feel&lt;br /&gt;&lt;br /&gt;65. Interview interesting and well known people&lt;br /&gt;&lt;br /&gt;66. Write about stars, people love stars: Angelina Jolie I love you!&lt;br /&gt;&lt;br /&gt;67. Write about what you know first hand, what you experienced&lt;br /&gt;&lt;br /&gt;68. Concentrate on positive topics, do not just write how bad everything is&lt;br /&gt;&lt;br /&gt;69. Do not write about your wife, kids, where you live, how much you earn or what you bought unless you’re properly armed or live Sweden&lt;br /&gt;&lt;br /&gt;70. Write you earned thousands of dollars by blogging to get known&lt;br /&gt;&lt;br /&gt;71 – 80: Blog SEO and promotion&lt;br /&gt;&lt;br /&gt;71. Use blog communities like MyBlogLog or BlogCatalog&lt;br /&gt;&lt;br /&gt;72. Use CLIQ to be displayed on similar blogs you like&lt;br /&gt;&lt;br /&gt;73. Ping Technorati and Google Blog Search (default in English WordPress)&lt;br /&gt;&lt;br /&gt;74. Use WordPress 2.3+ as it’s already SEOed to the max out of the box&lt;br /&gt;&lt;br /&gt;75. Link out to others to get linked, do not engage in link exchange, link buying or selling or any automated link schemes&lt;br /&gt;&lt;br /&gt;76. Do not use keywords like “california real estate” as your name in comment fields unless it’s your blogs name&lt;br /&gt;&lt;br /&gt;77. Don’t do conventional SEO on your blog, it’s in most cases counter productive&lt;br /&gt;&lt;br /&gt;78. Do not write content – write articles, reviews, interviews&lt;br /&gt;&lt;br /&gt;79. SEO is not Spam, Blog SEO is not trackback spam&lt;br /&gt;&lt;br /&gt;80. Do not automate your blogging efforts&lt;br /&gt;&lt;br /&gt;81 – 85: Getting Subscribers&lt;br /&gt;&lt;br /&gt;81. Display a (big) orange feed icon where everybody can see it&lt;br /&gt;&lt;br /&gt;82. Use Feedburner&lt;br /&gt;&lt;br /&gt;83. Let people subscribe by email&lt;br /&gt;&lt;br /&gt;84. Offer a full feed&lt;br /&gt;&lt;br /&gt;85. Explain what RSS is for people new to the concept and offer a choice of the best RSS readers&lt;br /&gt;&lt;br /&gt;86 – 90: Branding&lt;br /&gt;&lt;br /&gt;86. Get a decent logo&lt;br /&gt;&lt;br /&gt;87. Get a unique and remarkable name for your blog&lt;br /&gt;&lt;br /&gt;88. Get a short and concise name for yourself, Tadeusz Szewczyk = Tad Chef&lt;br /&gt;&lt;br /&gt;89. Use your logo and/or avatar throughout the Net&lt;br /&gt;&lt;br /&gt;90. Trademark your blog name and logo&lt;br /&gt;&lt;br /&gt;91 – 101: Miscellaneous&lt;br /&gt;&lt;br /&gt;91. Do not offend people for being different than you&lt;br /&gt;&lt;br /&gt;92. Be open minded, let anything and everything inspire you&lt;br /&gt;&lt;br /&gt;93. treat your readers and other bloggers like real people, with respect and compassion&lt;br /&gt;&lt;br /&gt;94. Explain stuff that you know, there are always some people who don’t&lt;br /&gt;&lt;br /&gt;95. Be different but stay true to yourself, do not pose as somebody else&lt;br /&gt;&lt;br /&gt;96. Do not overload your blog with ads&lt;br /&gt;&lt;br /&gt;97. Do not use Google Adsense or Text Link ads unless you have to or depend on it&lt;br /&gt;&lt;br /&gt;98. Become an expert in your trade, be a specialist in your topic&lt;br /&gt;&lt;br /&gt;99. Do not try to do everything or be everywhere, concentrate on the stuff you like, prefer and are good at&lt;br /&gt;&lt;br /&gt;100. Cooperate with others, altruism is the best egoism&lt;br /&gt;&lt;br /&gt;101. 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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-6763758678081607498?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/6763758678081607498/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/101-ways-to-make-your-blog-more-popular.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/6763758678081607498'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/6763758678081607498'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/101-ways-to-make-your-blog-more-popular.html' title='101 Ways to Make Your Blog More Popular and Successful'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-3410914136499385010</id><published>2009-10-24T17:49:00.000-07:00</published><updated>2009-10-24T17:50:49.788-07:00</updated><title type='text'>Saturday football as it happened</title><content type='html'>&lt;div id="clockwatch_8323209_event_263"&gt;&lt;b&gt;1938:&lt;/b&gt; Lovely jubbly. That's me done for today, thanks heaps for sticking around and sharing in the late doors goal feast. &lt;b&gt;Match of the Day &lt;/b&gt;is on BBC One and online at 2215 BST, and the &lt;b&gt;Football League Show &lt;/b&gt;hits our screens at 2330 BST. Don't forget the clocks go back an hour tonight, so you get an extra bit of kip time. Not that any of us will sleep with the&lt;!-- S ILIN --&gt;                                             &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/eng_prem/8316379.stm"&gt;excitement that awaits us tomorrow.&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               Mañana.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_262"&gt;&lt;b&gt;Chelsea's Joe Cole:&lt;/b&gt; "Yeah it was great to be back. When you're out for 10 months just to be training again is fantastic, but when you get to play in a game like that it's great."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_261"&gt;&lt;b&gt;From Anon, via text on 81111:&lt;/b&gt; "In response to Ron, at Spurs last season we went from mid-August to mid-March without a 3pm Saturday kick-off. Every game was a sell out."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_260"&gt;&lt;b&gt;1929:&lt;/b&gt; So Chelsea return to the top of the Premier League after that demolition job on hapless Blackburn. QPr move up to fourth in the Championship after coming from 2-0 down to beat Derby, with some of the home fans booing at the final whistle. That's harsh.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_259"&gt;&lt;b&gt;1927: Full-time Derby 2-4 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_258"&gt;&lt;b&gt;1924: Full-time Chelsea 5-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_257"&gt;&lt;b&gt;1923:&lt;/b&gt; El Hadji Diouf curls a free-kick harmlessly into the arms of Petr Cech. At Derby, Nigel Clough sits on the home bench looking sad, and quite frankly, that makes me sad too.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_256"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;QPR goal:&lt;/b&gt; Wayne Routledge's searing pace has caused Derby a problem all night long and he is too quick for Dean Moxey, the defender bringing Routledge down in the box and &lt;b&gt;Akos Buzsaky &lt;/b&gt;stepping up to thump the spot-kick into the roof of the net.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_255"&gt;&lt;b&gt;1920: GOAL Derby 2-4 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_254"&gt;&lt;b&gt;1920: PENALTY TO QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_253"&gt;&lt;b&gt;1919:&lt;/b&gt; Into injury time at Chelsea, there will be about three extra minutes at Stamford Bridge.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_252"&gt;&lt;b&gt;1916:&lt;/b&gt; Whoosh, from one sub to the next at Derby as QPR's Rowan Vine turns his marker down the right and crosses for Patrick Agyemang to fire just wide from six yards, under pressure.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_251"&gt;&lt;b&gt;1914:&lt;/b&gt; Oh what a chance for Derby's Rob Hulse as the ball falls for him 12 yards out in the QPR area, but the big striker slams way over, much to the anguish of his manager.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_250"&gt;&lt;b&gt;1912:&lt;/b&gt; El Hadji Diouf volleys wide from 25 yards for Blackburn at Chelsea as they go in search of a consolation.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_249"&gt;&lt;b&gt;1910:&lt;/b&gt; Steve Davies fires wide for Derby at Pride Park - where there's life there is hope for Nigel Clough's team.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_248"&gt;&lt;b&gt;1908:&lt;/b&gt; Twelve minutes left in two cracking late games, it's Chelsea &lt;b&gt;5-0&lt;/b&gt; Blackburn and Derby &lt;b&gt;2-3&lt;/b&gt; QPR.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_247"&gt;&lt;b&gt;1907:&lt;/b&gt; Ex-Man City kid Daniel Sturridge comes on for Chelsea, replacing Joe Cole.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_246"&gt;&lt;b&gt;From Ron, London, via text on 81111:&lt;/b&gt; "Little surprise Stamford Bridge isn't full as yet again we've got an odd kick-off time. We don't have a home 3pm Saturday kick-off until 21 November. Three months without a normal home kick-off time is just a disgrace."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_245"&gt;&lt;b&gt;1904:&lt;/b&gt; Almost game over at Derby as QPR and that man Adel Taarabt break and the on-loan forward sees his shot at the near post parried behind by Stephen Bywater.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_244"&gt;&lt;b&gt;1903:&lt;/b&gt; No goals for 10 minutes? Disappointing. Probably not for Blackburn, though.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_243"&gt;&lt;b&gt;1901:&lt;/b&gt; Twenty minutes to go at Derby and the hosts are starting to put some pressure on QPR now. The Rams trail 3-2, having led 2-0 at one stage.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_242"&gt;&lt;b&gt;1858:&lt;/b&gt; What an evening's entertainment this is. You can take your Strictly and X-Factor - I'll have a couple of five-star football matches over them any day of any week.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_241"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From 5TournamentFloplegend on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "This is a disgracefully inept non-performance from a so-called top flight side. How much are these total wasters at Blackburn being paid a week for this? Chelsea haven't even had to try."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_240"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Chelsea goal:&lt;/b&gt; This is just a horror show - if I was a Blackburn fan, I'm not sure I could watch anymore. Michael Ballack swings over a corner from the left and &lt;b&gt;Didier Drogba &lt;/b&gt;gets the better of Ryan Nelsen to head home. And where was Paul Robinson? Coming off his line to try and get a ball that was never, ever his. More poor goalkeeping, you have to say.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_239"&gt;&lt;b&gt;1853: GOAL Chelsea 5-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_238"&gt;&lt;b&gt;1852:&lt;/b&gt; Derby's Frederik Stoor has a hell of a shiner after getting a stray elbow in the face from Akos Buszaky - no intention from the QPR player whatsoever, by the way.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_237"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;QPR goal:&lt;/b&gt; More sloppy defending and the visitors have completed a remarkable turnaround. A simple ball through from Akos Buszaky causes mayhem on the edge of the derby box and &lt;b&gt;Jay Simpson &lt;/b&gt;is allowed time and space to get into the area and slip the ball past Stephen Bywater.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_236"&gt;&lt;b&gt;1850: GOAL Derby 2-3 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_235"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Chelsea goal:&lt;/b&gt; This could turn into a real rout. Ryan Nelsen brings down Didier Drogba in the Rovers box and &lt;b&gt;Frank Lampard &lt;/b&gt;steps up to send Paul Robinson the wrong way from the spot. Too easy.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_234"&gt;&lt;b&gt;1848: GOAL Chelsea 4-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_233"&gt;&lt;b&gt;1848: PENALTY TO CHELSEA&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_232"&gt;&lt;b&gt;1845:&lt;/b&gt; Adel Taarabt slips a cracking little pass in for Wayne Routledge at Derby, but the QPR winger crashes his shot straight at Stephen Bywater.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_231"&gt;&lt;b&gt;1844:&lt;/b&gt; Two questions: how many will Chelsea rack up? And is there a winner at Derby?&lt;/div&gt;&lt;div id="clockwatch_8323209_event_230"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Chelsea goal:&lt;/b&gt; Hell of a hit, but poor positioning from Paul Robinson there. &lt;b&gt;Michael Essien &lt;/b&gt;collects the ball 35 yards out and hammers in a right foot shot that moves a bit in the air, but it's not right in the corner and Robinson really should be saving those.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_229"&gt;&lt;b&gt;1841: GOAL Chelsea 3-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_228"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;QPR goal:&lt;/b&gt; You'd have to say they probably deserve to be level. Adel Taarabt crosses from the left and Wayne Routledge knocks it across to &lt;b&gt;Gavin Mahon,&lt;/b&gt; who sweeps home from six yards.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_227"&gt;&lt;b&gt;1838: GOAL Derby 2-2 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_226"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Chelsea goal:&lt;/b&gt; Didier Drogba spins Martin Olsson and crosses from the right, Lars Jacobsen can only clear to about 12 yards where &lt;b&gt;Frank Lampard &lt;/b&gt;rifles home Chelsea's second.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_225"&gt;&lt;b&gt;1837: GOAL Chelsea 2-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_224"&gt;&lt;b&gt;1836:&lt;/b&gt; And back under way at Pride Park, too.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_223"&gt;&lt;b&gt;1835:&lt;/b&gt; Back under way at Stamford Bridge.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_222"&gt;&lt;b&gt;Still one of my all-time heroes, Derby manager Nigel Clough:&lt;/b&gt; "We scored two superb goals but conceded a poor one ourselves, we wanted to get in at 2-0. We've got to be better on the ball, we're given it away all over the pitch."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_221"&gt;&lt;b&gt;From Darrell Allen, via text on 81111:&lt;/b&gt; "The Derby game is an absolute cracker. I wanted to send this after 20 minutes, but it's been that good, I haven't been able to look away from the telly."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_220"&gt;&lt;b&gt;From Paul in Carshalton, via text on 81111:&lt;/b&gt; "I do wish Chelsea would take more of their chances. This game should be over as a contest. As it is, Blackburn are still in it."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_219"&gt;&lt;b&gt;1828:&lt;/b&gt; Cracking tribute to the late, great Peter Taylor, Brian Clough's magnificent assistant, on BBC Two. I must admit, watching footage of the pair of them, I feel a little emotional.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_218"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From stirydka1 on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "The Chelsea game is one of the most one-sided you will see this season, but thanks to some truly awful finishing in great positions, Blackburn are still very much in the game."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_217"&gt;&lt;b&gt;1821:&lt;/b&gt; It was of course John Terry's volley that Paul Robinson saved a few moments ago at Chelsea. I need to raise it.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_216"&gt;&lt;b&gt;1820: Half-time Derby 2-1 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_215"&gt;&lt;b&gt;1819: Half-time Chelsea 1-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_214"&gt;&lt;b&gt;1818:&lt;/b&gt; That is an absolutely astonishing save from Paul Robinson, showing amazing reactions to push behind John Terry's thunderous 10-yard volley.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_213"&gt;&lt;b&gt;1817:&lt;/b&gt; Into injury time at both grounds, QPR's Gary Borrowdale testing Stephen Bywater with a 25-yard drive at Pride Park.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_212"&gt;&lt;b&gt;1815:&lt;/b&gt; Golden chance for Gary Teale at Derby, the winger side-footing well over from eight yards as the Rams cause more problems from a corner. It's lively and it's really entertaining.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_211"&gt;&lt;b&gt;1814:&lt;/b&gt; Rubbish at Chelsea - they should have a look at the Derby game to see how to take a free-kick. Didier Drogba rifles a set-piece into the Blackburn wall and Frank Lampard crashes the rebound wide on the volley.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_210"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;QPR goal:&lt;/b&gt; Back in it at Derby and it's the 'new Zidane' who has bagged, &lt;b&gt;Adel Taarabt &lt;/b&gt;seeing what Robbie Savage can do and raising him a few yards, bending a free-kick around a poorly-placed Rams' wall and into Stephen Bywater's bottom left-hand corner.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_209"&gt;&lt;b&gt;1811: GOAL Derby 2-1 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_208"&gt;&lt;b&gt;1809:&lt;/b&gt; Petr Cech comes to punch a long throw in by Morten Gamst Pedersen by completely misses the ball and, fortunately for the Chelsea goalkeeper, Michael Essien clears the ball to safety. Moments later, Didier Drogba unleashes a swerving effort from 30-yards which Paul Robinson fists over his own crossbar.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_207"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Derby goal:&lt;/b&gt; Hold your hands up time - even Forest fans have got to admire that one as &lt;b&gt;Robbie Savage &lt;/b&gt;brilliantly curls a 20-yard free-kick into the top corner of Radek Cerny's net. Talk about rolling back the years, that was an absolute gem.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_206"&gt;&lt;b&gt;1807: GOAL Derby 2-0 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_205"&gt;&lt;b&gt;From Bob Jones, Nottingham, via text on 81111:&lt;/b&gt; "Could Adel Taarabt be the next Zinedine Zidane?"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_204"&gt;&lt;b&gt;1804:&lt;/b&gt; Lovely move from Chelsea, shifting it from left to right on the edge of the Blackburn box and Frank Lampard teeing up Nicolas Anelka, but Paul Robinson races off his line to block the Frenchman's shot.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_203"&gt;&lt;b&gt;1802:&lt;/b&gt; Frank Lampard heads wide from Michael Ballack's right-wing cross. The England midfielder hasn't scored in open play in the Premier League since April against Newcastle.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_202"&gt;&lt;b&gt;1801:&lt;/b&gt; Fabulous stuff from Derby, Lee Croft chasing down a ball on the right and pinging over a brilliant cross that a flying Rob Hulse heads over.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_201"&gt;&lt;b&gt;1801:&lt;/b&gt; About half an hour gone in both games, it's Chelsea &lt;b&gt;1-0&lt;/b&gt; Blackburn and Derby &lt;b&gt;1-0&lt;/b&gt; QPR.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_200"&gt;&lt;b&gt;1758:&lt;/b&gt; Blackburn's Morten Gamst Pedersen drills wide after some good hold up play from Jason Roberts.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_199"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From Keelanthegooner on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "It annoys me when football fans of the top six or so constantly criticise teams like Stoke. If you wanna beat them take your chances and find a way through them. If you can't take your chances you've got nobody to blame but yourself."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_198"&gt;&lt;b&gt;1752:&lt;/b&gt; The word throwback was invented for Adel Taarabt. He just does not ever want to get rid of that ball, jinking left and right, doing stepovers - he's a hell of a player to watch, but must occasionally be unbelievably frustrating to play with. Alejandro Faurlin curls a free-kick wide for QPR.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_197"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Chelsea goal:&lt;/b&gt; Rovers' task just got an awful lot harder. Michael Ballack sends Nicolas Anelka haring away down the left and his fine cross is bundled his own net by &lt;b&gt;Gael Givet &lt;/b&gt;under pressure from Didier Drogba.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_196"&gt;&lt;b&gt;1750: GOAL Chelsea 1-0 Blackburn&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_195"&gt;&lt;b&gt;1749:&lt;/b&gt; Derby nearly make it 2-0, Rob Hulse heading Gary Teale's cross goalwards and Radek Cery pulling off a decent one-handed save. Paul Dickov cannot quite get an overhead kick on target from the rebound.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_194"&gt;&lt;b&gt;1746:&lt;/b&gt; Quarter of an hour gone at Chelsea and the Blues are on top with Joe Cole getting himself involved. Blackburn are going aerial, presumably trying to cash in on Chelsea's recent wobbles at the back.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_193"&gt;&lt;b&gt;1744:&lt;/b&gt; Incidentally, Plymouth had former Argyle and Ipswich striker Paul Mariner in the dugout alongside manager Paul Sturrock for the first time today. They drew 1-1 draw with the Tractor Boys, Mariner's appointment as head coach following two decades working in America.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_192"&gt;&lt;b&gt;1742:&lt;/b&gt; Frank Lampard takes aim and fizzes a right-foot pearler just wide of the far post from outside the Blackburn area.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_191"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Derby goal:&lt;/b&gt; Shocking defending from the visitors and Derby score with their first attack. It's a tale of two veterans as Robbie Savage takes a free-kick quickly and finds &lt;b&gt;Paul Dickov &lt;/b&gt;in acres of space, the little striker hammering past Radek Cerny.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_190"&gt;&lt;b&gt;1740: GOAL Derby 1-0 QPR&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_189"&gt;&lt;b&gt;1740:&lt;/b&gt; QPR are dominating the early stages at Derby, knocking it around with ease at the moment. They are one of the form teams in the division right now.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_188"&gt;&lt;b&gt;From Chris from Ipswich, via text on 81111:&lt;/b&gt; "The national anthem was sang by my friend Thomas, one of the nicest people in the world. Go buy his album Credere!"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_187"&gt;&lt;b&gt;Sunderland boss Steve Bruce:&lt;/b&gt; "We didn't play anything near the standard we have set over the last few weeks. If you have six or seven players not playing well you are going to be in trouble. At least for an hour we were second best. Birmingham were the better team."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_186"&gt;&lt;b&gt;1735:&lt;/b&gt; Jimmy Bullard did not play today for Hull because he had a gash on his shin after making a substitute appearance for them at Fulham on Monday and boss Phil Brown didn't want to risk him.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_185"&gt;&lt;b&gt;1732:&lt;/b&gt; With 29 seconds on the clock, Chelsea should be ahead as Frank Lampard floats over a cross and Joe Cole criminally heads wide from six yards, unmarked. Worrying lack of marking for Rovers fans.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_184"&gt;&lt;b&gt;1731:&lt;/b&gt; Carlo Ancelotti is in attendance at Chelsea after a flying visit to Italy to visit his sick father. We're under way in both evening kick-offs.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_183"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From hero3279 on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "Blackburn fan here. This could be a long afternoon. Olsson has never had a good game for Rovers. We always look wide open. Where is Dunny???"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_182"&gt;&lt;b&gt;1727:&lt;/b&gt; The teams are out at Stamford Bridge and they are out at Pride Park, too, where we are treated to a rendition of the national anthem.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_181"&gt;&lt;b&gt;1726:&lt;/b&gt; Joe Cole makes his first Premier League start since January and is one of four &lt;b&gt;Chelsea &lt;/b&gt;changes from their last league game. The England midfielder replaces Florent Malouda, Branislav Ivanovic comes in for the injured Jose Bosingwa, Juliano Belletti is in for Ashley Cole and Michael Ballack is selected ahead of Deco. There are also four changes for &lt;b&gt;Blackburn &lt;/b&gt;- out go Christopher Samba, Pascal Chimbonda, David Dunn and the ineligible Franco di Santo and in come Martin Olsson, Geal Givet, Brett Emerton and Jason Roberts.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_180"&gt;&lt;b&gt;1724: Derby v QPR line-ups:&lt;br /&gt;Derby:&lt;/b&gt; Bywater, Connolly, Stoor, Barker, Moxey, Croft, Savage, Hughes, Teale, Dickov, Hulse.&lt;br /&gt;Subs: Deeney, Pearson, Buxton, Davies, Livermore, Hendrie, Mills.&lt;br /&gt;&lt;b&gt;QPR:&lt;/b&gt; Cerny, Ramage, Gorkss, Stewart, Borrowdale, Routledge, Faurlin, Mahon, Buzsaky, Taarabt, Simpson.&lt;br /&gt;Subs: Heaton, Hall, Leigertwood, Vine, Agyemang, Alberti, Ainsworth.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Mark Haywood (W Yorkshire)&lt;/div&gt;&lt;div id="clockwatch_8323209_event_179"&gt;&lt;b&gt;1722:&lt;/b&gt; Chelsea can go top of the Premier League if they beat Blackburn at Stamford Bridge. The omens are not good for Rovers - they have lost their last eight away games in the league and failed to score in their last six top flight meetings with the Blues.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_178"&gt;&lt;b&gt;From DiehardPotter, via text on 81111:&lt;/b&gt; "Football is not about being pretty. It is about winning. Stoke beat Spurs. Period. If you want pretty try a different sport, women's beach volleyball springs to mind."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_177"&gt;&lt;b&gt;1716:&lt;/b&gt; League Two round-up: Bournemouth move three points clear at the top after a 3-1 home victory over struggling and managerless Grimsby. It was an eighth win in nine games in all competitions for the Cherries. Their day could have been even better has Dagenham &amp;amp; Redbridge not come from two goal down to draw 2-2 at Macclesfield. But another rival, Rochdale, slumped to a 2-1 home defeat by Accrington. And there was more woe for bottom-of-the-table Darlington as three second-half goals sent them crashing to a 3-0 defeat at Barnet.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_176"&gt;&lt;b&gt;1714:&lt;/b&gt; Web users (UK only) - if you refresh your page, you will be able to watch events unfold from Pride Park at the top as Derby County take on QPR. It's also on BBC Two - but then you don't get these words as well, do you?&lt;/div&gt;&lt;div id="clockwatch_8323209_event_175"&gt;&lt;b&gt;1710: Chelsea v Blackburn line-ups:&lt;/b&gt;&lt;br /&gt;&lt;b&gt;Chelsea:&lt;/b&gt; Cech, Ivanovic, Carvalho, Terry, Belletti, Essien, Ballack, Lampard, Joe Cole, Anelka, Drogba.&lt;br /&gt;Subs: Hilario, Malouda, Paulo Ferreira, Deco, Kalou, Sturridge, Bruma.&lt;br /&gt;&lt;b&gt;Blackburn:&lt;/b&gt; Robinson, Jacobsen, Olsson, Nelsen, Givet, Andrews, Nzonzi, Pedersen, Emerton, Diouf, Roberts.&lt;br /&gt;Subs: Brown, McCarthy, Reid, Kalinic, Hoilett, Salgado, Jones.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Alan Wiley (Staffordshire)&lt;/div&gt;&lt;div id="clockwatch_8323209_event_174"&gt;&lt;b&gt;From Peter, angry Plymouth fan, via text on 81111:&lt;/b&gt; "Sturrock has to go. Can't even beat bottom of the table. Board - act now before it's too late."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_173"&gt;&lt;b&gt;1704:&lt;/b&gt; League One round-up: Leeds miss the chance to extend their lead at the top of the table after losing 2-1 at Millwall. That means the last unbeaten record in England has gone. Fortunately for Simon Grayson's men, rivals Charlton are held 1-1 by Gillingham despite taking a second-half lead. Big winners in the top half are Colchester and Norwich, the former beating Walsall and the latter Swindon. At the other end, Southampton come off the foot of the table with a 3-1 triumph over MK Dons and they are replaced there by Wycombe. The Chairboys conceded a 92nd-minute equaliser at Exeter. And there is more woe for Tranmere as they were beaten 1-0 at Hartlepool.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_172"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From gomesthegoal on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "Fair play to Stoke who defended well throughout and had the greatest amount of luck I've seen in a game of football. It may not be pretty but they have no quality at all in their side to play good football so have to do what they have to do."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_171"&gt;&lt;b&gt;1700:&lt;/b&gt; In the Championship, a last-gasp goal by Kevin Nolan has given Newcastle a 2-1 win at home to Doncaster and put them top of the table. There was also an injury-time goal at Deepdale, where Billy Jones' equaliser has rescued a 2-2 draw for Preston against Middlesbrough. Cardiff are second after winning 4-3 at Sheffield United, while Plymouth and Ipswich have drawn 1-1 in the battle of the bottom two.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_170"&gt;&lt;b&gt;1658: Full-time Burnley 1-3 Wigan&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_169"&gt;&lt;b&gt;1656:&lt;/b&gt; There are still going at Burnley, into injury time now at Turf Moor.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_168"&gt;&lt;b&gt;1655: Full-time Tottenham 0-1 Stoke City&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_167"&gt;&lt;b&gt;1654: Full-time Hull 0-0 Portsmouth&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_166"&gt;&lt;b&gt;1653: Full-time Birmingham 2-1 Sunderland&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_165"&gt;&lt;b&gt;1651:&lt;/b&gt; There will be five minutes of stoppages at Spurs. None of the Premier League games have finished yet.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_164"&gt;&lt;b&gt;1649:&lt;/b&gt; In the Championship there is yet another goal for Pete Whittingham. The midfielder has completed his hat-trick, putting Cardiff 4-2 up at Sheffield United. He's now scored 12 goals this season and nine in the last six matches. Back in League One and Yeovil have taken a 2-1 lead at Bristol Rovers - Terrell Forbes netting for the first time in 369 appearances. At the top of the table leaders Leeds fall 2-1 behind to Millwall at the New Den and, after taking the lead at Gillingham through John Nutter's headed own-goal, Charlton are now drawing 1-1. Bottom-of-the-table Southampton look on course for victory over Darlington after Rickie Lambert put the Saints 2-1 up at St Mary's.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_163"&gt;&lt;b&gt;1648:&lt;/b&gt; Sunderland are pushing for an equaliser in the dying minutes and Darren Bent should have had it there. Andy Reid picks him out at the far stick with a delicious delivery but Bent volleys his sidefooter just wide. Lively finish.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_162"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Stoke goal:&lt;/b&gt; The Potters have gone absolutely mental - they have pulled off an astounding hit-and-run at White Hart Lane. Ricardo Fuller does brilliantly to barge his way past Benoit Assou-Ekotto down the Stoke right and he gets into the area and pulls it back for &lt;b&gt;Glenn Whelan,&lt;/b&gt; who magnificently arcs the ball past Heurelho Gomes and in-off the far post. Smashing finish.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_161"&gt;&lt;b&gt;1646: GOAL Tottenham 0-1 Stoke&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_160"&gt;&lt;b&gt;1645:&lt;/b&gt; There ain't long left. Are there any massive goals still to come?&lt;/div&gt;&lt;div id="clockwatch_8323209_event_159"&gt;&lt;b&gt;1643: Macca Stat &lt;/b&gt;update: "Goals at Birmingham and Burnley but as it looks like we're heading for a couple of goalless games at Hull and Tottenham - shame on you. Remarkably, we've only had two goalless draws in the Premier League all season. You have to go back all the way to August for both of them: Blackburn-West Ham and Birmingham-Stoke."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_158"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Sunderland goal:&lt;/b&gt; The Black Cats get one back. Andy Reid sends in a free-kick and Michael Turner heads over a flapping Joe Hart only for &lt;b&gt;Scott Dann &lt;/b&gt;to boot into his own net. 2-1. Game on.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_157"&gt;&lt;b&gt;1641: GOAL Birmingham 2-1 Sunderland&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_156"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Wigan goal:&lt;/b&gt; Paul Scharner flicks on a corner from the Wigan left and it falls inside the six-yard box for &lt;b&gt;Emmerson Boyce &lt;/b&gt;to slip the ball past Diego Penny. Burnley's 100% home record is coming to an end.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_155"&gt;&lt;b&gt;1639: GOAL Burnley 1-3 Wigan&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_154"&gt;&lt;b&gt;1638:&lt;/b&gt; Down in League Two, Bournemouth's day is getting better and better - not only are they still winning but their two closest rivals are both losing 2-0. Dagenham &amp;amp; Redbridge look to have been killed off by Macclesfield's Reneil Sappleton's and Michael Symes has doubled Accrington's lead at Rochdale. There is more woe for bottom-of-the-table Darlington, who have fallen a goal down at Barnet - Ismail Yakubu with the goal.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_153"&gt;&lt;b&gt;From Big Steve, bored at Col Utd v Walsall, via text on 81111:&lt;/b&gt; "Ooh, great idea. Can we have a bit of Maxwell's Silver Hammer?"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_152"&gt;&lt;b&gt;1636:&lt;/b&gt; Doncaster have missed a golden chance to go back in front at St James' Park, where Martin Woods has fired wide from the penalty spot. It's still 1-1 at Newcastle.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_151"&gt;&lt;b&gt;1636:&lt;/b&gt; It's Birmingham &lt;b&gt;2-0&lt;/b&gt; Sunderland, Burnley &lt;b&gt;1-2&lt;/b&gt; Wigan, Hull &lt;b&gt;0-0&lt;/b&gt; Portsmouth and Tottenham &lt;b&gt;0-0&lt;/b&gt; Stoke. Remember, we have Chelsea &lt;b&gt;v&lt;/b&gt; Blackburn still to come, thankfully, as well as Derby &lt;b&gt;v&lt;/b&gt; QPR live from the Championship.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_150"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From SimpreZola on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Wigan's first goal and the incidents that led up to it made me think of a certain Paolo di Canio."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_149"&gt;&lt;b&gt;1631:&lt;/b&gt; League One strugglers Brighton fall 1-0 down at home to Oldham as Pawell Abbott flashes a shot into the bottom right-hand corner. Bottom-of-the-table Southampton, who slipped behind moments before half-time against MK Dons, equalise through Dean Hammond. In the Championship, Preston were level for only six minutes against Middlesbrough. Adam Johnson's goal - his ninth of the season - has put Boro 2-1 up.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_148"&gt;&lt;b&gt;1629:&lt;/b&gt; I'm getting song requests via text on 81111. I mean, there's a bit too much going on right now, but maybe later.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_147"&gt;&lt;b&gt;1628:&lt;/b&gt; It's Newcastle 1-1 Doncaster, Andy Carroll equalising for the Magpies, and Ipswich have levelled at Plymouth in their six-point basement clash.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_146"&gt;&lt;b&gt;1627:&lt;/b&gt; Pete Whittingham really is going goal crazy. The midfielder has put Cardiff 3-2 up at Sheffield United with his second goal of the game and his eighth in six matches. Meanwhile, it's now 1-1 at Deepdale, where Paul Parry has equalised for Preston against Middlesbrough. It all means that as things stand, Cardiff are heading for the top of the Championship.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_145"&gt;&lt;b&gt;1626:&lt;/b&gt; Sunderland make a triple substitution, with Bolo Zenden, George McCartney and Fraizer Campbell all coming on. They trail Birmingham 2-0.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_144"&gt;&lt;b&gt;1624:&lt;/b&gt; Roman Pavlyuchenko comes on for Robbie Keane at White Hart Lane. That's a decent aerial threat Spurs have got now.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_143"&gt;&lt;b&gt;1622:&lt;/b&gt; Hassan Yebda goes so close to an opener for Portsmouth at Hull, his close-range shot saved at point-blank range by Boaz Myhill. Top stop.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_142"&gt;&lt;b&gt;1621:&lt;/b&gt; Double chance for Spurs and double save from Steve Simonsen (definitely not Thomas Sorensen) from Peter Crouch's header and then Vedran Corluka's mis-hit follow-up.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_141"&gt;&lt;b&gt;1620:&lt;/b&gt; A Jamie O'Hara free-kick for Pompey falls for Aruna Dindane and his first shot is saved by Boaz Myhill, his second shot blocked by one of his own players. No Portsmouth striker has scored yet this season.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_140"&gt;&lt;b&gt;1620:&lt;/b&gt; A slight increase in the tempo at Hull - and David James is quick out of his line to smother the ball at Geovanni's feet after Seyi Olofinjana plays the ball toward the Brazilian.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_139"&gt;&lt;b&gt;1619:&lt;/b&gt; League Two promotion-chasers Rotherham, who took the lead four minutes into first-half stoppage time at Bury, are pegged back through a Ryan Lowe goal. Meanwhile, struggling Grimsby pull one back against leaders Bournemouth, Paul Linwood atoning for his earlier own goal to make it 2-1 at Dean Court.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_138"&gt;&lt;b&gt;1618:&lt;/b&gt; As things stand in the Championship, Newcastle will slip to fourth and Middlesbrough will take over from West Brom at the top.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_137"&gt;&lt;b&gt;1617:&lt;/b&gt; It is of course Steve Simonsen in goal for Stoke. As if I'm not usually confused enough.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_136"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Wigan goal:&lt;/b&gt; The Latics lead and it's a lovely goal too. Jason Scotland peels away down the left and he gets to the byeline inside the Burnley box, waiting for his team-mates to join him and slotting it back for that man &lt;b&gt;Hugo Rodallega &lt;/b&gt;to fire right-footed in-off the far post from the edge of the box. Good hit.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_135"&gt;&lt;b&gt;1614: GOAL Burnley 1-2 Wigan&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_134"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From rsherr on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Brilliant last-ditch defending from Stoke to deny Peter Crouch, but a goal has got to come for Spurs."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_133"&gt;&lt;b&gt;1609:&lt;/b&gt; They are back under way at Turf Moor too now. Spurs go close to an opener, Robbie Keane's shot from a Wilson Palacios pass saved by Steve Simonsen, with two Stoke defenders bravely stopping Peter Crouch from slamming in the rebound.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_132"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Blues goal:&lt;/b&gt; Birmingham double their lead - Carson Yeung must think this is easy, this owner lark. Cameron Jerome cleverly flicks on Sebastian Larsson's cross from the right and &lt;b&gt;James McFadden &lt;/b&gt;takes his time, cutting in on to his weaker right foot and slotting past Craig Gordon. Not a good return for Steve Bruce at the moment.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_131"&gt;&lt;b&gt;1605: GOAL Birmingham 2-0 Sunderland&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_130"&gt;&lt;b&gt;1605:&lt;/b&gt; Under way everywhere in the Premier League except at Burnley, where there was a lot of first half stoppage time.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_129"&gt;&lt;b&gt;From Anon, via text on 81111:&lt;/b&gt; "Rumour at the KC is that Jimmy Bullard is out for the season and Craig Fagan stormed off because he wasn't selected - no great loss."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_128"&gt;&lt;b&gt;1600:&lt;/b&gt; In League One the most significant scoreline sees bottom-of-the-table Wycombe go 1-0 up at Exeter on the stroke of half-time thanks to Matt Harrold's strike. The Chairboys have not won since 29 August but could be heading for a crucial victory. Fellow strugglers Tranmere are losing 1-0 at Hartlepool and, at the other end of the table, leaders Leeds are being held 1-1 at Millwall. The hosts took an early lead through Neil Harris but promotion-chasing Leeds bounced back through Patrick Kisnorbo.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_127"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/alexbrfc"&gt;&lt;b&gt;From alexbrfc on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "The first half of Hull v Pompey was so boring, I resorted to reading up on Equitable Remedies for university. Thrilling."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_126"&gt;&lt;b&gt;1555:&lt;/b&gt; Half-time round-up in the Championship: Newcastle are losing 1-0 at home to Doncaster, in-form Nottingham Forest are one-down at Crystal Palace, and Gary O'Neil has put Middlesbrough 1-0 up at Preston. It's a cracker of a game at Bramall Lane, where Sheffield United and Cardiff are drawing 2-2. Pete Whittingham's penalty in that game means the midfielder has now scored in six consecutive matches for Cardiff.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_125"&gt;&lt;b&gt;1552: Half-time Burnley 1-1 Wigan&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_124"&gt;&lt;b&gt;1550:&lt;/b&gt; League Two leaders Bournemouth take a 2-0 first-half lead at home to managerless Grimsby. The Cherries, a point clear of Rochdale and Dagenham &amp;amp; Redbridge, will be boosted by news that Rochdale are being held at home by Accrington while the Daggers have been reduced to 10 men and fallen 1-0 down at Macclesfield.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_123"&gt;&lt;b&gt;1548: Half-time Tottenham 0-0 Stoke&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_122"&gt;&lt;b&gt;1547: Half-time Birmingham 1-0 Sunderland&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_121"&gt;&lt;b&gt;1546: Half-time Hull 0-0 Portsmouth&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_120"&gt;&lt;b&gt;1544:&lt;/b&gt; Dean Marney pings in another shot from the edge of the Pompey box and it's heading goalwards before a defender deflects it wide. Boy does that game need a goal.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_119"&gt;&lt;b&gt;1541:&lt;/b&gt; About five minutes to go until half-time. It's Birmingham &lt;b&gt;1-0&lt;/b&gt; Sunderland, Burnley &lt;b&gt;1-1&lt;/b&gt; Wigan, Hull &lt;b&gt;0-0&lt;/b&gt; Portsmouth and Tottenham &lt;b&gt;0-0&lt;/b&gt; Stoke. Tommy Smith scuffs a chance for Pompey at Hull, it's not been great at the KC Stadium.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_118"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Blues goal:&lt;/b&gt; Sebastian Larsson whips over a free-kick from the Birmingham left and with the visitors defence static, &lt;b&gt;Liam Ridgewell &lt;/b&gt;gets enough on the ball to divert it past Craig Gordon. The Blues deserve their lead.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_117"&gt;&lt;b&gt;1537: GOAL Birmingham 1-0 Sunderland&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_116"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From footballandethics on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "Spurs hammering Stoke, shots off the line, post, breathtaking saves, everything. Stoke hanging on, can't see them doing this for 90 minutes. Different class, these teams."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_115"&gt;&lt;b&gt;1534:&lt;/b&gt; Isn't it quiet? Whisper it quietly, but it looks like the goal repeller is back...&lt;/div&gt;&lt;div id="clockwatch_8323209_event_114"&gt;&lt;b&gt;From James H, Nottm, via text on 81111:&lt;/b&gt; "Is Steve Simonsen seriously in goal for Stoke, what happened to Sorensen!?!?"&lt;br /&gt;&lt;i&gt;Hi there. Try 1446, James.&lt;/i&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_113"&gt;&lt;b&gt;1529:&lt;/b&gt; Birmingham are all over Sunderland. James McFadden's shot from six yards is blocked by the legs of Kieran Richardson and moments later Christian Benitez turns inside box and shoots straight at Craig Gordon who turns the ball round the post. Lively stuff. The visitors need to wake up.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_112"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46253000/jpg/_46253405_goal_post_v2_44.jpg" alt="Someone has struck the woodwork" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1528:&lt;/b&gt; James Beattie shows his defensive qualities by hooking Peter Crouch's goalbound header off the Stoke line at Tottenham. Moments later, Niko Kranjcar slams a fabulous right-foot shot against the post from 20 yards.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_111"&gt;&lt;b&gt;1525:&lt;/b&gt; Better from Tottenham as Aaron Lennon curls a sweet shot from 18 yards that is heading for the far corner until Steve Simonsen claws the ball away. Fine shot and a fine save.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_110"&gt;&lt;b&gt;1524:&lt;/b&gt; Uh-oh. Bad news for under-pressure Ipswich boss Roy Keane in the battle of the Championship's bottom two at Home Park. His side have gone 1-0 down to Plymouth, Carl Fletcher with the goal.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_109"&gt;&lt;b&gt;1524:&lt;/b&gt; Neither side are able to find their rhythm at White Hart Lane - Spurs are lacking an inventive final ball, while Rory Delap's long-throw show is misfiring for Stoke. A scrappy affair so far.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_108"&gt;&lt;b&gt;1523:&lt;/b&gt; First news from the Championship and Newcastle, who have not won in four matches, have gone 1-0 down at home to Doncaster, Dean Shiels with the goal. Meanwhile, at the Ricoh Arena, Coventry goalkeeper Keiran Westwood has gone off injured in their game against West Brom. Dimi Konstantopoulos has replaced him.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_107"&gt;&lt;b&gt;1522:&lt;/b&gt; Dean Marney lashes a left-foot shot over the Pompey bar for Hull after nice approach play from Geovanni down the left.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_106"&gt;&lt;b&gt;1521:&lt;/b&gt; A nervy start for both teams at Birmingham with keepers Joe Hart and Craig Gordon both flapping in the box. Two half chances for the Blues so far. James McFadden shot into the hands of Gordon from the edge of the box and Sebastian Larsson blazed miles over. Sunderland boss Steve Bruce is fuming on the touchline. Birmingham definitely looking the sharpest.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_105"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From Gerrardswhiskers on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "Are Spurs capable of putting in a first time cross? Every time it goes wide its one, two touches then bring it back or cut back. With Keane and Crouch if they hit the first time ball they will get reward. Come on Stoke."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_104"&gt;&lt;b&gt;1516:&lt;/b&gt; Several crunching tackles in the opening period at Hull but precious few moments of real quality. Tommy Smith shot wide in the opening minutes for Portsmouth, while a free-kick from Stephen Hunt was allowed to bounce in the Pompey area and forced a save from David James.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_103"&gt;&lt;b&gt;1515:&lt;/b&gt; Brian Jensen cannot continue at Turf Moor and he is taken off with Peruvian Diego Penny coming on in his place.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_102"&gt;&lt;b&gt;1514:&lt;/b&gt; Jonathan Woodgate might have got injured in making that fabulous early clearance and his woes continue as he is replaced just 13 minutes into his return, Michael Dawson coming on.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_101"&gt;&lt;b&gt;1513:&lt;/b&gt; Peter Crouch rises above three defenders to direct a header towards the far corner but Stoke keeper Steve Simonsen scrambles across his line to palm the ball away. &lt;/div&gt;&lt;div id="clockwatch_8323209_event_100"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Wigan goal:&lt;/b&gt; Disaster for Brian Jensen and he's in trouble too. Mario Melchiot pings a ball over the top from the Wigan right and Jensen comes for it but slips at precisely the wrong moment, allowing &lt;b&gt;Hugo Rodallega &lt;/b&gt;the simple task of slotting into an empty net. Jensen is receiving treatment.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_99"&gt;&lt;b&gt;1512: GOAL Burnley 1-1 Wigan&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_98"&gt;&lt;b&gt;From Big Ches at the KC, via text on 81111:&lt;/b&gt; "I know they say there's no must-win games this early in the season, but a quick glance at the goal differences here suggests otherwise!"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_97"&gt;&lt;b&gt;1507:&lt;/b&gt; England boss Fabio Capello and Republic of Ireland coach Giovanni Trapattoni are sat side by side in the stands at White Hart Lane for Tottenham v Stoke.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_96"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Burnley goal:&lt;/b&gt; They haven't wasted any time, have they? The busy Robbie Blake scuttles into some space down the left and sends over a brilliant cross that &lt;b&gt;Steven Fletcher &lt;/b&gt;slides home via the crossbar. Not sure he quite intended to score like that, but they all count.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_95"&gt;&lt;b&gt;1504: GOAL Burnley 1-0 Wigan&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_94"&gt;&lt;b&gt;1503:&lt;/b&gt; Matty Etherington whacks the ball across the face of goal for Stoke at Spurs and only some fabulous defending at the far post from Jonathan Woodgate gets rid of the danger.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_93"&gt;&lt;b&gt;1501:&lt;/b&gt; Kamil Zayatte is slow to react to a ball into the Hull half and suddenly Portsmouth's Tommy Smith has some room to burst forward, but the former Watford man drags his shot wide of the far post.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_92"&gt;&lt;b&gt;1500:&lt;/b&gt; And Burnley.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_91"&gt;&lt;b&gt;1500:&lt;/b&gt; And Hull.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_90"&gt;&lt;b&gt;1500:&lt;/b&gt; And Birmingham.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_89"&gt;&lt;b&gt;1500:&lt;/b&gt; We are under way at Tottenham.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_88"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From SaintFed on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Re: Jimmy Bullard at Peterborough - could be my gran, she's a dead ringer. Likes a bargain bucket too."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_87"&gt;&lt;b&gt;1458: &lt;/b&gt;Steve Bruce gets a good hand from both the Sunderland and Birmingham fans at St Andrews, good to see.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_86"&gt;&lt;b&gt;1457:&lt;/b&gt; The teams are on their way out at Birmingham, at Tottenham, at Burnley and at Hull. Ready for this?&lt;/div&gt;&lt;div id="clockwatch_8323209_event_85"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Molineux happy enough at the final whistle, but Wolves must get a sharper cutting edge if they are to turn draws into priceless victories in the weeks ahead. Disappointing from Villa, not just the overall performance but how they carelessly cast two points aside because of Steve Sidwell's recklessness."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_84"&gt;&lt;b&gt;From Jason, via text on 81111:&lt;/b&gt; "I think I've just seen Jimmy Bullard at the Peterborough services on the A1. If it wasn't him, someone has a career ahead of them as a look-a-like. He was eating a KFC."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_83"&gt;&lt;b&gt;1451:&lt;/b&gt; New Birmingham owner Carson Yeung strolls onto the wet St Andrew's turf and looks like a man about to burst into song. Happily he refrains and says: "We have a proud history and can look forward. I love you all". Then the speakers play Sister Sledge's 'We are Family'. Astonishing.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_82"&gt;&lt;b&gt;1448: Tottenham &lt;/b&gt;centre-back Jonathan Woodgate makes his first start of the season and Wilson Palacios and Peter Crouch also start, while Ledley King, Jermaine Jenas and Jermain Defoe (banned) make way. &lt;b&gt;Stoke &lt;/b&gt;make just one change, bringing in Andy Wilkinson for the                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/teams/s/stoke_city/8320946.stm"&gt;suspended Robert Huth.&lt;/a&gt;                               &lt;!-- E ILIN --&gt;              &lt;/div&gt;&lt;div id="clockwatch_8323209_event_81"&gt;&lt;b&gt;1447:&lt;/b&gt; In front of the club's new owner Carson Yeung at St Andrews, &lt;b&gt;Birmingham &lt;/b&gt;defenders Franck Queudrue and Stuart Parnaby return after injury but have to make do with a spot on the bench. Ecuadorian striker Christian Benitez plays after missing the last game because he missed a flight home. &lt;b&gt;Sunderland &lt;/b&gt;welcome back Kieran Richardson after missing their win over Liverpool through suspension. They also have fit-again striker Kenwyne Jones going for goals alongside Darren Bent - with or without the inflatables.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_80"&gt;&lt;b&gt;1446:&lt;/b&gt; Late change to the Stoke team with keeper Thomas Sorensen taken ill and Steve Simonsen filling in between the sticks. The Potters fan sat behind me groans at the news.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_79"&gt;&lt;b&gt;1445: Burnley &lt;/b&gt;manager Owen Coyle hands Chris Eagles his first Premier League start of the campaign. Eagles' reward for his goal-scoring cameo in last weekend's derby against Blackburn comes at the expense of David Nugent, who drops to the bench in the Clarets' only change. &lt;b&gt;Wigan &lt;/b&gt;boss Roberto Martinez plumps for the same side that drew with Manchester City last time out.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_78"&gt;&lt;b&gt;1443:&lt;/b&gt; Jimmy Bullard was expected to make his first start of the season for &lt;b&gt;Hull City &lt;/b&gt;but the midfielder is not in the 18-man squad. Boss Phil Brown makes three changes from the team that lost at Fulham, with Anthony Gardner, Bernard Mendy and Seyi Olofinjana in for Ibrahima Sonko, Kevin Kilbane and Kamel Ghilas. &lt;b&gt;Portsmouth &lt;/b&gt;are without the suspended Michael Brown so Jamie O'Hara comes into for Pompey from the team that lost to Spurs.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_77"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/JozyAltidore17"&gt;&lt;b&gt;From JozyAltidore17 on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Apologize to all of you. I showed up late. Made a big mistake I'm very very sorry."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_76"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175651_ft_44.jpg" alt="Full time" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1439: Full-time Wolves 1-1 Aston Villa&lt;/b&gt;&lt;br /&gt;Crazy finish to the game after a pretty quiet derby overall, and both managers will be relatively pleased to walk away with a point.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_75"&gt;&lt;b&gt;1438:&lt;/b&gt; A minute left. They really don't want to win it.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_74"&gt;&lt;b&gt;1436:&lt;/b&gt; All seems a little subdued at Wolves, neither fans nor players seem particularly up for getting a late winner. Surprising.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_73"&gt;&lt;b&gt;1435:&lt;/b&gt; We are into stoppage time in the Midlands now and there are four minutes scheduled.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_72"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Aston Villa boss Martin O'Neill might want a word with Steve Sidwell after the rash challenge on Michael Kightly that gifts Wolves a penalty. No need whatsoever and Sylvan Ebanks-Blake's penalty fell firmly into the "no nonsense" category. Molineux is mildly pleased."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_71"&gt;&lt;b&gt;1432:&lt;/b&gt; More &lt;b&gt;Macca Stat:&lt;/b&gt; "Jody Craddock will be a relieved man at that goal. The Wolves defender is the only player who was                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/eng_prem/3536385.stm"&gt;part of the side that got smashed 4-0 at home to Villa&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               on their last Premier League clash over five years ago."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_70"&gt;&lt;b&gt;1430:&lt;/b&gt; Five minutes left at Molineux - is there a winner yet to come? Wolves take off Michael Kightly and Sylvan Ebanks-Blake and Greg Halford and Chris Iwelumo come on.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_69"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Wolves goal:&lt;/b&gt; That's how to take a penalty as &lt;b&gt;Sylvan Ebanks-Blake &lt;/b&gt;hammers it straight down the middle, giving Brad Friedel no chance, for his first of the season. That coming after Steve Sidwell's poorly-timed tackle on Michael Kightly in the Villa box - stonewall spot-kick.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_68"&gt;&lt;b&gt;1427: GOAL Wolves 1-1 Aston Villa&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_67"&gt;&lt;b&gt;1427: PENALTY TO WOLVES&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_66"&gt;&lt;b&gt;1426: Hull v Portsmouth line-ups:&lt;br /&gt;Hull:&lt;/b&gt; Myhill, McShane, Gardner, Zayatte, Dawson, Mendy, Marney, Olofinjana, Hunt, Geovanni, Vennegoor of Hesselink.&lt;br /&gt;Subs: Duke, Barmby, Garcia, Kilbane, Mouyokolo, Ghilas, Atkinson.&lt;br /&gt;&lt;b&gt;Portsmouth:&lt;/b&gt; James, Finnan, Wilson, Kaboul, Ben-Haim, Yebda, Boateng, O'Hara, Mokoena, Smith, Dindane.&lt;br /&gt;Subs: Ashdown, Mullins, Piquionne, Vanden Borre, Webber, Kanu, Belhadj.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Stuart Attwell (Warwickshire)&lt;/div&gt;&lt;div id="clockwatch_8323209_event_65"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175646_net_buster_44.jpg" alt="Goooooooaaaaaaaaal" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;Villa goal:&lt;/b&gt; Good time to score, heartbreak for the hosts. Villa race forward and James Milner feeds Emile Heskey in the Wolves box, he picks out &lt;b&gt;Gabby Agbonlahor &lt;/b&gt;in the middle and he turns Jody Craddock before slipping the ball past Wayne Hennessey.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_64"&gt;&lt;b&gt;1424: GOAL Wolves 0-1 Aston Villa&lt;/b&gt;&lt;/div&gt;&lt;div id="clockwatch_8323209_event_63"&gt;&lt;b&gt;1424: Burnley v Wigan line-ups:&lt;br /&gt;Burnley:&lt;/b&gt; Jensen, Mears, Carlisle, Caldwell, Jordan, Eagles, Bikey, Alexander, Elliott, Anderson, Steven Fletcher.&lt;br /&gt;Subs: Penny, Duff, McDonald, Gudjonsson, Nugent, Thompson, Guerrero.&lt;br /&gt;&lt;b&gt;Wigan: &lt;/b&gt;Kirkland, Melchiot, Boyce, Bramble, Figueroa, N'Zogbia, Thomas, Diame, Rodallega, Scharner, Scotland.&lt;br /&gt;Subs: Pollitt, Cho, Koumas, Gomez, Sinclair, Kapo, King.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Lee Mason (England)&lt;/div&gt;&lt;div id="clockwatch_8323209_event_62"&gt;&lt;b&gt;1423:&lt;/b&gt; It's gone disappointing again. We've got 12 minutes of normal time left and it remains Wolves &lt;b&gt;0-0&lt;/b&gt; Aston Villa.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_61"&gt;&lt;b&gt;1420: Tottenham v Stoke line-ups:&lt;br /&gt;Tottenham: &lt;/b&gt;Gomes, Corluka, Woodgate, Bassong, Assou-Ekotto, Lennon, Huddlestone, Palacios, Kranjcar, Keane, Crouch.&lt;br /&gt;Subs: Cudicini, Hutton, Bale, Jenas, Pavlyuchenko, Naughton, Dawson.&lt;br /&gt;&lt;b&gt;Stoke: &lt;/b&gt;Sorensen, Wilkinson, Abdoulaye Faye, Shawcross, Collins, Delap, Whitehead, Diao, Etherington, Fuller, Beattie.&lt;br /&gt;Subs: Simonsen, Higginbotham, Whelan, Lawrence, Kitson, Pugh, Sanli.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Lee Probert (Wiltshire)&lt;/div&gt;&lt;div id="clockwatch_8323209_event_60"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/TorreSamK9"&gt;&lt;b&gt;From TorreSamK9 on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "TimKeward, surely the opposite of 'great touch for a big man' is poor sound for a small woman. Often said about Cheryl Cole."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_59"&gt;&lt;b&gt;1417: Birmingham v Sunderland line-ups:&lt;br /&gt;Birmingham:&lt;/b&gt; Hart, Carr, Roger Johnson, Dann, Ridgewell, Larsson, Ferguson, Bowyer, McFadden, Jerome, Benitez.&lt;br /&gt;Subs: Maik Taylor, O'Connor, Phillips, McSheffrey, Queudrue, Parnaby, Carsley.&lt;br /&gt;&lt;b&gt;Sunderland:&lt;/b&gt; Gordon, Bardsley, Ferdinand, Turner, Richardson, Malbranque, Cana, Henderson, Reid, Bent, Jones.&lt;br /&gt;Subs: Fulop, McCartney, Nosworthy, Zenden, Campbell, Da Silva, Healy.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Martin Atkinson (W Yorkshire)&lt;/div&gt;&lt;div id="clockwatch_8323209_event_58"&gt;&lt;b&gt;1415:&lt;/b&gt; Emile Heskey is sent on for Aston Villa, with John Carew hauled off. About 20 minutes for Heskey to make an impression.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_57"&gt;&lt;b&gt;1414:&lt;/b&gt; Wolves defender Jody Craddock is bleeding through the bandages on his forehead. It's like the great days of yore, with Terry Butcher et al.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_56"&gt;&lt;b&gt;1412:&lt;/b&gt; Halfway through the second half now and it's still Wolves 0-0 Aston Villa. Might be time for a change or two.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_55"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Still scrappy and Villa struggling to fashion any clear-cut openings, despite the obvious threat from the pace of Ashley Young and Gabriel Agbonlahor. Just worry for Wolves that they will be caught once on the break and all their endeavour will be undermined."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_54"&gt;&lt;b&gt;1409:&lt;/b&gt; Much better from Ashley Young, who latches on to a pass from Gabby Agbonlahor and lashes a low left-foot shot just wide of Wayne Hennessey's right-hand post from 18 yards.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_53"&gt;&lt;b&gt;1407: Macca Stat's &lt;/b&gt;at it again. Danny'll have to raise it when he ever decides to get involved again: "Richard Dunne is not only part of the meanest defence in the Prem, but he's also bang in goalscoring form. The big man is not exactly prolific (nine in 429 career games) but has bagged in his last two games for the Villa. Apparently if he notches at Molineux he will be the first defender to grab three in a row since Ian Harte for Leeds in 2001. Job done."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_52"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175647_yellow_card_44.jpg" alt="Yellow card" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1406:&lt;/b&gt; Yellow cards for Villa's Stephen Warnock for speaking out of turn to an assistant referee and for Wolves' Ronald Zubar for a foul in the Villa half. Why didn't I predict 0-0...&lt;/div&gt;&lt;div id="clockwatch_8323209_event_51"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From hero3279 on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "Villa will nick this one. I genuinely like Wolves but they just don't have a player who is capable of providing that killer ball in the final third."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_50"&gt;&lt;b&gt;1403:&lt;/b&gt; Ashley Young slices a cross behind for a goalkick from a decent position down the Villa left. The former Watford flier hasn't been at his best so far today.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_49"&gt;&lt;b&gt;1401:&lt;/b&gt; Michael Kightly's corner causes momentary panic in the Villa defence but Segundo Castillo totally mis-kicks his left-foot shot and the visitors get rid.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_48"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175647_yellow_card_44.jpg" alt="Yellow card" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1359:&lt;/b&gt; John Carew is the first man into Peter Walton notebook after a reckless, late sliding challenge on Ronald Zubar. No complaints from the giant Norwegian.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_47"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175649_5live_44.jpg" alt="BBC Radio 5 live" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;BBC Radio 5 live's Craig Burley:&lt;/b&gt; "Martin O'Neill won't have been exactly disappointed by the first half, but he'll know Villa can play a hell of a lot better than that. He'll want Petrov to sit in there and dictate this game now."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_46"&gt;&lt;b&gt;Alan from Southampton, via text on 81111:&lt;/b&gt; "Re howardthehunt - 'Out of your mind', Dane Bowers with True Steppers featuring Victoria Beckham was horrendous."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_45"&gt;&lt;b&gt;1354:&lt;/b&gt; Stiliyan Petrov steals possession from David Edwards and he gives it to Ashley Young, who races to the edge of the Wolves box and bends a shot wide of the far post. Brilliant water-carrying from the Villa captain Petrov.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_44"&gt;&lt;b&gt;1351:&lt;/b&gt; What a chance for Villa - Ashley Young's deflected cross from the left falls perfectly for Steve Sidwell on the penalty spot but instead of having a go, he tries to cushion a header into the path of John Carew. Wasteful.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_43"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175657_sun_44.jpg" alt="It's sunny" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1350:&lt;/b&gt; Back under way at Molineux and what a difference 15 minutes makes - it's only sunny in the Midlands! Are there goals in this game?&lt;/div&gt;&lt;div id="clockwatch_8323209_event_42"&gt;&lt;b&gt;1347: Macca Stat&lt;/b&gt; has been doing his homework: "So all-square at the break - perhaps Villa have one eye on a new Premier League record. If they were to get a point out of this game they will be the first team to 200 Premier League draws. Top-draw."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_41"&gt;&lt;b&gt;1345:&lt;/b&gt; Villa have the best defence in the Premier League, and only Leeds United have conceded fewer goals in the country. Richard Dunne and James Collins have made a terrific start to their blossoming partnership.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_40"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/TimKeward"&gt;&lt;b&gt;From TimKeward on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Surely the opposite of 'great touch for a big man' is 'useful in the air for a short man'? Often said about Michael Owen."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_39"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From gilbertoAVFC on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "I appreciate we're playing in torrential conditions, but Villa's gameplan is all too familiar and negative. We're looking to get them on the break, but against a team like Wolves we should be attacking them. Sidwell is anonymous (yet again) in the middle."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_38"&gt;&lt;b&gt;From Rory, London, via text on 81111:&lt;/b&gt; "Re: howardthehunt. Not sure if he was a nice person, but Stig Tofting certainly looked pretty nasty back in his playing days!!"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_37"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175652_ht_44x.jpg" alt="Half time" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1333: Half-time Wolves 0-0 Aston Villa&lt;/b&gt;&lt;br /&gt;Time to take stock and both managers will probably be pretty pleased with how it's gone so far. Mick McCarthy might think Wolves are worth a lead, and he'd not be far wrong.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_36"&gt;&lt;b&gt;1329:&lt;/b&gt; Wolves clip a free-kick into the Villa box and Sylvan Ebanks-Blake - one of three players offside but not flagged - heads weakly wide from eight yards. Good chance, that.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_35"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Wolves showing plenty of spirit here and a desire to try and pass when they get possession. It has brought them a couple of decent openings but no joy so far. They need to make their periods of supremacy pay because Aston Villa's pace always carries a threat on the counter-attack."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_34"&gt;&lt;b&gt;1327:&lt;/b&gt; Five minutes left until half-time and it's still Wolves &lt;b&gt;0-0&lt;/b&gt; Aston Villa. Carlos Cuellar is dumped on his backside by Michael Kightly and Villa have a free-kick on their right which loops into the arms of Wayne Hennessey.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_33"&gt;&lt;b&gt;1324:&lt;/b&gt; Wolves continue to knock on the door, but Villa's defence is holding firm. Christophe Berra heads a corner down inside the six-yard box and Sylvan Ebanks-Blake acrobatically volleys over Brad Friedel's bar.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_32"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175658_umbrella_44.jpg" alt="It's raining" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1322:&lt;/b&gt; It's gone torrential on us at Wolves, absolutely hammering it down now. I'm not sure the graphic really does it justice, to be fair.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_31"&gt;&lt;b&gt;1320:&lt;/b&gt; Nice from Wolves as Karl Henry wins the ball and gives it to Michael Kightly, who in turn sets up Sylvan Ebanks-Blake and his shot is deflected behind for a corner, which Villa clear.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_30"&gt;&lt;b&gt;1319:&lt;/b&gt; It really is a thoroughly unpleasant day at Molineux and the football isn't lifting spirits thus far. Wolves are playing some nice stuff when they get the ball, but in the final third they look a touch short of creativity.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_29"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/oaktowers"&gt;&lt;b&gt;From oaktowers on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Portsmouth's game against Hull is a must win, we can't say we're unlucky again! Plus it's my 21st today, I want a win!"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_28"&gt;&lt;b&gt;1314:&lt;/b&gt; The ball breaks to Gabby Agbonlahor inside the Wolves box and he so nearly picks out Steve Sidwell on the edge of the six-yard box, the midfielder just failing to take the ball in his stride.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_27"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Torrential rain sweeping across Molineux making conditions difficult - and Aston Villa just starting to take control. Mick McCarthy is indulging some wild gesticulation in his technical area, making his normally frenetic opposite number Martin O'Neill seem almost sedate. And McCarthy isn't even wrapped up against the rain. Tough as old boots is Mick."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_26"&gt;&lt;b&gt;Jona from Sheffield, via text on 81111:&lt;/b&gt; "Carew has 'a great touch for a big man'. Is there any player who has a great touch for a short man? Also, why are there no full-backs with an 'educated right foot'? There's definitely none at Hillsborough at the moment."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_25"&gt;&lt;b&gt;1307:&lt;/b&gt; It's calmed down after a typically fast and furious start at Molineux. This game needs a goal. Well maybe the game doesn't, but I certainly do.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_24"&gt;&lt;b&gt;1305:&lt;/b&gt; Football Focus has finished now, so web users, if you refresh your page it'll disappear from your screen. Later, there'll be Final Score, and at 1730 BST, you'll be able to watch Derby v QPR from the Championship, live on BBC Two and this website.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_23"&gt;&lt;b&gt;1303:&lt;/b&gt; James Milner lays the ball back to Steve Sidwell 25 yards out but he gets his shot all wrong and it flies well over the crossbar.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_22"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From howardthehunt on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "Saw Martin Laursen's interview on Friday Focus. Seemed like a really top guy. Has there ever been a horrible Dane?!"&lt;/div&gt;&lt;div id="clockwatch_8323209_event_21"&gt;&lt;b&gt;1259:&lt;/b&gt; Half chance for Wolves as Karl Henry swings over a cross from the right and Christophe Berra glances a header wide of the far post.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_20"&gt;&lt;b&gt;1258:&lt;/b&gt; Beards seem to be all the rage these days - honestly, that Beckham fella's got a lot to answer for. Villa defender Carlos Cuellar is the latest to follow the trend and he's had a decent start down the visitors' right flank.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_19"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Wolves fans putting their feelings about referee Peter Walton into song following his refusal to give a penalty after Richard Dunne dragged back Kevin Doyle. Unrepeatable but you get the idea - and it did look like Dunne was tugging on his Republic of Ireland colleague Doyle's arm after losing a battle for possession."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_18"&gt;&lt;b&gt;1254:&lt;/b&gt; Wolves have started brightly, but Villa are a massive danger on the break and John Carew is winning every flick-on at the moment.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_17"&gt;&lt;b&gt;From Chris in Durham, via text on 81111:&lt;/b&gt; "Looking at the Wolves line-up, I thought 'three players whose names begin with 'E' - that's unusual'. Why did I think that? Is it unusual? I'm sure your followers can enlighten me."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_16"&gt;&lt;b&gt;1249:&lt;/b&gt; Kevin Doyle pays the price for being too honest there. He gets goal side of Richard Dunne and is fouled by the defender, but he tries to stay on his feet and get a shot in - eventually falling to the ground. It's a free-kick, possibly a penalty depending on where the first foul took place. Poor refereeing.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_15"&gt;&lt;b&gt;1247:&lt;/b&gt; A long ball from the Villa back is allowed to bounce through to Gabby Agbonlahor and he is one-on-one with Wayne Hennessey, but the striker - presumably surprised at being gifted an early chance - sees his tame near-post shot saved by the keeper.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_14"&gt;&lt;b&gt;1246:&lt;/b&gt; After an awfully long pre-match huddle, Wolves get us started at Molineux. Should be tasty.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_13"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/philmcnulty"&gt;&lt;b&gt;From philmcnulty on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt; "Loud blast of Led Zeppelin's "Kashmir" at Molineux. Zep's vocalist Robert Plant is, of course, a devoted Wolverhampton Wanderers fan."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_12"&gt;&lt;b&gt;1242:&lt;/b&gt; The teams emerge at Molineux, and we all know what that means, don't we? We are teetering on the very brink of action.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_11"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;&lt;b&gt;From west-ham4europe on 606:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "If Portsmouth win today, West Ham are in real trouble. At home to Arsenal tomorrow, not looking good."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_10"&gt;&lt;b&gt;Aston Villa manager Martin O'Neill:&lt;/b&gt; "We're in good form, we've been playing well and we're going to come here and go for it."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_9"&gt;&lt;b&gt;Wolves boss Mick McCarthy:&lt;/b&gt; "It's a Premier League game, we want to get some points from it, doesn't bother me who we're playing. We've not been lacking in confidence, that's why we got the result at Everton."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_8"&gt;&lt;b&gt;1234:&lt;/b&gt; Molineux, one of the grand old stadia of English football, is where we begin as Wolves and Aston Villa put bragging rights on the line. It's the 99th meeting of two great clubs and, 121 years ago, this was the first league fixture these two ever played as 2,500 fans watched a 1-1 draw at Dudley Road.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_7"&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/JamieCutteridge"&gt;&lt;b&gt;From JamieCutteridge on Twitter:&lt;/b&gt;&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               "After beating Chelsea last week you just know Villa are going to slip up this week. 1-1 I reckon."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_6"&gt;&lt;b&gt;1230: Stevo's predos:&lt;/b&gt;&lt;br /&gt;Wolves &lt;b&gt;1-2&lt;/b&gt; Aston Villa&lt;br /&gt;Birmingham &lt;b&gt;1-1&lt;/b&gt; Sunderland&lt;br /&gt;Burnley &lt;b&gt;2-2&lt;/b&gt; Wigan&lt;br /&gt;Hull &lt;b&gt;1-1&lt;/b&gt; Portsmouth&lt;br /&gt;Tottenham &lt;b&gt;2-1&lt;/b&gt; Stoke&lt;br /&gt;Chelsea &lt;b&gt;3-1&lt;/b&gt; Blackburn&lt;br /&gt;              &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/8320463.stm"&gt;Lawro's predictions&lt;/a&gt;                               &lt;!-- E ILIN --&gt;              &lt;/div&gt;&lt;div id="clockwatch_8323209_event_5"&gt;&lt;b&gt;BBC Sport's Phil McNulty at Molineux:&lt;/b&gt; "Big Midlands derby and an opportunity for both Wolves and Villa to enhance their credentials at Molineux. Mick McCarthy's team can show they mean business in the Premier League against a Villa side that is expected to achieve big things this season. Villa, meanwhile have the chance to build on an outstanding home victory against Chelsea. The game will be played out on a greasy surface - which should add another layer of excitement to what is certain to be a high-tempo game."&lt;/div&gt;&lt;div id="clockwatch_8323209_event_4"&gt;&lt;b&gt;1224: Wolves&lt;/b&gt; manager Mick McCarthy makes two changes from the side which drew at &lt;b&gt;Everton &lt;/b&gt;last time out, Segundo Castillo coming in for Greg Halford in midfield. Fresh from their victory over Chelsea last Saturday, &lt;b&gt;Aston Villa &lt;/b&gt;name an unchanged starting line-up.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_3"&gt;&lt;b&gt;1221:&lt;/b&gt; Ladies and gentlemen, may I introduce you to &lt;b&gt;The Mixer?&lt;/b&gt; Good. Now you're acquainted, get stuck in. I love receiving a &lt;b&gt;good text on 81111,&lt;/b&gt; and is there a better feeling on earth                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://twitter.com/Stevo_football"&gt;than being Twittered? If there is, I'm not aware of it.&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               Last but most definitely not least,                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://www.bbc.co.uk/dna/606/A58776231"&gt;the debate is under way on 606.&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               You know you love it.&lt;/div&gt;&lt;div id="clockwatch_8323209_event_2"&gt;&lt;b&gt;1217: Wolves v Aston Villa line-ups:&lt;/b&gt;&lt;br /&gt;&lt;b&gt;Wolverhampton:&lt;/b&gt; Hennessey, Zubar, Craddock, Berra, Elokobi, Edwards, Henry, Castillo, Kightly, Ebanks-Blake, Doyle.&lt;br /&gt;Subs: Hahnemann, Stearman, Keogh, Halford, Jarvis, Iwelumo, Milijas.&lt;br /&gt;&lt;b&gt;Aston Villa:&lt;/b&gt; Friedel, Cuellar, Collins, Dunne, Warnock, Milner, Petrov, Sidwell, Ashley Young, Carew, Agbonlahor.&lt;br /&gt;Subs: Guzan, Luke Young, Delph, Heskey, Reo-Coker, Gardner, Clark.&lt;br /&gt;&lt;b&gt;Referee:&lt;/b&gt; Peter Walton (Northamptonshire).&lt;/div&gt;&lt;div id="clockwatch_8323209_event_1"&gt; &lt;!-- S IIMA --&gt;     &lt;table width="44" align="right" border="0" cellpadding="0" cellspacing="0"&gt;    &lt;tbody&gt;&lt;tr&gt;&lt;td&gt;    &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46175000/jpg/_46175658_umbrella_44.jpg" alt="It's raining" vspace="0" width="44" border="0" height="44" hspace="0" /&gt;         &lt;/div&gt;    &lt;/td&gt;&lt;/tr&gt;   &lt;/tbody&gt;&lt;/table&gt;         &lt;!-- E IIMA --&gt;  &lt;b&gt;1214:&lt;/b&gt; I look out of the window, see a thoroughly miserable day and ask myself this: is only football capable of lifting us out of this autumnal gloom? The potentially spicy&lt;!-- S ILIN --&gt;                                             &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/eng_prem/8316312.stm"&gt;Wolves v Aston Villa&lt;/a&gt;                               &lt;!-- E ILIN --&gt; tie kicks us off at 1245 BST, we've got four of your standard three o'clock starts and then Chelsea-Rovers later. Oh, and a full Football League programme too. Boot-filling time.&lt;/div&gt;&lt;b&gt;1210:&lt;/b&gt; It's a safe bet that you, like me, already have half an eye on                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://news.bbc.co.uk/sport1/hi/football/eng_prem/fixtures/default.stm"&gt;tomorrow's Premier League fixture list.&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               Chelsea won't though - they can go top of the table                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/eng_prem/8318512.stm"&gt;if they beat Blackburn today.&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               But that's not until 1730 BST - before then, a 4-0 home win                &lt;!-- S ILIN --&gt;                                            &lt;a class="bodl" href="http://news.bbc.co.uk/sport2/hi/football/eng_prem/8317280.stm"&gt;for Tottenham over Stoke&lt;/a&gt;                               &lt;!-- E ILIN --&gt;               would - perhaps temporarily - sent them to the summit. Suddenly it's the league everyone wants to win.&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-3410914136499385010?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/3410914136499385010/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/saturday-football-as-it-happened.html#comment-form' title='1 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/3410914136499385010'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/3410914136499385010'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/saturday-football-as-it-happened.html' title='Saturday football as it happened'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>1</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-2817788732789563136</id><published>2009-10-24T17:45:00.000-07:00</published><updated>2009-10-24T17:46:49.415-07:00</updated><title type='text'>Chelsea   5 - 0   Blackburn</title><content type='html'>&lt;h1 class="storybodyhead"&gt;&lt;span class="awayTeam"&gt;&lt;/span&gt;&lt;/h1&gt;  &lt;!--Hashcode: 65448192--&gt;&lt;!-- E IINC --&gt;   &lt;!-- S IIMA --&gt;             &lt;div&gt;     &lt;img src="http://newsimg.bbc.co.uk/media/images/46604000/jpg/_46604738_cfc_466.jpg" alt="Chelsea celebrate" vspace="0" width="466" border="0" height="282" hspace="0" /&gt;     &lt;div class="cap"&gt;Chelsea had the chances to win by a far greater margin&lt;/div&gt;    &lt;/div&gt;          &lt;br /&gt;      &lt;!-- E IIMA --&gt;   &lt;!-- S IBYL --&gt; &lt;div class="mvb"&gt;       &lt;table width="466" border="0" cellpadding="0" cellspacing="0"&gt;         &lt;tbody&gt;&lt;tr&gt;         &lt;td valign="bottom"&gt;             &lt;div class="mvb"&gt;                                                           &lt;span class="byl"&gt;                         By David Ornstein                     &lt;/span&gt;                                               &lt;/div&gt;         &lt;/td&gt;         &lt;/tr&gt;     &lt;/tbody&gt;&lt;/table&gt;&lt;img src="http://newsimg.bbc.co.uk/shared/img/999999.gif" alt="" vspace="0" width="466" border="0" height="1" hspace="0" /&gt;&lt;br /&gt;       &lt;/div&gt; &lt;!-- E IBYL --&gt;   &lt;!-- S SF --&gt;&lt;p class="first"&gt;&lt;b&gt;Chelsea produced an impressive attacking display to expose Blackburn's flaws and claim a thumping win which sends them top of the Premier League.&lt;/b&gt;&lt;/p&gt;&lt;p&gt;They opened the scoring when Gael Givet diverted Nicolas Anelka's cross into his own net and Frank Lampard fired home from close range to make it two. &lt;/p&gt;&lt;p&gt;Michael Essien curled in from distance before Lampard slotted a penalty after Ryan Nelson tripped Didier Drogba. &lt;/p&gt;&lt;p&gt;Drogba completed the rout, out-jumping Nelson to head in Lampard's corner. &lt;/p&gt;&lt;!-- E SF --&gt;&lt;p&gt;The win was Chelsea's biggest ever against Blackburn and sees them leapfrog Manchester United, who face Liverpool on Sunday.&lt;/p&gt; &lt;!-- Inline Embbeded Media --&gt;  &lt;!--  This is the embedded player component --&gt;  &lt;div class="videoInStoryC"&gt;  &lt;div id="emp_8324475" class="emp"&gt;&lt;embed type="application/x-shockwave-flash" src="http://news.bbc.co.uk/player/emp/2.14.10344_10753/9player.swf?revision=11798" id="embeddedPlayer_8324475" flashvars="embedReferer=http%3A%2F%2Fnews.bbc.co.uk%2Fsport2%2Fhi%2Ffootball%2Fdefault.stm&amp;amp;embedPageUrl=http%3A%2F%2Fnews.bbc.co.uk%2Fsport2%2Fhi%2Ffootball%2Feng_prem%2F8318512.stm&amp;amp;config_settings_language=default&amp;amp;companionSize=300x60&amp;amp;companionType=adi&amp;amp;preroll=http%3A%2F%2Fad.doubleclick.net%2Fpfadx%2Fbbccom.live.site.news%2Fsport_engprem_content%3Bsectn%3Dsport%3Bctype%3Dcontent%3Bsport%3Dengprem%3Badsense_middle%3Dadsense_middle%3Badsense_mpu%3Dadsense_mpu%3Breferrer%3Dsport2hifootball%3Breferrer_domain%3Dnews.bbc.co.uk%3Brsi%3D%3Bslot%3Dcompanion%3Bsz%3D512x288%3Btile%3D6&amp;amp;config=http%3A%2F%2Fnews.bbc.co.uk%2Fplayer%2Femp%2Fconfig%2Fdefault.xml%3F2.14.10344_10753_20090921133505&amp;amp;domId=emp_8324475&amp;amp;playlist=http%3A%2F%2Fnews.bbc.co.uk%2Fmedia%2Femp%2F8320000%2F8324400%2F8324475.xml&amp;amp;holding=http%3A%2F%2Fnewsimg.bbc.co.uk%2Fmedia%2Fimages%2F46605000%2Fjpg%2F_46605317_ancelloti_av512.jpg&amp;amp;config_settings_autoPlay=false&amp;amp;config_settings_showPopoutButton=false&amp;amp;autoPlay=false&amp;amp;config_plugin_fmtjLiveStats_pageType=eav2&amp;amp;config_plugin_fmtjLiveStats_edition=International&amp;amp;fmtjDocURI=%2Fsport2%2Fhi%2Ffootball%2Feng_prem%2F8318512.stm&amp;amp;config_settings_suppressItemKind=advert%2C%20ident&amp;amp;config_settings_showUpdatedInFooter=true" quality="high" wmode="default" allowscriptaccess="always" allowfullscreen="true" width="256" height="179"&gt;&lt;/embed&gt;&lt;/div&gt;    &lt;!-- caption --&gt;&lt;p class="caption"&gt;Pleasure to watch Chelsea - Ancelotti&lt;/p&gt;&lt;!-- END - caption --&gt; &lt;/div&gt;  &lt;!-- end of the embedded player component --&gt;  &lt;!-- END of Inline Embedded Media --&gt; &lt;p&gt;Boss Carlo Ancelotti now prepares his side for Wednesday's visit of Bolton in the Carling Cup and then their trip to the same opponents in the league on Saturday. &lt;/p&gt;&lt;p&gt;While this result was achieved against depleted opponents who deployed negative tactics and still ended up being torn apart, the Italian should be delighted with the way his players bounced back from their defeat at Aston Villa last time out in the league.&lt;/p&gt;                    &lt;!-- S IBOX --&gt;     &lt;table width="231" align="right" border="0" cellpadding="0" cellspacing="0"&gt;     &lt;tbody&gt;&lt;tr&gt;                &lt;td width="5"&gt;&lt;img src="http://newsimg.bbc.co.uk/shared/img/o.gif" alt="" vspace="0" width="5" border="0" height="1" hspace="0" /&gt;&lt;/td&gt;                &lt;td class="sib606"&gt;                                                &lt;div class="sihf"&gt;                                606: DEBATE                            &lt;/div&gt;                                                                                               &lt;div&gt;     &lt;div class="mva"&gt;        &lt;b&gt;               &lt;!-- S ILIN --&gt;                                            &lt;a class="" href="http://www.bbc.co.uk/dna/606/A58807696"&gt;Sooner or later someone is gonna get an absolute tonking - I can honestly see us scoring 10 against someone this season, when it clicks we are going to frighten the life out of everyone&lt;/a&gt;                               &lt;!-- E ILIN --&gt;              &lt;/b&gt;   &lt;br /&gt; &lt;/div&gt;         &lt;/div&gt;                                                                     &lt;div class="mva"&gt;  &lt;div class="mva"&gt;Just Me&lt;/div&gt;   &lt;/div&gt;                                    &lt;/td&gt;            &lt;/tr&gt;     &lt;/tbody&gt;&lt;/table&gt;             &lt;!-- E IBOX --&gt;          &lt;p&gt;He will also be buoyed by the performance of Joe Cole on his first Premier League start since January following a cruciate knee ligament injury. &lt;/p&gt;&lt;p&gt;The England midfielder was at the heart of Chelsea's attacking play from the outset and might have marked his comeback with a goal inside 30 seconds, only to nod Lampard's lofted pass wide from a completely unmarked position. &lt;/p&gt;&lt;p&gt;Lampard himself came tantalisingly close to opening the scoring with a rasping 25-yard drive which sailed just wide of the top right-hand corner. &lt;/p&gt;&lt;p&gt;The omens were not good for Blackburn, who have now lost their last nine away league games, are yet to claim a point away from Ewood Park this season and have not scored a goal in their last seven matches against Chelsea. &lt;/p&gt;&lt;p&gt;Chelsea put them on the back foot from the outset and, when they did look to counter-attack, lone-striker Jason Roberts was dealt with comfortably by John Terry and Ricardo Carvalho. &lt;/p&gt;&lt;p&gt;That gave the hosts enough confidence to set up base camp in the Blackburn half and it came as no surprise when they opened the scoring. &lt;/p&gt;&lt;p&gt;Michael Ballack sent Anelka racing down the left wing and the Frenchman's low centre, aimed for the on-rushing Drogba, was poked into his own net by a sliding Givet. &lt;/p&gt;&lt;p&gt;A succession of chances came Chelsea's way but they were denied by a combination of their own profligacy and the inspired reflexes of Blackburn goalkeeper Paul Robinson.&lt;/p&gt; &lt;!-- Inline Embbeded Media --&gt;  &lt;!--  This is the embedded player component --&gt;  &lt;div class="videoInStoryC"&gt;  &lt;div id="emp_8324477" class="emp"&gt;&lt;embed type="application/x-shockwave-flash" src="http://news.bbc.co.uk/player/emp/2.14.10344_10753/9player.swf?revision=11798" id="embeddedPlayer_8324477" flashvars="embedReferer=http%3A%2F%2Fnews.bbc.co.uk%2Fsport2%2Fhi%2Ffootball%2Fdefault.stm&amp;amp;embedPageUrl=http%3A%2F%2Fnews.bbc.co.uk%2Fsport2%2Fhi%2Ffootball%2Feng_prem%2F8318512.stm&amp;amp;config_settings_language=default&amp;amp;companionSize=300x60&amp;amp;companionType=adi&amp;amp;preroll=http%3A%2F%2Fad.doubleclick.net%2Fpfadx%2Fbbccom.live.site.news%2Fsport_engprem_content%3Bsectn%3Dsport%3Bctype%3Dcontent%3Bsport%3Dengprem%3Badsense_middle%3Dadsense_middle%3Badsense_mpu%3Dadsense_mpu%3Breferrer%3Dsport2hifootball%3Breferrer_domain%3Dnews.bbc.co.uk%3Brsi%3D%3Bslot%3Dcompanion%3Bsz%3D512x288%3Btile%3D6&amp;amp;config=http%3A%2F%2Fnews.bbc.co.uk%2Fplayer%2Femp%2Fconfig%2Fdefault.xml%3F2.14.10344_10753_20090921133505&amp;amp;domId=emp_8324477&amp;amp;playlist=http%3A%2F%2Fnews.bbc.co.uk%2Fmedia%2Femp%2F8320000%2F8324400%2F8324477.xml&amp;amp;holding=http%3A%2F%2Fnewsimg.bbc.co.uk%2Fmedia%2Fimages%2F46605000%2Fjpg%2F_46605320_cole_512.jpg&amp;amp;config_settings_autoPlay=false&amp;amp;config_settings_showPopoutButton=false&amp;amp;autoPlay=false&amp;amp;config_plugin_fmtjLiveStats_pageType=eav2&amp;amp;config_plugin_fmtjLiveStats_edition=International&amp;amp;fmtjDocURI=%2Fsport2%2Fhi%2Ffootball%2Feng_prem%2F8318512.stm&amp;amp;config_settings_suppressItemKind=advert%2C%20ident&amp;amp;config_settings_showUpdatedInFooter=true" quality="high" wmode="default" allowscriptaccess="always" allowfullscreen="true" width="256" height="179"&gt;&lt;/embed&gt;&lt;/div&gt;    &lt;!-- caption --&gt;&lt;p class="caption"&gt;Cole loving return to football&lt;/p&gt;&lt;!-- END - caption --&gt; &lt;/div&gt;  &lt;!-- end of the embedded player component --&gt;  &lt;!-- END of Inline Embedded Media --&gt; &lt;p&gt;The former Tottenham stopper came off his line to expertly foil Anelka before repelling a venomous swerving strike by Drogba and turning away a goalbound Terry volley with a magnificent dive to his right. &lt;/p&gt;&lt;p&gt;In between those chances, Morten Gamst Pedersen drilled wide after neat hold-up play by Roberts and Chelsea goalkeeper Petr Cech was relieved to see Essien clear after he came to punch Pedersen's long throw but completely missed the ball. &lt;/p&gt;&lt;p&gt;Chelsea continued to flood forward at the beginning of the second half and swiftly gained reward for their dominance. &lt;/p&gt;&lt;p&gt;Drogba rolled Martin Olsson and, after Lars Jacobsen failed to deal with his cross from the right, Lampard smashed the ball home from 10 yards to notch his first league goal from open play since April. &lt;/p&gt;&lt;p&gt;Sam Allardyce's men were firmly on the ropes and five minutes later Essien received possession from Ballack and found the net with a curving shot from 35 yards which Robinson will feel he should have saved. &lt;/p&gt;&lt;p&gt;With Robinson now looking a shadow of the player that repeatedly thwarted Chelsea in the first half, the Blues began taking shots from all angles and distances.&lt;/p&gt; 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   &lt;!-- caption --&gt;&lt;p class="caption"&gt;We were pathetic - Allardyce&lt;/p&gt;&lt;!-- END - caption --&gt; &lt;/div&gt;  &lt;!-- end of the embedded player component --&gt;  &lt;!-- END of Inline Embedded Media --&gt; &lt;p&gt;So perhaps it came as something of a surprise to the Blackburn defence when Drogba attempted to trundle his way towards goal. Nelson tripped the powerful Ivorian and Lampard wrong-footed Robinson from the spot. &lt;/p&gt;&lt;p&gt;The rout was completed when Drogba outmuscled Nelson and headed Lampard's corner past a flapping Robinson. &lt;/p&gt;&lt;p&gt;In the final act Terry, to the crowd's delight, ensure a clean sheet for Chelsea when he bravely cleared off the line after Olsson had lobbed Cech. &lt;/p&gt;&lt;p&gt;The scorline could have been far worse for Blackburn and, after hosting Peterborough in the Carling Cup, they face a daunting trip to Manchester United next Saturday. &lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-2817788732789563136?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/2817788732789563136/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/chelsea-5-0-blackburn.html#comment-form' title='1 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/2817788732789563136'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/2817788732789563136'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/chelsea-5-0-blackburn.html' title='Chelsea   5 - 0   Blackburn'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>1</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-1579767811126500380</id><published>2009-10-24T17:43:00.000-07:00</published><updated>2009-10-24T17:44:29.142-07:00</updated><title type='text'>Cristina Ronaldo is gay</title><content type='html'>Thats true but he is a wimp and man u are bunch of poofs. Im not gay but u can tell their gay by there prancing and hugging from behind. It a discrace that why i follow liverpool.&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-1579767811126500380?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/1579767811126500380/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/cristina-ronaldo-is-gay.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/1579767811126500380'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/1579767811126500380'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/cristina-ronaldo-is-gay.html' title='Cristina Ronaldo is gay'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-946045171253393629</id><published>2009-10-24T17:39:00.000-07:00</published><updated>2009-10-24T17:41:30.924-07:00</updated><title type='text'>Ronaldo scores and assists vs Grêmio</title><content type='html'>&lt;div class="NewsDatePresentation"&gt;12-10-2009&lt;/div&gt; &lt;div class="contentImage"&gt;&lt;img src="http://www.ronaldo.com/media/mediaarchive/2009-10-12/ronaldo_corinthi_39421_375x260px.jpg" alt="" width="375" height="260" /&gt;&lt;/div&gt; &lt;p&gt;Ronaldo scored a great goal from quite a distance and he played a good game. The Brazilian legend is proving that he is still a player to reckoned with, as he scored the first and assisted the second goal in Corinthians' victory vs Grêmio in the entertaining 2-1 game.&lt;br /&gt;&lt;br /&gt;Unfortunately Ronaldo received a yellow card (his third yellow card) in the victory over Gremio, so he'll be banned in the next game. He returned after suffering a hand injury.&lt;br /&gt;&lt;br /&gt;See the goal &lt;a href="http://www.youtube.com/watch?v=EGDUSSyv96E&amp;amp;feature=player_embedded" target="_blank"&gt;here&lt;/a&gt;&lt;br /&gt;&lt;/p&gt; &lt;div style="padding-top: 20px; text-align: center;"&gt;&lt;a class="portallink" target="_blank" href="http://www.fobazo.com/" title="Fobazo - home of the world’s best football players"&gt;Fobazo - home of the world’s best football players&lt;/a&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-387260401795568363?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/387260401795568363/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/moving-story-about-family.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/387260401795568363'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/387260401795568363'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/moving-story-about-family.html' title='A MOVING STORY ABOUT FAMILY'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-1448912055652052176</id><published>2009-10-23T02:31:00.000-07:00</published><updated>2009-10-23T02:35:02.816-07:00</updated><title type='text'>LINK DOWN DIRECT FREE GONE WITH THE WIND</title><content type='html'>&lt;a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://blogs.abc.net.au/articulate/images/2008/01/15/gonewiththewind_3.jpg"&gt;&lt;img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 200px; height: 306px;" src="http://blogs.abc.net.au/articulate/images/2008/01/15/gonewiththewind_3.jpg" alt="" border="0" /&gt;&lt;/a&gt;&lt;br /&gt;&lt;span style="font-size:large;"&gt;LINK DOWN&lt;br /&gt;&lt;a href="http://www.box.net/index.php?rm=box_download_shared_file&amp;amp;file_id=f_40750042&amp;amp;shared_name=vzlug0mndt" target="_blank"&gt;http://www.box.net/index.php?rm=box_download_shared_file&amp;amp;file_id=f_40750042&amp;amp;shared_name=vzlug0mndt&lt;/a&gt;&lt;/span&gt;&lt;div class="blogger-post-footer"&gt;&lt;!-- Begin BidVertiser code --&gt;
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&lt;!-- End BidVertiser code --&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/999946249963061330-1448912055652052176?l=phamduyhung6789.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://phamduyhung6789.blogspot.com/feeds/1448912055652052176/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/link-down-direct-free-gone-with-wind.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/1448912055652052176'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/999946249963061330/posts/default/1448912055652052176'/><link rel='alternate' type='text/html' href='http://phamduyhung6789.blogspot.com/2009/10/link-down-direct-free-gone-with-wind.html' title='LINK DOWN DIRECT FREE GONE WITH THE WIND'/><author><name>HUNG</name><uri>http://www.blogger.com/profile/06698726156547304489</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-999946249963061330.post-8813917474102073064</id><published>2009-10-22T08:38:00.000-07:00</published><updated>2009-10-22T08:46:31.101-07:00</updated><title type='text'>THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE</title><content type='html'>&lt;a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://2.bp.blogspot.com/_LKI8kHwS6CI/SuB89eZK_2I/AAAAAAAAAAU/WZeLfQD7K3c/s1600-h/Seven_Habits_of_Highly_Effective_People.pdf+-+Adobe+Reader.bmp"&gt;&lt;img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 132px; height: 200px;" src="http://2.bp.blogspot.com/_LKI8kHwS6CI/SuB89eZK_2I/AAAAAAAAAAU/WZeLfQD7K3c/s200/Seven_Habits_of_Highly_Effective_People.pdf+-+Adobe+Reader.bmp" alt="" id="BLOGGER_PHOTO_ID_5395449749162360674" border="0" /&gt;&lt;/a&gt;&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE&lt;br /&gt;Stephen R. Covey&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Stephen Covey has written a remarkable book about the human condition, so elegantly written, so&lt;br /&gt;understanding of our embedded concerns, so useful for our organization and personal lives, that it's&lt;br /&gt;going to be my gift to everyone I know.&lt;br /&gt;-- Warren Bennis, author of On Becoming a Leader&lt;br /&gt;I've never known any teacher or mentor on improving personal effectiveness to generate such an&lt;br /&gt;overwhelmingly positive reaction.... This book captures beautifully Stephen's philosophy of principles.&lt;br /&gt;I think anyone reading it will quickly understand the enormous reaction I and others have had to Dr.&lt;br /&gt;Covey's teachings.&lt;br /&gt;-- John Pepper, President, Procter and Gamble&lt;br /&gt;Stephen Covey is an American Socrates, opening your mind to the 'permanent things' -- values,&lt;br /&gt;family, relationships, communicating.&lt;br /&gt;-- Brian Tracy, author of Psychology of Achievement&lt;br /&gt;Stephen R. Covey's book teaches with power, conviction, and feeling. Both the content and the&lt;br /&gt;methodology of these principles form a solid foundation for effective communication. As an educator,&lt;br /&gt;I think this book to be a significant addition to my library.&lt;br /&gt;-- William Rolfe Kerr, Utah Commissioner of Higher Education&lt;br /&gt;Few students of management and organization -- and people -- have thought as long and hard about&lt;br /&gt;first principles as Stephen Covey. In The Seven Habits of Highly Effective People, he offers us an&lt;br /&gt;opportunity, not a how-to guide. The opportunity is to explore ourselves and our impact on others,&lt;br /&gt;and to do so by taking advantage of his profound insights. It is a wonderful book that could change&lt;br /&gt;your life.&lt;br /&gt;-- Tom Peters, author of In Search of Excellence&lt;br /&gt;The ethical basis for human relations in this book defines a way of life, not just a methodology for&lt;br /&gt;succeeding at business. That it works is apparent.&lt;br /&gt;-- Bruce L. Christensen, President, Public Broadcasting Service&lt;br /&gt;At a time when American organizations desperately need to energize people and produce leaders at&lt;br /&gt;all levels, Covey provides an empowering philosophy for life that is also the best guarantee of success&lt;br /&gt;in business...a perfect blend of wisdom, compassion, and practical experience.&lt;br /&gt;-- Rosabeth Moss Kanter, editor of the Harvard Business Review and author of When Giants Learn to Dance&lt;br /&gt;I have learned so much from Stephen Covey over the years that every time I sit down to write, I'm&lt;br /&gt;worried about subconscious plagiarism! Seven Habits is not pop psychology or trendy self-help. It is&lt;br /&gt;solid wisdom and sound principles.&lt;br /&gt;-- Richard M. Eyre, author of Life Balance and Teaching Children Values&lt;br /&gt;We could do well to make the reading and use of this book a requirement for anyone at any level of&lt;br /&gt;public service. It would be far more effective than any legislation regarding ethical conduct.&lt;br /&gt;-- Senator Jake Garn, first senator in space&lt;br /&gt;When Stephen Covey talks, executives listen.&lt;br /&gt;-- Dun's Business Month&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Stephen Covey's inspirational book will undoubtedly be the psychology handbook of the '90s. The&lt;br /&gt;principles discussed are universal and can be applied to every aspect of life. These principles,&lt;br /&gt;however, are like an opera. They cannot simply be performed, they must be rehearsed!&lt;br /&gt;-- Ariel Bybee, mezzo-soprano, Metropolitan Opera&lt;br /&gt;I found this book stimulating and thought-provoking. In fact, I keep referring to it.&lt;br /&gt;-- Richard M. DeVos, President, Amway&lt;br /&gt;Winning is a habit. So is losing. Twenty-five years of experience, thought, and research have&lt;br /&gt;convinced Covey that seven habits distinguish the happy, healthy, successful from those who fail or&lt;br /&gt;who must sacrifice meaning and happiness for success in the narrow sense.&lt;br /&gt;-- Ron Zemke, coauthor of The Service Edge and Service America&lt;br /&gt;Stephen R. Covey is a marvelous human being. He writes insightfully and he cares about people.&lt;br /&gt;The equivalent of an entire library of success literature is found in this one volume. The principles he&lt;br /&gt;teaches in The Seven Habits of Highly Effective People have made a real difference in my life.&lt;br /&gt;-- Ken Blanchard, Ph.D., author of The One-Minute Manager&lt;br /&gt;The Seven Habits are keys to success for people in all walks of life. It is very thought-provoking.&lt;br /&gt;-- Edward A. Brennan, Chairman, President and CEO, Sears, Roebuck and Company&lt;br /&gt;Covey validates the durable truths as they apply to family, business, and society in general, sparing&lt;br /&gt;us the psycho-babble that pollutes so much of current literature on human relations. His book is not a&lt;br /&gt;photograph, but a process, and should be treated as such. He is neither an optimist nor a pessimist,&lt;br /&gt;but a possibilist, who believes that we and we alone can open the door to change within ourselves.&lt;br /&gt;There are many more than seven good reasons to read this book.&lt;br /&gt;-- Steve Labunski, Executive Director, International Radio and Television Society&lt;br /&gt;Knowledge is the quickest and safest path to success in any area of life. Stephen Covey has&lt;br /&gt;encapsulated the strategies used by all those who are highly effective. Success can be learned and this&lt;br /&gt;book is a highly effective way to learn it.&lt;br /&gt;-- Charles Givens, President, Charles J. Givens Organization, Inc., author of Wealth Without Risk&lt;br /&gt;I know of no one who has contributed more to helping leaders in our society than Stephen R.&lt;br /&gt;Covey.... There is no literate person in our society who would not benefit by reading this book and&lt;br /&gt;applying its principles&lt;br /&gt;-- Senator Orrin G. Hatch&lt;br /&gt;One of the greatest habits you can develop is to learn and internalize the wisdom of Stephen Covey.&lt;br /&gt;He lives what he says and this book can help you live, permanently, in the "Winner's Circle."&lt;br /&gt;-- Dr. Denis Waitley, author of The Psychology of Winning&lt;br /&gt;It's powerful reading. His principles of vision, leadership, and human relations make it a practical&lt;br /&gt;teaching tool for business leaders today. I highly recommend it.&lt;br /&gt;-- Nolan Archibald, President and CEO, Black and Decker&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;The Seven Habits of Highly Effective People suggests a discipline for our personal dealings with&lt;br /&gt;people which would be undoubtedly valuable if people stopped to think about it.&lt;br /&gt;-- James C. Fletcher, Director, NASA&lt;br /&gt;A wonderful contribution. Dr. Covey has synthesized the habits of our highest achievers and&lt;br /&gt;presented them in a powerful, easy-to-use program. We now have a blueprint for opening the&lt;br /&gt;American mind.&lt;br /&gt;-- Charles Garfield, author of Peak Performer&lt;br /&gt;Seven Habits is an exceptional book. It does a better job of inspiring a person to integrate the&lt;br /&gt;different responsibilities in one's life -- personal, family, and professional -- than any other book I have&lt;br /&gt;read.&lt;br /&gt;-- Paul H. Thompson, Dean, Marriott School of Management, BYU and author of Novation&lt;br /&gt;Goodbye, Dale Carnegie. Stephen Covey has had a profound influence on my life. His principles&lt;br /&gt;are powerful. They work. Buy this book. Read, it, and as you live the principles your life will be&lt;br /&gt;enriched.&lt;br /&gt;-- Robert G. Allen, author of Creating Wealth and Nothing Down&lt;br /&gt;In the '90s America needs to unlock the door to increased productivity both on a business and&lt;br /&gt;personal basis. The best way to accomplish this goal is through enhancing the human resource. Dr.&lt;br /&gt;Covey's Seven Habits provides the guidelines for this to happen. These principles make great sense and&lt;br /&gt;are right on target for the time.&lt;br /&gt;-- F.G. "Buck" Rodgers, author of The IBM Way&lt;br /&gt;This book is filled with practical wisdom for people who want to take control of their lives, their&lt;br /&gt;business and their careers. Each time I read a section again I get new insights, which suggests the&lt;br /&gt;messages are fundamental and deep.&lt;br /&gt;-- Gifford Pinchot III, author of Intrapreneuring&lt;br /&gt;Most of my learning has come from modeling after other people and what they do. Steve's book&lt;br /&gt;helps energize this modeling process through highly effective research and examples.&lt;br /&gt;-- Fran Tarkenton, NFL Hall of Fame quarterback&lt;br /&gt;Not only does the "character ethic" win hands down every time over the "personality ethic" in the&lt;br /&gt;battle of effectiveness, it also will bring greater fulfillment and joy to individuals seeking meaning in&lt;br /&gt;their personal and professional lives.&lt;br /&gt;-- Larry Wilson, author of Changing the Game: The New Way to Sell&lt;br /&gt;Fundamentals are the key to success. Stephen Covey is a master of them. Buy this book, but most&lt;br /&gt;importantly, use it!&lt;br /&gt;-- Anthony Robbins, author of Unlimited Power&lt;br /&gt;This book contains the kind of penetrating truth about human nature that is usually found only in&lt;br /&gt;fiction. At the end, you will feel not only that you know Covey, but also that he knows you&lt;br /&gt;-- Orson Scott Card, winner of the Hugo and Nebula Awards&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Stephen Covey adds great value to any individual or organization, not just through his words. His&lt;br /&gt;vision and integrity -- his personal example -- move people beyond mere success.&lt;br /&gt;-- Tom F. Crum, cofounder, The Windstar Foundation, and author of The Magic of Conflict&lt;br /&gt;With all the responsibilities and demands of time, travel, work, and families placed upon us in&lt;br /&gt;today's competitive world, it's a big plus to have Stephen Covey's The Seven Habits of Highly Effective&lt;br /&gt;People to refer to.&lt;br /&gt;-- Marie Osmond&lt;br /&gt;In The Seven Habits of Highly Effective People, Stephen Covey serves up a seven-course meal on&lt;br /&gt;how to take control of one's life and become the complete, fulfilling person one envisions. It is a&lt;br /&gt;satisfying, energetic, step-by-step book that is applicable for personal and business progress.&lt;br /&gt;-- Roger Staubach, NFL Hall of Fame quarterback&lt;br /&gt;The conclusions he draws in this book underscore the need to restore the character ethic in our&lt;br /&gt;society. This work is a valuable addition to the literature of self-help.&lt;br /&gt;-- W. Clement Stone, founder, Success Magazine&lt;br /&gt;Stephen Covey's deliberate integration of life and principles leads to squaring inner thought and&lt;br /&gt;outward behavior, resulting in personal as well as public integrity.&lt;br /&gt;-- Gregory J. Newell, U.S. Ambassador to Sweden&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Part One&lt;br /&gt;Paradigms and Principles&lt;br /&gt;INSIDE-OUT&lt;br /&gt;There is no real excellence in all this world which can be separated from right living&lt;br /&gt;-- David Starr Jordan&lt;br /&gt;* * *&lt;br /&gt;In more than 25 years of working with people in business, university, and marriage and family&lt;br /&gt;settings, I have come in contact with many individuals who have achieved an incredible degree of&lt;br /&gt;outward success, but have found themselves struggling with an inner hunger, a deep need for personal&lt;br /&gt;congruency and effectiveness and for healthy, growing relationships with other people.&lt;br /&gt;I suspect some of the problems they have shared with me may be familiar to you.&lt;br /&gt;I've set and met my career goals and I'm having tremendous professional success. But it's cost me&lt;br /&gt;my personal and family life. I don't know my wife and children anymore. I'm not even sure I know&lt;br /&gt;myself and what's really important to me. I've had to ask myself -- is it worth it?&lt;br /&gt;I've started a new diet -- for the fifth time this year. I know I'm overweight, and I really want to&lt;br /&gt;change. I read all the new information, I set goals, I get myself all psyched up with a positive mental&lt;br /&gt;attitude and tell myself I can do it. But I don't. After a few weeks, I fizzle. I just can't seem to keep a&lt;br /&gt;promise I make to myself.&lt;br /&gt;I've taken course after course on effective management training. I expect a lot out of my employees&lt;br /&gt;and I work hard to be friendly toward them and to treat them right. But I don't feel any loyalty from&lt;br /&gt;them. I think if I were home sick for a day, they'd spend most of their time gabbing at the water&lt;br /&gt;fountain. Why can't I train them to be independent and responsible -- or find employees who can be?&lt;br /&gt;My teenage son is rebellious and on drugs. No matter what I try, he won't listen to me. What can&lt;br /&gt;I do?&lt;br /&gt;There's so much to do. And there's never enough time. I feel pressured and hassled all day, every&lt;br /&gt;day, seven days a week. I've attended time management seminars and I've tried half a dozen different&lt;br /&gt;planning systems. They've helped some, but I still don't feel I'm living the happy, productive, peaceful&lt;br /&gt;life I want to live.&lt;br /&gt;I want to teach my children the value of work. But to get them to do anything, I have to supervise&lt;br /&gt;every move; and put up with complaining every step of the way. It's so much easier to do it myself.&lt;br /&gt;Why can't children do their work cheerfully and without being reminded?&lt;br /&gt;I'm busy -- really busy. But sometimes I wonder if what I'm doing will make a difference in the&lt;br /&gt;long run. I'd really like to think there was meaning in my life, that somehow things were different&lt;br /&gt;because I was here.&lt;br /&gt;I see my friends or relatives achieve some degree of success or receive some recognition, and I smile&lt;br /&gt;and congratulate them enthusiastically. But inside, I'm eating my heart out. Why do I feel this way?&lt;br /&gt;I have a forceful personality. I know, in almost any interaction, I can control the outcome. Most of&lt;br /&gt;the time, I can even do it by influencing others to come up with the solution I want. I think through&lt;br /&gt;each situation and I really feel the ideas I come up with are usually the best for everyone. But I feel&lt;br /&gt;uneasy. I always wonder what other people really think of me and my ideas.&lt;br /&gt;My marriage has gone flat. We don't fight or anything; we just don't love each other anymore.&lt;br /&gt;We've gone to counseling; we've tried a number of things, but we just can't seem to rekindle the feeling&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;we used to have.&lt;br /&gt;These are deep problems, painful problems -- problems that quick fix approaches can't solve.&lt;br /&gt;A few years ago, my wife Sandra and I were struggling with this kind of concern. One of our sons&lt;br /&gt;was having a very difficult time in school. He was doing poorly academically; he didn't even know&lt;br /&gt;how to follow the instructions on the tests, let alone do well in them. Socially he was immature, often&lt;br /&gt;embarrassing those closest to him. Athletically, he was small, skinny, and uncoordinated -- swinging&lt;br /&gt;his baseball bat, for example, almost before the ball was even pitched. Others would laugh at him.&lt;br /&gt;Sandra and I were consumed with a desire to help him. We felt that if "success" were important in&lt;br /&gt;any area of life, it was supremely important in our role as parents. So we worked on our attitudes and&lt;br /&gt;behavior toward him and we tried to work on his. We attempted to psyche him up using positive&lt;br /&gt;mental attitude techniques. "Come on, son! You can do it! We know you can. Put your hands a little&lt;br /&gt;higher on the bat and keep your eye on the ball. Don't swing till it gets close to you." And if he did a&lt;br /&gt;little better, we would go to great lengths to reinforce him. "That's good, son, keep it up."&lt;br /&gt;When others laughed, we reprimanded them. "Leave him alone. Get off his back. He's just&lt;br /&gt;learning." And our son would cry and insist that he'd never be any good and that he didn't like baseball&lt;br /&gt;anyway.&lt;br /&gt;Nothing we did seemed to help, and we were really worried. We could see the effect this was&lt;br /&gt;having on his self-esteem. We tried to be encouraging and helpful and positive, but after repeated&lt;br /&gt;failure, we finally drew back and tried to look at the situation on a different level.&lt;br /&gt;At this time in my professional role I was involved in leadership development work with various&lt;br /&gt;clients throughout the country. In that capacity I was preparing bimonthly programs on the subject of&lt;br /&gt;communication and perception for IBM's Executive Development Program participants.&lt;br /&gt;As I researched and prepared these presentations, I became particularly interested in how&lt;br /&gt;perceptions are formed, how they behave. This led me to a study of expectancy theory and&lt;br /&gt;self-fulfilling prophecies or the "Pygmalion effect," and to a realization of how deeply imbedded our&lt;br /&gt;perceptions are. It taught me that we must look at the lens through which we see the world, as well as&lt;br /&gt;at the world we see, and that the lens itself shapes how we interpret the world.&lt;br /&gt;As Sandra and I talked about the concepts I was teaching at IBM and about our own situation, we&lt;br /&gt;began to realize that what we were doing to help our son was not in harmony with the way we really&lt;br /&gt;saw him. When we honestly examined our deepest feelings, we realized that our perception was that&lt;br /&gt;he was basically inadequate, somehow "behind." No matter how much we worked on our attitude and&lt;br /&gt;behavior, our efforts were ineffective because, despite our actions and our words, what we really&lt;br /&gt;communicated to him was, "You aren't capable. You have to be protected."&lt;br /&gt;We began to realize that if we wanted to change the situation, we first had to change ourselves.&lt;br /&gt;And to change ourselves effectively, we first had to change our perceptions.&lt;br /&gt;The Personality and Character Ethics&lt;br /&gt;At the same time, in addition to my research on perception, I was also deeply immersed in an&lt;br /&gt;in-depth study of the success literature published in the United States since 1776. I was reading or&lt;br /&gt;scanning literally hundreds of books, articles, and essays in fields such as self-improvement, popular&lt;br /&gt;psychology, and self-help. At my fingertips was the sum and substance of what a free and democratic&lt;br /&gt;people considered to be the keys to successful living.&lt;br /&gt;As my study took me back through 200 years of writing about success, I noticed a startling pattern&lt;br /&gt;emerging in the content of the literature. Because of our own pain, and because of similar pain I had&lt;br /&gt;seen in the lives and relationships of many people I had worked with through the years, I began to feel&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;more and more that much of the success literature of the past 50 years was superficial. It was filled&lt;br /&gt;with social image consciousness, techniques and quick fixes -- with social band-aids and aspirin that&lt;br /&gt;addressed acute problems and sometimes even appeared to solve them temporarily -- but left the&lt;br /&gt;underlying chronic problems untouched to fester and resurface time and again.&lt;br /&gt;In stark contrast, almost all the literature in the first 150 years or so focused on what could be called&lt;br /&gt;the character ethic as the foundation of success -- things like integrity, humility, fidelity, temperance,&lt;br /&gt;courage, justice, patience, industry, simplicity, modesty, and the Golden Rule. Benjamin Franklin's&lt;br /&gt;autobiography is representative of that literature. It is, basically, the story of one man's effort to&lt;br /&gt;integrate certain principles and habits deep within his nature.&lt;br /&gt;The character ethic taught that there are basic principles of effective living, and that people can only&lt;br /&gt;experience true success and enduring happiness as they learn and integrate these principles into their&lt;br /&gt;basic character.&lt;br /&gt;But shortly after World War I the basic view of success shifted from the character ethic to what we&lt;br /&gt;might call the personality ethic. Success became more a function of personality, of public image, of&lt;br /&gt;attitudes and behaviors, skills and techniques, that lubricate the processes of human interaction. This&lt;br /&gt;personality ethic essentially took two paths: one was human and public relations techniques, and the&lt;br /&gt;other was positive mental attitude (PMA). Some of this philosophy was expressed in inspiring and&lt;br /&gt;sometimes valid maxims such as "Your attitude determines your altitude," "Smiling wins more friends&lt;br /&gt;than frowning," and "Whatever the mind of man can conceive and believe it can achieve.&lt;br /&gt;Other parts of the personality approach were clearly manipulative, even deceptive, encouraging&lt;br /&gt;people to use techniques to get other people to like them, or to fake interest in the hobbies of others to&lt;br /&gt;get out of them what they wanted, or to use the "power look," or to intimidate their way through life.&lt;br /&gt;Some of this literature acknowledged character as an ingredient of success, but tended to&lt;br /&gt;compartmentalize it rather than recognize it as foundational and catalytic. Reference to the character&lt;br /&gt;ethic became mostly lip service; the basic thrust was quick-fix influence techniques, power strategies,&lt;br /&gt;communication skills, and positive attitudes.&lt;br /&gt;This personality ethic, I began to realize, was the subconscious source of the solutions Sandra and I&lt;br /&gt;were attempting to use with our son. As I thought more deeply about the difference between the&lt;br /&gt;personality and character ethics, I realized that Sandra and I had been getting social mileage out of our&lt;br /&gt;children's good behavior, and, in our eyes, this son simply didn't measure up. Our image of ourselves,&lt;br /&gt;and our role as good, caring parents was even deeper than our image of our son and perhaps influenced&lt;br /&gt;it. There was a lot more wrapped up in the way we were seeing and handling the problem than our&lt;br /&gt;concern for our son's welfare.&lt;br /&gt;As Sandra and I talked, we became painfully aware of the powerful influence of our character and&lt;br /&gt;motives and of our perception of him. We knew that social comparison motives were out of harmony&lt;br /&gt;with our deeper values and could lead to conditional love and eventually to our son's lessened sense of&lt;br /&gt;self-worth. So we determined to focus our efforts on us -- not on our techniques, but on our deepest&lt;br /&gt;motives and our perception of him. Instead of trying to change him, we tried to stand apart -- to&lt;br /&gt;separate us from him -- and to sense his identity, individuality, separateness, and worth.&lt;br /&gt;Through deep thought and the exercise of faith and prayer, we began to see our son in terms of his&lt;br /&gt;own uniqueness. We saw within him layers and layers of potential that would be realized at his own&lt;br /&gt;pace and speed. We decided to relax and get out of his way and let his own personality emerge. We&lt;br /&gt;saw our natural role as being to affirm, enjoy, and value him. We also conscientiously worked on our&lt;br /&gt;motives and cultivated internal sources of security so that our own feelings of worth were not&lt;br /&gt;dependent on our children's "acceptable" behavior.&lt;br /&gt;As we loosened up our old perception of our son and developed value-based motives, new feelings&lt;br /&gt;began to emerge. We found ourselves enjoying him instead of comparing or judging him. We&lt;br /&gt;stopped trying to clone him in our own image or measure him against social expectations. We&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;stopped trying to kindly, positively manipulate him into an acceptable social mold. Because we saw&lt;br /&gt;him as fundamentally adequate and able to cope with life, we stopped protecting him against the&lt;br /&gt;ridicule of others.&lt;br /&gt;He had been nurtured on this protection, so he went through some withdrawal pains, which he&lt;br /&gt;expressed and which we accepted, but did not necessarily respond to. "We don't need to protect you,"&lt;br /&gt;was the unspoken message. "You're fundamentally okay."&lt;br /&gt;As the weeks and months passed, he began to feel a quiet confidence and affirmed himself. He&lt;br /&gt;began to blossom, at his own pace and speed. He became outstanding as measured by standard social&lt;br /&gt;criteria -- academically, socially and athletically -- at a rapid clip, far beyond the so-called natural&lt;br /&gt;developmental process. As the years passed, he was elected to several student body leadership&lt;br /&gt;positions, developed into an all-state athlete and started bringing home straight A report cards. He&lt;br /&gt;developed an engaging and guileless personality that has enabled him to relate in nonthreatening ways&lt;br /&gt;to all kinds of people.&lt;br /&gt;Sandra and I believe that our son's "socially impressive" accomplishments were more a&lt;br /&gt;serendipitous expression of the feelings he had about himself than merely a response to social reward.&lt;br /&gt;This was an amazing experience for Sandra and me, and a very instructional one in dealing with our&lt;br /&gt;other children and in other roles as well. It brought to our awareness on a very personal level the vital&lt;br /&gt;difference between the personality ethic and the character ethic of success. The Psalmist expressed our&lt;br /&gt;conviction well: "Search your own heart with all diligence for out of it flow the issues of life."&lt;br /&gt;Primary and Secondary Greatness&lt;br /&gt;My experience with my son, my study of perception and my reading of the success literature&lt;br /&gt;coalesced to create one of those "Aha!" experiences in life when suddenly things click into place. I was&lt;br /&gt;suddenly able to see the powerful impact of the personality ethic and to clearly understand those subtle,&lt;br /&gt;often consciously unidentified discrepancies between what I knew to be true -- some things I had been&lt;br /&gt;taught many years ago as a child and things that were deep in my own inner sense of value -- and the&lt;br /&gt;quick fix philosophies that surrounded me every day. I understood at a deeper level why, as I had&lt;br /&gt;worked through the years with people from all walks of life, I had found that the things I was teaching&lt;br /&gt;and knew to be effective were often at variance with these popular voices.&lt;br /&gt;I am not suggesting that elements of the personality ethic -- personality growth, communication skill&lt;br /&gt;training, and education in the field of influence strategies and positive thinking -- are not beneficial, in&lt;br /&gt;fact sometimes essential for success. I believe they are. But these are secondary, not primary traits.&lt;br /&gt;Perhaps, in utilizing our human capacity to build on the foundation of generations before us, we have&lt;br /&gt;inadvertently become so focused on our own building that we have forgotten the foundation that holds&lt;br /&gt;it up; or in reaping for so long where we have not sown, perhaps we have forgotten the need to sow.&lt;br /&gt;If I try to use human influence strategies and tactics of how to get other people to do what I want, to&lt;br /&gt;work better, to be more motivated, to like me and each other -- while my character is fundamentally&lt;br /&gt;flawed, marked by duplicity and insincerity -- then, in the long run, I cannot be successful. My&lt;br /&gt;duplicity will breed distrust, and everything I do -- even using so-called good human relations&lt;br /&gt;techniques -- will be perceived as manipulative. It simply makes no difference how good the rhetoric&lt;br /&gt;is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent&lt;br /&gt;success. Only basic goodness gives life to technique.&lt;br /&gt;To focus on technique is like cramming your way through school. You sometimes get by, perhaps&lt;br /&gt;even get good grades, but if you don't pay the price day in and day out, you never achieve true mastery&lt;br /&gt;of the subjects you study or develop an educated mind.&lt;br /&gt;Did you ever consider how ridiculous it would be to try to cram on a farm -- to forget to plant in the&lt;br /&gt;spring, play all summer and then cram in the fall to bring in the harvest? The farm is a natural system.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;The price must be paid and the process followed. You always reap what you sow; there is no shortcut.&lt;br /&gt;This principle is also true, ultimately, in human behavior, in human relationships. They, too, are&lt;br /&gt;natural systems based on the The Law of the Harvest. In the short run, in an artificial social system such&lt;br /&gt;as school, you may be able to get by if you learn how to manipulate the man-made rules, to "play the&lt;br /&gt;game." In most one-shot or short-lived human interactions, you can use the personality ethic to get by&lt;br /&gt;and to make favorable impressions through charm and skill and pretending to be interested in other&lt;br /&gt;people's hobbies. You can pick up quick, easy techniques that may work in short-term situations.&lt;br /&gt;But secondary traits alone have no permanent worth in long-term relationships. Eventually, if there&lt;br /&gt;isn't deep integrity and fundamental character strength, the challenges of life will cause true motives to&lt;br /&gt;surface and human relationship failure will replace short-term success.&lt;br /&gt;Many people with secondary greatness -- that is, social recognition for their talents -- lack primary&lt;br /&gt;greatness or goodness in their character. Sooner or later, you'll see this in every long-term relationship&lt;br /&gt;they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through&lt;br /&gt;an identity crisis. It is character that communicates most eloquently. As Emerson once put it, "What&lt;br /&gt;you are shouts so loudly in my ears that I cannot hear what you say."&lt;br /&gt;There are, of course, situations where people have character strength but they lack communication&lt;br /&gt;skills, and that undoubtedly affects the quality of relationships as well. But the effects are still&lt;br /&gt;secondary.&lt;br /&gt;In the last analysis, what we are communicates far more eloquently than anything we say or do.&lt;br /&gt;We all know it. There are people we trust absolutely because we know their character. Whether&lt;br /&gt;they're eloquent or not, whether they have the human relations techniques or not, we trust them, and&lt;br /&gt;we work successfully with them.&lt;br /&gt;In the words of William George Jordan, "Into the hands of every individual is given a marvelous&lt;br /&gt;power for good or evil -- the silent unconscious, unseen influence of his life. This is simply the&lt;br /&gt;constant radiation of what man really is, not what he pretends to be."&lt;br /&gt;The Power of a Paradigm&lt;br /&gt;The Seven Habits of Highly Effective People embody many of the fundamental principles of human&lt;br /&gt;effectiveness. These habits are basic; they are primary. They represent the internalization of correct&lt;br /&gt;principles upon which enduring happiness and success are based.&lt;br /&gt;But before we can really understand these Seven Habits TM, we need to understand our own&lt;br /&gt;"paradigms" and how to make a "A Paradigm Shift TM."&lt;br /&gt;Both the The Character Ethic The Personality Ethic are examples of social paradigms. The word&lt;br /&gt;paradigm comes from the Greek. It was originally a scientific term, and is more commonly used today&lt;br /&gt;to mean a model, theory, perception, assumption, or frame of reference. In the more general sense, it's&lt;br /&gt;the way we "see" the world -- not in terms of our visual sense of sight, but in terms of perceiving,&lt;br /&gt;understanding, and interpreting.&lt;br /&gt;For our purposes, a simple way to understand paradigms is to see them as maps. We all know that&lt;br /&gt;"the map is not the territory." A map is simply an explanation of certain aspects of the territory. That's&lt;br /&gt;exactly what a paradigm is. It is a theory, an explanation, or model of something else.&lt;br /&gt;Suppose you wanted to arrive at a specific location in central Chicago. A street map of the city&lt;br /&gt;would be a great help to you in reaching your destination. But suppose you were given the wrong&lt;br /&gt;map. Through a printing error, the map labeled "Chicago" was actually a map of Detroit. Can you&lt;br /&gt;imagine the frustration, the ineffectiveness of trying to reach your destination?&lt;br /&gt;You might work on your behavior -- you could try harder, be more diligent, double your speed.&lt;br /&gt;But your efforts would only succeed in getting you to the wrong place faster.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;You might work on your attitude -- you could think more positively. You still wouldn't get to the&lt;br /&gt;right place, but perhaps you wouldn't care. Your attitude would be so positive, you'd be happy&lt;br /&gt;wherever you were.&lt;br /&gt;The point is, you'd still be lost. The fundamental problem has nothing to do with your behavior or&lt;br /&gt;your attitude. It has everything to do with having a wrong map.&lt;br /&gt;If you have the right map of Chicago, then diligence becomes important, and when you encounter&lt;br /&gt;frustrating obstacles along the way, then attitude can make a real difference. But the first and most&lt;br /&gt;important requirement is the accuracy of the map.&lt;br /&gt;Each of us has many, many maps in our head, which can be divided into two main categories: maps&lt;br /&gt;of the way things are, or realities, and maps of the way things should be, or values. We interpret&lt;br /&gt;everything we experience through these mental maps. We seldom question their accuracy; we're&lt;br /&gt;usually even unaware that we have them. We simply assume that the way we see things is the way&lt;br /&gt;they really are or the way they should be.&lt;br /&gt;And our attitudes and behaviors grow out of those assumptions. The way we see things is the&lt;br /&gt;source of the way we think and the way we act.&lt;br /&gt;Before going any further, I invite you to have an intellectual and emotional experience. Take a few&lt;br /&gt;seconds and just look at the picture on the following page&lt;br /&gt;Now look at the picture below and carefully describe what you see&lt;br /&gt;Do you see a woman? How old would you say she is? What does she look like? What is she wearing?&lt;br /&gt;In what kind of roles do you see her?&lt;br /&gt;You probably would describe the woman in the second picture to be about 25 years old -- very&lt;br /&gt;lovely, rather fashionable with a petite nose and demure presence. If you were a single man you&lt;br /&gt;might like to take her out. If you were in retailing, you might hire her as a fashion model.&lt;br /&gt;But what if I were to tell you that you're wrong? What if I said this picture is of a woman in her 60s&lt;br /&gt;or 70s who looks sad, has a huge nose, and certainly is no model. She's someone you probably would&lt;br /&gt;help cross the street.&lt;br /&gt;Who's right? Look at the picture again. Can you see the old woman? If you can't, keep trying.&lt;br /&gt;Can you see her big hook nose? Her shawl?&lt;br /&gt;If you and I were talking face to face, we could discuss the picture. You could describe what you&lt;br /&gt;see to me, and I could talk to you about what I see. We could continue to communicate until you&lt;br /&gt;clearly showed me what you see in the picture and I clearly showed you what I see.&lt;br /&gt;Because we can't do that, turn to page 45 and study the picture there and then look at this picture&lt;br /&gt;again. Can you see the old woman now? It's important that you see her before you continue reading.&lt;br /&gt;I first encountered this exercise many years ago at the Harvard Business School. The instructor was&lt;br /&gt;using it to demonstrate clearly and eloquently that two people can see the same thing, disagree, and yet&lt;br /&gt;both be right. It's not logical; it's psychological.&lt;br /&gt;He brought into the room a stack of large cards, half of which had the image of the young woman&lt;br /&gt;you saw on page 25, and the other half of which had the old woman on page 45.&lt;br /&gt;He passed them out to the class, the picture of the young woman to one side of the room and the&lt;br /&gt;picture of the old woman to the other. He asked us to look at the cards, concentrate on them for about&lt;br /&gt;10 seconds and then pass them back in. He then projected upon the screen the picture you saw on&lt;br /&gt;page 26 combining both images and asked the class to describe what they saw. Almost every person&lt;br /&gt;in that class who had first seen the young woman's image on a card saw the young woman in the&lt;br /&gt;picture. And almost every person in that class who had first seen the old woman's image on a card&lt;br /&gt;saw an old woman in the picture.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;The professor then asked one student to explain what he saw to a student on the opposite side of the&lt;br /&gt;room. As they talked back and forth, communication problems flared up.&lt;br /&gt;"What do you mean, 'old lady'? She couldn't be more than 20 or 22 years old!&lt;br /&gt;"Oh, come on. You have to be joking. She's 70 -- could be pushing 80!"&lt;br /&gt;"What's the matter with you? Are you blind? This lady is young, good looking. I'd like to take&lt;br /&gt;her out. She's lovely."&lt;br /&gt;"Lovely? She's an old hag.&lt;br /&gt;The arguments went back and forth, each person sure of, and adamant in, his or her position. All&lt;br /&gt;of this occurred in spite of one exceedingly important advantage the students had -- most of them knew&lt;br /&gt;early in the demonstration that another point of view did, in fact, exist -- something many of us would&lt;br /&gt;never admit. Nevertheless, at first, only a few students really tried to see this picture from another&lt;br /&gt;frame of reference.&lt;br /&gt;After a period of futile communication, one student went up to the screen and pointed to a line on&lt;br /&gt;the drawing. "There is the young woman's necklace." The other one said, "No, that is the old woman's&lt;br /&gt;mouth." Gradually, they began to calmly discuss specific points of difference, and finally one student,&lt;br /&gt;and then another, experienced sudden recognition when the images of both came into focus. Through&lt;br /&gt;continued calm, respectful, and specific communication, each of us in the room was finally able to see&lt;br /&gt;the other point of view. But when we looked away and then back, most of us would immediately see&lt;br /&gt;the image we had been conditioned to see in the 10-second period of time.&lt;br /&gt;I frequently use this perception demonstration in working with people and organizations because it&lt;br /&gt;yields so many deep insights into both personal and interpersonal effectiveness. It shows, first of all,&lt;br /&gt;how powerfully conditioning affects our perceptions, our paradigms. If 10 seconds can have that kind&lt;br /&gt;of impact on the way we see things, what about the conditioning of a lifetime? The influences in our&lt;br /&gt;lives -- family, school, church, work environment, friends, associates, and current social paradigms such&lt;br /&gt;as the personality ethic -- all have made their silent unconscious impact on us and help shape our frame&lt;br /&gt;of reference, our paradigms, our maps.&lt;br /&gt;It also shows that these paradigms are the source of our attitudes and behaviors. We cannot act&lt;br /&gt;with integrity outside of them. We simply cannot maintain wholeness if we talk and walk differently&lt;br /&gt;than we see. If you were among the 90 percent who typically see the young woman in the composite&lt;br /&gt;picture when conditioned to do so, you undoubtedly found it difficult to think in terms of having to&lt;br /&gt;help her cross the street. Both your attitude about her and your behavior toward her had to be&lt;br /&gt;congruent with the way you saw her.&lt;br /&gt;This brings into focus one of the basic flaws of the personality ethic. To try to change outward&lt;br /&gt;attitudes and behaviors does very little good in the long run if we fail to examine the basic paradigms&lt;br /&gt;from which those attitudes and behaviors flow.&lt;br /&gt;This perception demonstration also shows how powerfully our paradigms affect the way we interact&lt;br /&gt;with other people. As clearly and objectively as we think we see things, we begin to realize that others&lt;br /&gt;see them differently from their own apparently equally clear and objective point of view. "Where we&lt;br /&gt;stand depends on where we sit."&lt;br /&gt;Each of us tends to think we see things as they are, that we are objective. But this is not the case.&lt;br /&gt;We see the world, not as it is, but as we are -- or, as we are conditioned to see it. When we open our&lt;br /&gt;mouths to describe what we see, we in effect describe ourselves, our perceptions, our paradigms.&lt;br /&gt;When other people disagree with us, we immediately think something is wrong with them. But, as the&lt;br /&gt;demonstration shows, sincere, clearheaded people see things differently, each looking through the&lt;br /&gt;unique lens of experience.&lt;br /&gt;This does not mean that there are no facts. In the demonstration, two individuals who initially&lt;br /&gt;have been influenced by different conditioning pictures look at the third picture together. They are&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;now both looking at the same identical facts -- black lines and white spaces -- and they would both&lt;br /&gt;acknowledge these as facts. But each person's interpretation of these facts represents prior experiences,&lt;br /&gt;and the facts have no meaning whatsoever apart from the interpretation.&lt;br /&gt;The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which we&lt;br /&gt;have been influenced by our experience, the more we can take responsibility for those paradigms,&lt;br /&gt;examine them, test them against reality, listen to others and be open to their perceptions, thereby&lt;br /&gt;getting a larger picture and a far more objective view.&lt;br /&gt;The Power of a Paradigm Shift&lt;br /&gt;Perhaps the most important insight to be gained from the perception demonstration is in the area of&lt;br /&gt;paradigm shifting, what we might call the "Aha!" experience when someone finally "sees" the composite&lt;br /&gt;picture in another way. The more bound a person is by the initial perception, the more powerful the&lt;br /&gt;"Aha!" experience is. It's as though a light were suddenly turned on inside.&lt;br /&gt;The term Paradigm Shift was introduced by Thomas Kuhn in his highly influential landmark book,&lt;br /&gt;The Structure of Scientific Revolutions. Kuhn shows how almost every significant breakthrough in the&lt;br /&gt;field of scientific endeavor is first a break with tradition, with old ways of thinking, with old paradigms.&lt;br /&gt;For Ptolemy, the great Egyptian astronomer, the earth was the center of the universe. But&lt;br /&gt;Copernicus created a Paradigm Shift, and a great deal of resistance and persecution as well, by placing&lt;br /&gt;the sun at the center. Suddenly, everything took on a different interpretation.&lt;br /&gt;The Newtonian model of physics was a clockwork paradigm and is still the basis of modern&lt;br /&gt;engineering. But it was partial, incomplete. The scientific world was revolutionized by the&lt;br /&gt;Einsteinian paradigm, the relativity paradigm, which had much higher predictive and explanatory&lt;br /&gt;value.&lt;br /&gt;Until the germ theory was developed, a high percentage of women and children died during&lt;br /&gt;childbirth, and one could understand why. In military skirmishes, more men were dying from small&lt;br /&gt;wounds and diseases than from the major traumas on the front lines. But as soon as the germ theory&lt;br /&gt;was developed, a whole new paradigm, a better, improved way of understanding what was happening&lt;br /&gt;made dramatic, significant medical improvement possible.&lt;br /&gt;The United States today is the fruit of a Paradigm Shift. The traditional concept of government for&lt;br /&gt;centuries had been a monarchy, the divine right of kings. Then a different paradigm was developed --&lt;br /&gt;government of the people, by the people, and for the people. And a constitutional democracy was&lt;br /&gt;born, unleashing tremendous human energy and ingenuity, and creating a standard of living, of&lt;br /&gt;freedom and liberty, of influence and hope unequaled in the history of the world.&lt;br /&gt;Not all Paradigm Shifts are in positive directions. As we have observed, the shift from the&lt;br /&gt;character ethic to the personality ethic has drawn us away from the very roots that nourish true success&lt;br /&gt;and happiness.&lt;br /&gt;But whether they shift us in positive or negative directions, whether they are instantaneous or&lt;br /&gt;developmental, Paradigm Shifts move us from one way of seeing the world to another. And those&lt;br /&gt;shifts create powerful change. Our paradigms, correct or incorrect, are the sources of our attitudes and&lt;br /&gt;behaviors, and ultimately our relationships with others.&lt;br /&gt;I remember a mini-Paradigm Shift I experienced one Sunday morning on a subway in New York.&lt;br /&gt;People were sitting quietly -- some reading newspapers, some lost in thought, some resting with their&lt;br /&gt;eyes closed. It was a calm, peaceful scene.&lt;br /&gt;Then suddenly, a man and his children entered the subway car. The children were so loud and&lt;br /&gt;rambunctious that instantly the whole climate changed.&lt;br /&gt;The man sat down next to me and closed his eyes, apparently oblivious to the situation. The&lt;br /&gt;children were yelling back and forth, throwing things, even grabbing people's papers. It was very&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;disturbing. And yet, the man sitting next to me did nothing.&lt;br /&gt;It was difficult not to feel irritated. I could not believe that he could be so insensitive to let his&lt;br /&gt;children run wild like that and do nothing about it, taking no responsibility at all. It was easy to see&lt;br /&gt;that everyone else on the subway felt irritated, too. So finally, with what I felt was unusual patience&lt;br /&gt;and restraint, I turned to him and said, "Sir, your children are really disturbing a lot of people. I&lt;br /&gt;wonder if you couldn't control them a little more?"&lt;br /&gt;The man lifted his gaze as if to come to a consciousness of the situation for the first time and said&lt;br /&gt;softly, "Oh, you're right. I guess I should do something about it. We just came from the hospital&lt;br /&gt;where their mother died about an hour ago. I don't know what to think, and I guess they don't know&lt;br /&gt;how to handle it either."&lt;br /&gt;Can you imagine what I felt at that moment? My paradigm shifted. Suddenly I saw things&lt;br /&gt;differently, I felt differently, I behaved differently. My irritation vanished. I didn't have to worry&lt;br /&gt;about controlling my attitude or my behavior; my heart was filled with the man's pain. Feelings of&lt;br /&gt;sympathy and compassion flowed freely. "Your wife just died? Oh, I'm so sorry. Can you tell me&lt;br /&gt;about it? What can I do to help?" Everything changed in an instant.&lt;br /&gt;Many people experience a similar fundamental shift in thinking when they face a life-threatening&lt;br /&gt;crisis and suddenly see their priorities in a different light, or when they suddenly step into a new role,&lt;br /&gt;such as that of husband or wife, parent or grandparent, manager or leader.&lt;br /&gt;We could spend weeks, months, even years laboring with the personality ethic trying to change our&lt;br /&gt;attitudes and behaviors and not even begin to approach the phenomenon of change that occurs&lt;br /&gt;spontaneously when we see things differently.&lt;br /&gt;It becomes obvious that if we want to make relatively minor changes in our lives, we can perhaps&lt;br /&gt;appropriately focus on our attitudes and behaviors. But if we want to make significant, quantum&lt;br /&gt;change, we need to work on our basic paradigms.&lt;br /&gt;In the words of Thoreau, "For every thousand hacking at the leaves of evil, there is one striking at&lt;br /&gt;the root." We can only achieve quantum improvements in our lives as we quit hacking at the leaves of&lt;br /&gt;attitude and behavior and get to work on the root, the paradigms from which our attitudes and&lt;br /&gt;behaviors flow.&lt;br /&gt;Seeing and Being&lt;br /&gt;Of course, not all Paradigm Shifts are instantaneous. Unlike my instant insight on the subway, the&lt;br /&gt;paradigm-shifting experience Sandra and I had with our son was a slow, difficult, and deliberate&lt;br /&gt;process. The approach we had first taken with him was the outgrowth of years of conditioning and&lt;br /&gt;experience in the personality ethic. It was the result of deeper paradigms we held about our own&lt;br /&gt;success as parents as well as the measure of success of our children. And it was not until we changed&lt;br /&gt;those basic paradigms, quantum change in ourselves and in the situation.&lt;br /&gt;In order to see our son differently, Sandra and I had to be differently. Our new paradigm was&lt;br /&gt;created as we invested in the growth and development of our own character.&lt;br /&gt;Our Paradigms are the way we "see" the world or circumstances -- not in terms of our visual sense of&lt;br /&gt;sight, but in terms of perceiving, understanding, and interpreting. Paradigms are inseparable from&lt;br /&gt;character. Being is seeing in the human dimension. And what we see is highly interrelated to what&lt;br /&gt;we are. We can't go very far to change our seeing without simultaneously changing our being, and&lt;br /&gt;vice versa.&lt;br /&gt;Even in my apparently instantaneous paradigm-shifting experience that morning on the subway,&lt;br /&gt;my change of vision was a result of -- and limited by -- my basic character.&lt;br /&gt;I'm sure there are people who, even suddenly understanding the true situation, would have felt no&lt;br /&gt;more than a twinge of regret or vague guilt as they continued to sit in embarrassed silence beside the&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;grieving, confused man. On the other hand, I am equally certain there are people who would have&lt;br /&gt;been far more sensitive in the first place, who may have recognized that a deeper problem existed and&lt;br /&gt;reached out to understand and help before I did.&lt;br /&gt;Paradigms are powerful because they create the lens through which we see the world. The power&lt;br /&gt;of a Paradigm Shift is the essential power of quantum change, whether that shift is an instantaneous or&lt;br /&gt;a slow and deliberate process.&lt;br /&gt;The Principle-Centered Paradigm&lt;br /&gt;The character ethic is based on the fundamental idea that there are principles that govern human&lt;br /&gt;effectiveness -- natural laws in the human dimension that are just as real, just as unchanging and&lt;br /&gt;unarguably "there" as laws such as gravity are in the physical dimension.&lt;br /&gt;An idea of the reality -- and the impact -- of these principles can be captured in another&lt;br /&gt;paradigm-shifting experience as told by Frank Kock in Proceedings, the magazine of the Naval&lt;br /&gt;Institute.&lt;br /&gt;Two battleships assigned to the training squadron had been at sea on maneuvers in heavy weather&lt;br /&gt;for several days. I was serving on the lead battleship and was on watch on the bridge as night fell.&lt;br /&gt;The visibility was poor with patchy fog, so the captain remained on the bridge keeping an eye on all&lt;br /&gt;activities.&lt;br /&gt;Shortly after dark, the lookout on the wing of the bridge reported, "Light, bearing on the starboard&lt;br /&gt;bow."&lt;br /&gt;"Is it steady or moving astern?" the captain called out.&lt;br /&gt;Lookout replied, "Steady, captain," which meant we were on a dangerous collision course with that&lt;br /&gt;ship.&lt;br /&gt;The captain then called to the signal man, "Signal that ship: We are on a collision course, advise you&lt;br /&gt;change course 20 degrees."&lt;br /&gt;Back came a signal, "Advisable for you to change course 20 degrees."&lt;br /&gt;The captain said, "Send, I'm a captain, change course 20 degrees."&lt;br /&gt;"I'm a seaman second class," came the reply. "You had better change course 20 degrees."&lt;br /&gt;By that time, the captain was furious. He spat out, "Send, I'm a battleship. Change course 20&lt;br /&gt;degrees."&lt;br /&gt;Back came the flashing light, "I'm a lighthouse."&lt;br /&gt;We changed course&lt;br /&gt;The A Paradigm Shift is the "a-ha" experience associated with finally perceiving or understanding&lt;br /&gt;some aspect of the world (or a circumstance) in a different way. Paradigm Shift experienced by the&lt;br /&gt;captain -- and by us as we read this account -- puts the situation in a totally different light. We can see&lt;br /&gt;a reality that is superseded by his limited perceptions -- a reality that is as critical for us to understand&lt;br /&gt;in our daily lives as it was for the captain in the fog.&lt;br /&gt;Principles are like lighthouses. They are natural laws that cannot be broken. As Cecil B. deMille&lt;br /&gt;observed of the principles contained in his monumental movie, The Ten Commandments, "It is&lt;br /&gt;impossible for us to break the law. We can only break ourselves against the law."&lt;br /&gt;While individuals may look at their own lives and interactions in terms of paradigms or maps&lt;br /&gt;emerging out of their experience and conditioning, these maps are not the territory. They are a&lt;br /&gt;"subjective reality," only an attempt to describe the territory.&lt;br /&gt;The "objective reality," or the territory itself, is composed of "lighthouse" principles that govern&lt;br /&gt;human growth and happiness -- natural laws that are woven into the fabric of every civilized society&lt;br /&gt;throughout history and comprise the roots of every family and institution that has endured and&lt;br /&gt;prospered. The degree to which our mental maps accurately describe the territory does not alter its&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;existence.&lt;br /&gt;The reality of such principles or natural laws becomes obvious to anyone who thinks deeply and&lt;br /&gt;examines the cycles of social history. These principles surface time and time again, and the degree to&lt;br /&gt;which people in society recognize and live in harmony with them moves them toward either survival&lt;br /&gt;and stability or disintegration and destruction.&lt;br /&gt;The principles I am referring to are not esoteric, mysterious, or "religious" ideas. There is not one&lt;br /&gt;principle taught in this book that is unique to any specific faith or religion, including my own. These&lt;br /&gt;principles are a part of every major enduring religion, as well as enduring social philosophies and&lt;br /&gt;ethical systems. They are self-evident and can easily be validated by any individual. It's almost as if&lt;br /&gt;these principles or natural laws are part of the human condition, part of the human consciousness, part&lt;br /&gt;of the human conscience. They seem to exist in all human beings, regardless of social conditioning and&lt;br /&gt;loyalty to them, even though they might be submerged or numbed by conditions or disloyalty.&lt;br /&gt;I am referring, for example, to the principle of fairness, out of which our whole concept of equity&lt;br /&gt;and justice is developed. Little children seem to have an innate sense of the idea of fairness even apart&lt;br /&gt;from opposite conditioning experiences. There are vast differences in how fairness is defined and&lt;br /&gt;achieved, but there is almost universal awareness of the idea.&lt;br /&gt;Other examples would include integrity and honesty. They create the foundation of trust which is&lt;br /&gt;essential to cooperation and long-term personal and interpersonal growth.&lt;br /&gt;Another principle is human dignity. The basic concept in the United States Declaration of&lt;br /&gt;Independence bespeaks this value or principle. "We hold these truths to be self-evident: that all men&lt;br /&gt;are created equal and endowed by their Creator with certain inalienable rights, that among these are life,&lt;br /&gt;liberty, and the pursuit of happiness."&lt;br /&gt;Another principle is service, or the idea of making a contribution. Another is quality or excellence.&lt;br /&gt;There is the principle of potential, the idea that we are embryonic and can grow and develop and&lt;br /&gt;release more and more potential, develop more and more talents. Highly related to potential is the&lt;br /&gt;principle of growth -- the process of releasing potential and developing talents, with the accompanying&lt;br /&gt;need for principles such as patience, nurturance, and encouragement.&lt;br /&gt;Principles are not practices. A practice is a specific activity or action. A practice that works in one&lt;br /&gt;circumstance will not necessarily work in another, as parents who have tried to raise a second child&lt;br /&gt;exactly like they did the first one can readily attest.&lt;br /&gt;While practices are situationally specific, principles are deep, fundamental truths that have universal&lt;br /&gt;application. They apply to individuals, to marriages, to families, to private and public organizations of&lt;br /&gt;every kind. When these truths are internalized into habits, they empower people to create a wide&lt;br /&gt;variety of practices to deal with different situations.&lt;br /&gt;While practices are situationally specific, principles are deep, fundamental truths that have universal&lt;br /&gt;application. They apply to individuals, to marriages, to families, to private and public organizations of&lt;br /&gt;every kind. When these truths are internalized into habits, they empower people to create a wide&lt;br /&gt;variety of practices to deal with different situations.&lt;br /&gt;Principles are not values. A gang of thieves can share values, but they are in violation of the&lt;br /&gt;fundamental principles we're talking about. Principles are the territory. Values are maps. When we&lt;br /&gt;value correct principles, we have truth -- a knowledge of things as they are.&lt;br /&gt;Principles are guidelines for human conduct that are proven to have enduring, permanent value.&lt;br /&gt;They're fundamental. They're essentially unarguable because they are self-evident. One way to&lt;br /&gt;quickly grasp the self-evident nature of principles is to simply consider the absurdity of attempting to&lt;br /&gt;live an effective life based on their opposites. I doubt that anyone would seriously consider unfairness,&lt;br /&gt;deceit, baseness, uselessness, mediocrity, or degeneration to be a solid foundation for lasting happiness&lt;br /&gt;and success. Although people may argue about how these principles are defined or manifested or&lt;br /&gt;achieved, there seems to be an innate consciousness and awareness that they exist.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;The more closely our maps or paradigms are aligned with these principles or natural laws, the more&lt;br /&gt;accurate and functional they will be. Correct maps will infinitely impact our personal and&lt;br /&gt;interpersonal effectiveness far more than any amount of effort expended on changing our attitudes and&lt;br /&gt;behaviors.&lt;br /&gt;Principles of Growth and Change&lt;br /&gt;The glitter of the personality ethic, the massive appeal, is that there is some quick and easy way to&lt;br /&gt;achieve quality of life -- personal effectiveness and rich, deep relationships with other people -- without&lt;br /&gt;going through the natural process of work and growth that makes it possible&lt;br /&gt;It's symbol without substance. It's the "get rich quick" scheme promising "wealth without work."&lt;br /&gt;And it might even appear to succeed -- but the schemer remains.&lt;br /&gt;The personality ethic is illusory and deceptive. And trying to get high-quality results with its&lt;br /&gt;techniques and quick fixes is just about as effective as trying to get to some place in Chicago using a&lt;br /&gt;map of Detroit.&lt;br /&gt;In the words of Erich Fromm, an astute observer of the roots and fruits of the personality ethic.&lt;br /&gt;Today we come across an individual who behaves like an automaton, who does not know or&lt;br /&gt;understand himself, and the only person that he knows is the person that he is supposed to be, whose&lt;br /&gt;meaningless chatter has replaced communicative speech, whose synthetic smile has replaced genuine&lt;br /&gt;laughter, and whose sense of dull despair has taken the place of genuine pain. Two statements may be&lt;br /&gt;said concerning this individual. One is that he suffers from defects of spontaneity and individuality&lt;br /&gt;which may seem to be incurable. At the same time it may be said of him he does not differ essentially&lt;br /&gt;from the millions of the rest of us who walk upon this earth.&lt;br /&gt;In all of life, there are sequential stages of growth and development. A child learns to turn over, to&lt;br /&gt;sit up, to crawl, and then to walk and run. Each step is important and each one takes time. No step&lt;br /&gt;can be skipped.&lt;br /&gt;This is true in all phases of life, in all areas of development, whether it be learning to play the piano&lt;br /&gt;or communicate effectively with a working associate. It is true with individuals, with marriages, with&lt;br /&gt;families, and with organizations.&lt;br /&gt;We know and accept this fact or principle of process in the area of physical things, but to understand&lt;br /&gt;it in emotional areas, in human relations, and even in the area of personal character is less common and&lt;br /&gt;more difficult. And even if we understand it, to accept it and to live in harmony with it are even less&lt;br /&gt;common and more difficult. Consequently, we sometimes look for a shortcut, expecting to be able to&lt;br /&gt;skip some of these vital steps in order to save time and effort and still reap the desired result.&lt;br /&gt;But what happens when we attempt to shortcut a natural process in our growth and development?&lt;br /&gt;If you are only an average tennis player but decide to play at a higher level in order to make a better&lt;br /&gt;impression, what will result? Would positive thinking alone enable you to compete effectively against a&lt;br /&gt;professional?&lt;br /&gt;What if you were to lead your friends to believe you could play the piano at concert hall level while&lt;br /&gt;your actual present skill was that of a beginner?&lt;br /&gt;The answers are obvious. It is simply impossible to violate, ignore, or shortcut this development&lt;br /&gt;process. It is contrary to nature, and attempting to seek such a shortcut only results in disappointment&lt;br /&gt;and frustration.&lt;br /&gt;On a 10-point scale, if I am at level two in any field, and desire to move to level five, I must first take&lt;br /&gt;the step toward level three. "A thousand-mile journey begins with the first step" and can only be taken&lt;br /&gt;one step at a time.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;If you don't let a teacher know what level you are -- by asking a question, or revealing your&lt;br /&gt;ignorance -- you will not learn or grow. You cannot pretend for long, for you will eventually be found&lt;br /&gt;out. Admission of ignorance is often the first step in our education. Thoreau taught, "How can we&lt;br /&gt;remember our ignorance, which our growth requires, when we are using our knowledge all of the&lt;br /&gt;time?"&lt;br /&gt;I recall one occasion when two young women, daughters of a friend of mine, came to me tearfully,&lt;br /&gt;complaining about their father's harshness and lack of understanding. They were afraid to open up&lt;br /&gt;with their parents for fear of the consequences. And yet they desperately needed their parents' love,&lt;br /&gt;understanding, and guidance.&lt;br /&gt;I talked with the father and found that he was intellectually aware of what was happening. But&lt;br /&gt;while he admitted he had a temper problem, he refused to take responsibility for it and to honestly&lt;br /&gt;accept the fact that his emotional development level was low. It was more than his pride could&lt;br /&gt;swallow to take the first step toward change.&lt;br /&gt;To relate effectively with a wife, a husband, children, friends, or working associates, we must learn&lt;br /&gt;to listen. And this requires emotional strength. Listening involves patience, openness, and the desire&lt;br /&gt;to understand -- highly developed qualities of character. It's so much easier to operate from a low&lt;br /&gt;emotional level and to give high-level advice.&lt;br /&gt;Our level of development is fairly obvious with tennis or piano playing, where it is impossible to&lt;br /&gt;pretend. But it is not so obvious in the areas of character and emotional development. We can "pose"&lt;br /&gt;and "put on" for a stranger or an associate. We can pretend. And for a while we can get by with it --&lt;br /&gt;at least in public. We might even deceive ourselves. Yet I believe that most of us know the truth of&lt;br /&gt;what we really are inside; and I think many of those we live with and work with do as well.&lt;br /&gt;I have seen the consequences of attempting to shortcut this natural process of growth often in the&lt;br /&gt;business world, where executives attempt to "buy" a new culture of improved productivity, quality,&lt;br /&gt;morale, and customer service with the strong speeches, smile training, and external interventions, or&lt;br /&gt;through mergers, acquisitions, and friendly or unfriendly takeovers. But they ignore the low-trust&lt;br /&gt;climate produced by such manipulations. When these methods don't work, they look for other&lt;br /&gt;personality ethic techniques that will -- all the time ignoring and violating the natural principles and&lt;br /&gt;processes on which high-trust culture is based.&lt;br /&gt;I remember violating this principle myself as a father many years ago. One day I returned home to&lt;br /&gt;my little girl's third-year birthday party to find her in the corner of the front room, defiantly clutching&lt;br /&gt;all of her presents, unwilling to let the other children play with them. The first thing I noticed was&lt;br /&gt;several parents in the room witnessing this selfish display. I was embarrassed, and doubly so because&lt;br /&gt;at the time I was teaching university classes in human relations. And I knew, or at least felt, the&lt;br /&gt;expectation of these parents.&lt;br /&gt;The atmosphere in the room was really charged -- the children were crowding around my little&lt;br /&gt;daughter with their hands out, asking to play with the presents they had just given, and my daughter&lt;br /&gt;was adamantly refusing. I said to myself, "Certainly I should teach my daughter to share. The value&lt;br /&gt;of sharing is one of the most basic things we believe in."&lt;br /&gt;So I first tried a simple request. "Honey, would you please share with your friends the toys they've&lt;br /&gt;given you?&lt;br /&gt;"No," she replied flatly.&lt;br /&gt;My second method was to use a little reasoning. "Honey, if you learn to share your toys with them&lt;br /&gt;when they are at your home, then when you go to their homes they will share their toys with you."&lt;br /&gt;Again, the immediate reply was "No!"&lt;br /&gt;I was becoming a little more embarrassed, for it was evident I was having no influence. The third&lt;br /&gt;method was bribery. Very softly I said, "Honey, if you share, I've got special surprise for you. I'll&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;give you a piece of gum."&lt;br /&gt;"I don't want gum!" she exploded.&lt;br /&gt;Now I was becoming exasperated. For my fourth attempt, I resorted to fear and threat. "Unless&lt;br /&gt;you share, you will be in real trouble!"&lt;br /&gt;"I don't care!" she cried. "These are my things. I don't have to share!"&lt;br /&gt;Finally, I resorted to force. I merely took some of the toys and gave them to the other kids. "Here,&lt;br /&gt;kids, play with these."&lt;br /&gt;But at that moment, I valued the opinion those parents had of me more than the growth and&lt;br /&gt;development of my child and our relationship together. I simply made an initial judgment that I was&lt;br /&gt;right; she should share, and she was wrong in not doing so.&lt;br /&gt;Perhaps I superimposed a higher-level expectation on her simply because on my own scale I was at&lt;br /&gt;a lower level. I was unable or unwilling to give patience or understanding, so I expected her to give&lt;br /&gt;things. In an attempt to compensate for my deficiency, I borrowed strength from my position and&lt;br /&gt;authority and forced her to do what I wanted her to do.&lt;br /&gt;But borrowing strength builds weakness. It builds weakness in the borrower because it reinforces&lt;br /&gt;dependence on external factors to get things done. It builds weakness in the person forced to&lt;br /&gt;acquiesce, stunting the development of independent reasoning, growth, and internal discipline. And&lt;br /&gt;finally, it builds weakness in the relationship. Fear replaces cooperation, and both people involved&lt;br /&gt;become more arbitrary and defensive.&lt;br /&gt;And what happens when the source of borrowed strength -- be it superior size or physical strength,&lt;br /&gt;position, authority, credentials, status symbols, appearance, or past achievements -- changes or is no&lt;br /&gt;longer there?&lt;br /&gt;Had I been more mature, I could have relied on my own intrinsic strength -- my understanding of&lt;br /&gt;sharing and of growth and my capacity to love and nurture -- and allowed my daughter to make a free&lt;br /&gt;choice as to whether she wanted to share or not to share. Perhaps after attempting to reason with her,&lt;br /&gt;I could have turned the attention of the children to an interesting game, taking all that emotional&lt;br /&gt;pressure off my child. I've learned that once children gain a sense of real possession, they share very&lt;br /&gt;naturally, freely, and spontaneously.&lt;br /&gt;My experience has been that there are times to teach and times not to teach. When relationships&lt;br /&gt;are strained and the air charged with emotion, an attempt to teach is often perceived as a form of&lt;br /&gt;judgment and rejection. But to take the child alone, quietly, when the relationship is good and to&lt;br /&gt;discuss the teaching or the value seems to have much greater impact. It may have been that the&lt;br /&gt;emotional maturity to do that was beyond my level of patience and internal control at the time.&lt;br /&gt;Perhaps a sense of possessing needs to come before a sense of genuine sharing. Many people who&lt;br /&gt;give mechanically or refuse to give and share in their marriages and families may never have&lt;br /&gt;experienced what it means to possess themselves, their own sense of identity and self-worth. Really&lt;br /&gt;helping our children grow may involve being patient enough to allow them the sense of possession as&lt;br /&gt;well as being wise enough to teach them the value of giving and providing the example ourselves.&lt;br /&gt;The Way We See the Problem is the Problem&lt;br /&gt;People are intrigued when they see good things happening in the lives of individuals, families, and&lt;br /&gt;organizations that are based on solid principles. They admire such personal strength and maturity,&lt;br /&gt;such family unity and teamwork, such adaptive synergistic organizational culture.&lt;br /&gt;And their immediate request is very revealing of their basic paradigm. "How do you do it? Teach&lt;br /&gt;me the techniques." What they're really saying is, "Give me some quick fix advice or solution that will&lt;br /&gt;relieve the pain in my own situation."&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;They will find people who will meet their wants and teach these things; and for a short time, skills&lt;br /&gt;and techniques may appear to work. They may eliminate some of the cosmetic or acute problems&lt;br /&gt;through social aspirin and band-aids.&lt;br /&gt;But the underlying chronic condition remains, and eventually new acute symptoms will appear.&lt;br /&gt;The more people are into quick fix and focus on the acute problems and pain, the more that very&lt;br /&gt;approach contributes to the underlying chronic condition.&lt;br /&gt;The way we see the problem is the problem.&lt;br /&gt;Look again at some of the concerns that introduced this chapter, and at the impact of personality&lt;br /&gt;ethic thinking.&lt;br /&gt;I've taken course after course on effective management training. I expect a lot out of my employees&lt;br /&gt;and I work hard to be friendly toward them and to treat them right. But I don't feel any loyalty from&lt;br /&gt;them. I think if I were home sick for a day, they'd spend most of their time gabbing at the water&lt;br /&gt;fountain. Why can't I train them to be independent and responsible -- or find employees who can be?&lt;br /&gt;The personality ethic tells me I could take some kind of dramatic action -- shake things up, make&lt;br /&gt;heads roll -- that would make my employees shape up and appreciate what they have. Or that I could&lt;br /&gt;find some motivational training program that would get them committed. Or even that I could hire&lt;br /&gt;new people that would do a better job.&lt;br /&gt;But is it possible that under that apparently disloyal behavior, these employees question whether I&lt;br /&gt;really act in their best interest? Do they feel like I'm treating them as mechanical objects? Is there some&lt;br /&gt;truth to that?&lt;br /&gt;Deep inside, is that really the way I see them? Is there a chance the way I look at the people who&lt;br /&gt;work for me is part of the problem?&lt;br /&gt;There's so much to do. And there's never enough time. I feel pressured and hassled all day, every&lt;br /&gt;day, seven days a week. I've attended time management seminars and I've tried half a dozen different&lt;br /&gt;planning systems. They've helped some, but I still don't feel I'm living the happy, productive, peaceful&lt;br /&gt;life I want to live.&lt;br /&gt;The personality ethic tells me there must be something out there -- some new planner or seminar&lt;br /&gt;that will help me handle all these pressures in a more efficient way.&lt;br /&gt;But is there a chance that efficiency is not the answer? Is getting more things done in less time going&lt;br /&gt;to make a difference -- or will it just increase the pace at which I react to the people and circumstances&lt;br /&gt;that seem to control my life?&lt;br /&gt;Could there be something I need to see in a deeper, more fundamental way -- some paradigm within&lt;br /&gt;myself that affects the way I see my time, my life, and my own nature?&lt;br /&gt;My marriage has gone flat. We don't fight or anything; we just don't love each other anymore.&lt;br /&gt;We've gone to counseling; we've tried a number of things, but we just can't seem to rekindle the feeling&lt;br /&gt;we used to have.&lt;br /&gt;The personality ethic tells me there must be some new book or some seminar where people get all&lt;br /&gt;their feelings out that would help my wife understand me better. Or maybe that it's useless, and only&lt;br /&gt;a new relationship will provide the love I need.&lt;br /&gt;But is it possible that my spouse isn't the real problem? Could I be empowering my spouse's&lt;br /&gt;weaknesses and making my life a function of the way I'm treated?&lt;br /&gt;Do I have some basic paradigm about my spouse, about marriage, about what love really is, that is&lt;br /&gt;feeding the problem?&lt;br /&gt;Can you see how fundamentally the paradigms of the personality ethic affect the very way we see&lt;br /&gt;our problems as well as the way we attempt to solve them?&lt;br /&gt;Whether people see it or not, many are becoming disillusioned with the empty promises of the&lt;br /&gt;personality ethic. As I travel around the country and work with organizations, I find that long-term&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;thinking executives are simply turned off by psyche up psychology and "motivational" speakers who&lt;br /&gt;have nothing more to share than entertaining stories mingled with platitudes.&lt;br /&gt;They want substance; they want process. They want more than aspirin and band-aids. They want&lt;br /&gt;to solve the chronic underlying problems and focus on the principles that bring long-term results.&lt;br /&gt;A New Level of Thinking&lt;br /&gt;Albert Einstein observed, "The significant problems we face cannot be solved at the same level of&lt;br /&gt;thinking we were at when we created them.&lt;br /&gt;As we look around us and within us and recognize the problems created as we live and interact&lt;br /&gt;within the personality ethic, we begin to realize that these are deep, fundamental problems that cannot&lt;br /&gt;be solved on the superficial level on which they were created.&lt;br /&gt;We need a new level, a deeper level of thinking -- a paradigm based on the principles that accurately&lt;br /&gt;describe the territory of effective human being and interacting -- to solve these deep concerns.&lt;br /&gt;This new level of thinking is what Seven Habits of Highly Effective People is about. It's a&lt;br /&gt;principle-centered, character-based, "Inside-Out" approach to personal and interpersonal effectiveness.&lt;br /&gt;"Inside-Out" means to start first with self; even more fundamentally, to start with the most inside&lt;br /&gt;part of self -- with your paradigms, your character, and your motives.&lt;br /&gt;It says if you want to have a happy marriage, be the kind of person who generates positive energy&lt;br /&gt;and sidesteps negative energy rather than empowering it. If you want to have a more pleasant,&lt;br /&gt;cooperative teenager, be a more understanding, empathic, consistent, loving parent. If you want to&lt;br /&gt;have more freedom, more latitude in your job, be a more responsible, a more helpful, a more&lt;br /&gt;contributing employee. If you want to be trusted, be trustworthy. If you want the secondary&lt;br /&gt;greatness of recognized talent, focus first on primary greatness of character.&lt;br /&gt;The Inside-Out approach says that Private Victories TM precede Public Victories TM, that making&lt;br /&gt;and keeping promises to ourselves precedes making and keeping promises to others. It says it is futile&lt;br /&gt;to put personality ahead of character, to try to improve relationships with others before improving&lt;br /&gt;ourselves.&lt;br /&gt;Inside-Out is a process -- a continuing process of renewal based on the natural laws that govern&lt;br /&gt;human growth and progress. It's an upward spiral of growth that leads to progressively higher forms&lt;br /&gt;of responsible independence and effective interdependence.&lt;br /&gt;I have had the opportunity to work with many people -- wonderful people, talented people, people&lt;br /&gt;who deeply want to achieve happiness and success, people who are searching, people who are hurting.&lt;br /&gt;I've worked with business executives, college students, church and civic groups, families and marriage&lt;br /&gt;partners. And in all of my experience, I have never seen lasting solutions to problems, lasting&lt;br /&gt;happiness and success, that came from the outside in.&lt;br /&gt;What I have seen result from the outside-in paradigm is unhappy people who feel victimized and&lt;br /&gt;immobilized, who focus on the weaknesses of other people and the circumstances they feel are&lt;br /&gt;responsible for their own stagnant situation. I've seen unhappy marriages where each spouse wants&lt;br /&gt;the other to change, where each is confessing the other's "sins," where each is trying to shape up the&lt;br /&gt;other. I've seen labor management disputes where people spend tremendous amounts of time and&lt;br /&gt;energy trying to create legislation that would force people to act as though the foundation of trust were&lt;br /&gt;really there.&lt;br /&gt;Members of our family have lived in three of the "hottest" spots on earth -- South Africa, Israel, and&lt;br /&gt;Ireland -- and I believe the source of the continuing problems in each of these places has been the&lt;br /&gt;dominant social paradigm of outside-in. Each involved group is convinced the problem is "out there"&lt;br /&gt;and if "they" (meaning others) would "shape up" or suddenly "ship out" of existence, the problem&lt;br /&gt;would be solved.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Inside-Out is a dramatic Paradigm Shift for most people, largely because of the powerful impact of&lt;br /&gt;conditioning and the current social paradigm of the personality ethic.&lt;br /&gt;But from my own experience -- both personal and in working with thousands of other people -- and&lt;br /&gt;from careful examination of successful individuals and societies throughout history, I am persuaded&lt;br /&gt;that many of the principles embodied in the Seven Habits are already deep within us, in our conscience&lt;br /&gt;and our common sense. To recognize and develop them and to use them in meeting our deepest&lt;br /&gt;concerns, we need to think differently, to shift our paradigms to a new, deeper, "Inside-Out" level.&lt;br /&gt;As we sincerely seek to understand and integrate these principles into our lives, I am convinced we&lt;br /&gt;will discover and rediscover the truth of T. S. Eliot's observation:&lt;br /&gt;We must not cease from exploration and the end of all our exploring will be to arrive where we&lt;br /&gt;began and to know the place for the first time.&lt;br /&gt;The Seven Habits -- An Overview&lt;br /&gt;We are what we repeatedly do. Excellence, then, is not an act, but a habit.&lt;br /&gt;-- Aristotl&lt;br /&gt;Our character, basically, is a composite of our habits. "Sow a thought, reap an action; sow an action,&lt;br /&gt;reap a habit; sow a habit, reap a character; sow a character, reap a destiny," the maxim goes.&lt;br /&gt;Habits are powerful factors in our lives. Because they are consistent, often unconscious patterns,&lt;br /&gt;they constantly, daily, express our character and produce our effectiveness or ineffectiveness.&lt;br /&gt;As Horace Mann, the great educator, once said, "Habits are like a cable. We weave a strand of it&lt;br /&gt;everyday and soon it cannot be broken." I personally do not agree with the last part of his expression.&lt;br /&gt;I know they can be broken. Habits can be learned and unlearned. But I also know it isn't a quick fix.&lt;br /&gt;It involves a process and a tremendous commitment.&lt;br /&gt;Those of us who watched the lunar voyage of Apollo 11 were transfixed as we saw the first men&lt;br /&gt;walk on the moon and return to earth. Superlatives such as "fantastic" and "incredible" were&lt;br /&gt;inadequate to describe those eventful days. But to get there, those astronauts literally had to break out&lt;br /&gt;of the tremendous gravity pull of the earth. More energy was spent in the first few minutes of lift-off,&lt;br /&gt;in the first few miles of travel, than was used over the next several days to travel half a million miles.&lt;br /&gt;Habits, too, have tremendous gravity pull -- more than most people realize or would admit.&lt;br /&gt;Breaking deeply imbedded habitual tendencies such as procrastination, impatience, criticalness, or&lt;br /&gt;selfishness that violate basic principles of human effectiveness involves more than a little willpower and&lt;br /&gt;a few minor changes in our lives. "Lift off" takes a tremendous effort, but once we break out of the&lt;br /&gt;gravity pull, our freedom takes on a whole new dimension.&lt;br /&gt;Like any natural force, gravity pull can work with us or against us. The gravity pull of some of our&lt;br /&gt;habits may currently be keeping us from going where we want to go. But it is also gravity pull that&lt;br /&gt;keeps our world together, that keeps the planets in their orbits and our universe in order. It is a&lt;br /&gt;powerful force, and if we use it effectively, we can use the gravity pull of habit to create the&lt;br /&gt;cohesiveness and order necessary to establish effectiveness in our lives.&lt;br /&gt;"Habits" Defined&lt;br /&gt;For our purposes, we will define a habit as the intersection of knowledge, skill, and desire.&lt;br /&gt;Knowledge is the theoretical paradigm, the what to do and the why. Skill is the how to do. And&lt;br /&gt;desire is the motivation, the want to do. In order to make something a habit in our lives, we have to&lt;br /&gt;have all three.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;I may be ineffective in my interactions with my work associates, my spouse, or my children because&lt;br /&gt;I constantly tell them what I think, but I never really listen to them. Unless I search out correct&lt;br /&gt;principles of human interaction, I may not even know I need to listen.&lt;br /&gt;Even if I do know that in order to interact effectively with others I really need to listen to them, I&lt;br /&gt;may not have the skill. I may not know how to really listen deeply to another human being.&lt;br /&gt;But knowing I need to listen and knowing how to listen is not enough. Unless I want to listen,&lt;br /&gt;unless I have the desire, it won't be a habit in my life. Creating a habit requires work in all three&lt;br /&gt;dimensions.&lt;br /&gt;The being/seeing change is an upward process -- being changing, seeing, which in turn changes&lt;br /&gt;being, and so forth, as we move in an upward spiral of growth. By working on knowledge, skill, and&lt;br /&gt;desire, we can break through to new levels of personal and interpersonal effectiveness as we break with&lt;br /&gt;old paradigms that may have been a source of pseudo-security for years.&lt;br /&gt;It's sometimes a painful process. It's a change that has to be motivated by a higher purpose, by the&lt;br /&gt;willingness to subordinate what you think you want now for what you want later. But this process&lt;br /&gt;produces happiness, "the object and design of our existence." Happiness can be defined, in part at least,&lt;br /&gt;as the fruit of the desire and ability to sacrifice what we want now for what we want eventually.&lt;br /&gt;The Maturity Continuum TM&lt;br /&gt;The Seven Habits are not a set of separate or piecemeal psyche-up formulas. In harmony with the&lt;br /&gt;natural laws of growth, they provide an incremental, sequential, highly integrated approach to the&lt;br /&gt;development of personal and interpersonal effectiveness. They move us progressively on a Maturity&lt;br /&gt;Continuum from dependence to interdependence.&lt;br /&gt;We each begin life as an infant, totally dependent on others. We are directed, nurtured, and&lt;br /&gt;sustained by others. Without this nurturing, we would only live for a few hours or a few days at the&lt;br /&gt;most.&lt;br /&gt;Then gradually, over the ensuing months and years, we become more and more independent --&lt;br /&gt;physically, mentally, emotionally, and financially -- until eventually we can essentially take care of&lt;br /&gt;ourselves, becoming inner-directed and self-reliant.&lt;br /&gt;As we continue to grow and mature, we become increasingly aware that all of nature is&lt;br /&gt;interdependent, that there is an ecological system that governs nature, including society. We further&lt;br /&gt;discover that the higher reaches of our nature have to do with our relationships with others -- that&lt;br /&gt;human life also is interdependent.&lt;br /&gt;Our growth from infancy to adulthood is in accordance with natural law. And there are many&lt;br /&gt;dimensions to growth. Reaching our full physical maturity, for example, does not necessarily assure&lt;br /&gt;us of simultaneous emotional or mental maturity. On the other hand, a person's physical dependence&lt;br /&gt;does not mean that he or she is mentally or emotionally immature.&lt;br /&gt;On the maturity continuum, dependence is the paradigm of you -- you take care of me; you come&lt;br /&gt;through for me; you didn't come through; I blame you for the results.&lt;br /&gt;Independence is the paradigm of I -- I can do it; I am responsible; I am self-reliant; I can choose.&lt;br /&gt;Interdependence is the paradigm of we -- we can do it: we can cooperate; we can combine our&lt;br /&gt;talents and abilities and create something greater together.&lt;br /&gt;Dependent people need others to get what they want. Independent people can get what they want&lt;br /&gt;through their own effort. Interdependent people combine their own efforts with the efforts of others to&lt;br /&gt;achieve their greatest success.&lt;br /&gt;If I were physically dependent -- paralyzed or disabled or limited in some physical way -- I would&lt;br /&gt;need you to help me. If I were emotionally dependent, my sense of worth and security would come&lt;br /&gt;from your opinion of me. If you didn't like me, it could be devastating. If I were intellectually&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;dependent, I would count on you to do my thinking for me, to think through the issues and problems of&lt;br /&gt;my life.&lt;br /&gt;If I were independent, physically, I could pretty well make it on my own. Mentally, I could think&lt;br /&gt;my own thoughts, I could move from one level of abstraction to another. I could think creatively and&lt;br /&gt;analytically and organize and express my thoughts in understandable ways. Emotionally, I would be&lt;br /&gt;validated from within. I would be inner directed. My sense of worth would not be a function of&lt;br /&gt;being liked or treated well.&lt;br /&gt;It's easy to see that independence is much more mature than dependence. Independence is a major&lt;br /&gt;achievement in and of itself. But independence is not supreme.&lt;br /&gt;Nevertheless, the current social paradigm enthrones independence. It is the avowed goal of many&lt;br /&gt;individuals and social movements. Most of the self-improvement material puts independence on a&lt;br /&gt;pedestal, as though communication, teamwork, and cooperation were lesser values.&lt;br /&gt;Nevertheless, the current social paradigm enthrones independence. It is the avowed goal of many&lt;br /&gt;individuals and social movements. Most of the self-improvement material puts independence on a&lt;br /&gt;pedestal, as though communication, teamwork, and cooperation were lesser values.&lt;br /&gt;But much of our current emphasis on independence is a reaction to dependence -- to having others&lt;br /&gt;control us, define us, use us, and manipulate us.&lt;br /&gt;The little understood concept of interdependence appears to many to smack of dependence, and&lt;br /&gt;therefore, we find people often for selfish reasons, leaving their marriages, abandoning their children,&lt;br /&gt;and forsaking all kinds of social responsibility -- all in the name of independence.&lt;br /&gt;The kind of reaction that results in people "throwing off their shackles," becoming "liberated,"&lt;br /&gt;"asserting themselves," and "doing their own thing" often reveals more fundamental dependencies that&lt;br /&gt;cannot be run away from because they are internal rather than external -- dependencies such as letting&lt;br /&gt;the weaknesses of other people ruin our emotional lives or feeling victimized by people and events out&lt;br /&gt;of our control.&lt;br /&gt;Of course, we may need to change our circumstances. But the dependence problem is a personal&lt;br /&gt;maturity issue that has little to do with circumstances. Even with better circumstances, immaturity&lt;br /&gt;and dependence often persist.&lt;br /&gt;True independence of character empowers us to act rather than be acted upon. It frees us from our&lt;br /&gt;dependence on circumstances and other people and is a worthy, liberating goal. But it is not the&lt;br /&gt;ultimate goal in effective living.&lt;br /&gt;Independent thinking alone is not suited to interdependent reality. Independent people who do&lt;br /&gt;not have the maturity to think and act interdependently may be good individual producers, but they&lt;br /&gt;won't be good leaders or team players. They're not coming from the paradigm of interdependence&lt;br /&gt;necessary to succeed in marriage, family, or organizational reality.&lt;br /&gt;Life is, by nature, highly interdependent. To try to achieve maximum effectiveness through&lt;br /&gt;independence is like trying to play tennis with a golf club -- the tool is not suited to the reality.&lt;br /&gt;Interdependence is a far more mature, more advanced concept. If I am physically interdependent, I&lt;br /&gt;am self-reliant and capable, but I also realize that you and I working together can accomplish far more&lt;br /&gt;than, even at my best, I could accomplish alone. If I am emotionally interdependent, I derive a great&lt;br /&gt;sense of worth within myself, but I also recognize the need for love, for giving, and for receiving love&lt;br /&gt;from others. If I am intellectually interdependent, I realize that I need the best thinking of other people&lt;br /&gt;to join with my own.&lt;br /&gt;As an interdependent person, I have the opportunity to share myself deeply, meaningfully, with&lt;br /&gt;others, and I have access to the vast resources and potential of other human beings.&lt;br /&gt;Interdependence is a choice only independent people can make. Dependent people cannot choose&lt;br /&gt;to become interdependent. They don't have the character to do it; they don't own enough of&lt;br /&gt;themselves.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;That's why Habits 1, 2, and 3 in the following chapters deal with self-mastery. They move a person&lt;br /&gt;from dependence to independence. They are the "Private Victories," the essence of character growth.&lt;br /&gt;Private Victories precede Public Victories. You can't invert that process anymore than you can harvest&lt;br /&gt;a crop before you plant it. It's Inside-Out.&lt;br /&gt;As you become truly independent, you have the foundation for effective interdependence. You&lt;br /&gt;have the character base from which you can effectively work on the more personality-oriented "Public&lt;br /&gt;Victories" of teamwork, cooperation, and communication in Habits 4, 5, and 6.&lt;br /&gt;That does not mean you have to be perfect in Habits 1, 2, and 3 before working on Habits 4, 5, and 6.&lt;br /&gt;Understanding the sequence will help you manage your growth more effectively, but I'm not&lt;br /&gt;suggesting that you put yourself in isolation for several years until you fully develop Habits 1, 2, and 3.&lt;br /&gt;As part of an interdependent world, you have to relate to that world every day. But the acute&lt;br /&gt;problems of that world can easily obscure the chronic character causes. Understanding how what you&lt;br /&gt;are impacts every interdependent interaction will help you to focus your efforts sequentially, in&lt;br /&gt;harmony with the natural laws of growth.&lt;br /&gt;Habit 7 is the habit of renewal -- a regular, balanced renewal of the four basic dimensions of life. It&lt;br /&gt;circles and embodies all the other habits. It is the habit of continuous improvement that creates the&lt;br /&gt;upward spiral of growth that lifts you to new levels of understanding and living each of the habits as&lt;br /&gt;you come around to them on a progressively higher plane.&lt;br /&gt;The diagram on the next page is a visual representation of the sequence and the interdependence of&lt;br /&gt;the Seven Habits, and will be used throughout this book as we explore both the sequential relationship&lt;br /&gt;between the habits and also their synergy -- how, in relating to each other, they create bold new forms&lt;br /&gt;of each other that add even more to their value. Each concept or habit will be highlighted as it is&lt;br /&gt;introduced.&lt;br /&gt;Effectiveness Defined&lt;br /&gt;The Seven Habits are habits of effectiveness. Because they are based on principles, they bring the&lt;br /&gt;maximum long-term beneficial results possible. They become the basis of a person's character,&lt;br /&gt;creating an empowering center of correct maps from which an individual can effectively solve problems,&lt;br /&gt;maximize opportunities, and continually learn and integrate other principles in an upward spiral of&lt;br /&gt;growth.&lt;br /&gt;They are also habits of effectiveness because they are based on a paradigm of effectiveness that is in&lt;br /&gt;harmony with a natural law, a principle I call the "P/PC Balance," which many people break themselves&lt;br /&gt;against. This principle can be easily understood by remembering Aesop's fable of the Goose and the&lt;br /&gt;Golden Egg TM.&lt;br /&gt;This fable is the story of a poor farmer who one day discovers in the nest of his pet goose a glittering&lt;br /&gt;golden egg. At first, he thinks it must be some kind of trick. But as he starts to throw the egg aside,&lt;br /&gt;he has second thoughts and takes it in to be appraised instead.&lt;br /&gt;The egg is pure gold! The farmer can't believe his good fortune. He becomes even more&lt;br /&gt;incredulous the following day when the experience is repeated. Day after day, he awakens to rush to&lt;br /&gt;the nest and find another golden egg. He becomes fabulously wealthy; it all seems too good to be true.&lt;br /&gt;But with his increasing wealth comes greed and impatience. Unable to wait day after day for the&lt;br /&gt;golden eggs, the farmer decides he will kill the goose and get them all at once. But when he opens the&lt;br /&gt;goose, he finds it empty. There are no golden eggs -- and now there is no way to get any more. The&lt;br /&gt;farmer has destroyed the goose that produced them.&lt;br /&gt;But as the story shows, true effectiveness is a function of two things: what is produced (the golden&lt;br /&gt;eggs) and the producing asset or capacity to produce (the goose).&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;If you adopt a pattern of life that focuses on golden eggs and neglects the goose, you will soon be&lt;br /&gt;without the asset that produces golden eggs. On the other hand, if you only take care of the goose&lt;br /&gt;with no aim toward the golden eggs, you soon won't have the wherewithal to feed yourself or the&lt;br /&gt;goose.&lt;br /&gt;Effectiveness lies in the balance -- what I call the P/PC Balance TM. P stands for production of&lt;br /&gt;desired results, the golden eggs. PC stands for production capability, the ability or asset that produces&lt;br /&gt;the golden eggs.&lt;br /&gt;Three Kinds of Assets&lt;br /&gt;Basically, there are three kinds of assets: physical, financial, and human. Let's look at each one in&lt;br /&gt;turn.&lt;br /&gt;A few years ago, I purchased a physical asset -- a power lawn mower. I used it over and over again&lt;br /&gt;without doing anything to maintain it. The mower worked well for two seasons, but then it began to&lt;br /&gt;break down. When I tried to revive it with service and sharpening, I discovered the engine had lost&lt;br /&gt;over half its original power capacity. It was essentially worthless.&lt;br /&gt;Had I invested in PC -- in preserving and maintaining the asset -- I would still be enjoying its P -- the&lt;br /&gt;mowed lawn. As it was, I had to spend far more time and money replacing the mower than I ever&lt;br /&gt;would have spent, had I maintained it. It simply wasn't effective.&lt;br /&gt;In our quest for short-term returns, or results, we often ruin a prized physical asset -- a car, a&lt;br /&gt;computer, a washer or dryer, even our body or our environment. Keeping P and PC in balance makes&lt;br /&gt;a tremendous difference in the effective use of physical assets.&lt;br /&gt;It also powerfully impacts the effective use of financial assets. How often do people confuse&lt;br /&gt;principal with interest? Have you ever invaded principal to increase your standard of living, to get&lt;br /&gt;more golden eggs? The decreasing principal has decreasing power to produce interest or income. And&lt;br /&gt;the dwindling capital becomes smaller and smaller until it no longer supplies even our basic needs.&lt;br /&gt;Our most important financial asset is our own capacity to earn. If we don't continually invest in&lt;br /&gt;improving our own PC, we severely limit our options. We're locked into our present situation,&lt;br /&gt;running scared of our corporation or our boss's opinion of us, economically dependent and defensive.&lt;br /&gt;Again, it simply isn't effective.&lt;br /&gt;In the human area, the P/PC Balance is equally fundamental, but even more important, because&lt;br /&gt;people control physical and financial assets.&lt;br /&gt;When two people in a marriage are more concerned about getting the golden eggs, the benefits, than&lt;br /&gt;they are in preserving the relationship that makes them possible, they often become insensitive and&lt;br /&gt;inconsiderate, neglecting the little kindnesses and courtesies so important to a deep relationship. They&lt;br /&gt;begin to use control levers to manipulate each other, to focus on their own needs, to justify their own&lt;br /&gt;position and look for evidence to show the wrongness of the other person. The love, the richness, the&lt;br /&gt;softness, and spontaneity begin to deteriorate. The goose gets sicker day by day.&lt;br /&gt;And what about a parent's relationship with a child? When children are little, they are very&lt;br /&gt;dependent, very vulnerable. It becomes so easy to neglect the PC work -- the training, the&lt;br /&gt;communicating, the relating, the listening. It's easy to take advantage, to manipulate, to get what you&lt;br /&gt;want the way you want it -- right now! You're bigger, you're smarter, and you're right! So why not just&lt;br /&gt;tell them what to do? If necessary, yell at them, intimidate them, insist on your way.&lt;br /&gt;Or you can indulge them. You can go for the golden egg of popularity, of pleasing them, giving&lt;br /&gt;them their way all the time. Then they grow up without a personal commitment to being disciplined&lt;br /&gt;or responsible.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Either way -- authoritarian or permissive -- you have the golden egg mentality. You want to have&lt;br /&gt;your way or you want to be liked. But what happens, meantime, to the goose? What sense of&lt;br /&gt;responsibility, of self-discipline, of confidence in the ability to make good choices or achieve important&lt;br /&gt;goals is a child going to have a few years down the road? And what about your relationship? When he&lt;br /&gt;reaches those critical teenage years, the identity crises, will he know from his experience with you that&lt;br /&gt;you will listen without judging, that you really, deeply care about him as a person, that you can be&lt;br /&gt;trusted, no matter what? Will the relationship be strong enough for you to reach him, to communicate&lt;br /&gt;with him, to influence him?&lt;br /&gt;Suppose you want your daughter to have a clean room -- that's P, production, the golden egg. And&lt;br /&gt;suppose you want her to clean it -- that's PC, Production Capability. Your daughter is the goose, the&lt;br /&gt;asset, that produces the golden egg.&lt;br /&gt;If you have P and PC in balance, she cleans the room cheerfully, without being reminded, because&lt;br /&gt;she is committed and has the discipline to stay with the commitment. She is a valuable asset, a goose&lt;br /&gt;that can produce golden eggs.&lt;br /&gt;But if your paradigm is focused on Production, on getting the room clean, you might find yourself&lt;br /&gt;nagging her to do it. You might even escalate your efforts to threatening or yelling, and in your desire&lt;br /&gt;to get the golden egg, you undermine the health and welfare of the goose.&lt;br /&gt;Let me share with you an interesting PC experience I had with one of my daughters. We were&lt;br /&gt;planning a private date, which is something I enjoy regularly with each of my children. We find that&lt;br /&gt;the anticipation of the date is as satisfying as the realization.&lt;br /&gt;So I approached my daughter and said, "Honey, tonight's your night. What do you want to do?"&lt;br /&gt;"Oh, Dad, that's okay," she replied&lt;br /&gt;"No, really," I said, "What would you like to do?"&lt;br /&gt;"Well," she finally said, "what I want to do, you don't really want to do."&lt;br /&gt;"Really, honey," I said earnestly, "I want to do it. No matter what, it's your choice."&lt;br /&gt;"I want to go see Star Wars," she replied. "But I know you don't like Star Wars. You slept through&lt;br /&gt;it before. You don't like these fantasy movies. That's okay, Dad."&lt;br /&gt;"No, honey, if that's what you'd like to do, I'd like to do it."&lt;br /&gt;"Dad, don't worry about it. We don't always have to have this date." She paused and then added,&lt;br /&gt;"But you know why you don't like Star Wars? It's because you don't understand the philosophy and&lt;br /&gt;training of a Jedi Knight."&lt;br /&gt;"What?"&lt;br /&gt;"You know the things you teach, Dad? Those are the same things that go into the training of a Jedi&lt;br /&gt;Knight."&lt;br /&gt;"Really? Let's go to Star Wars!"&lt;br /&gt;And we did. She sat next me and gave me the paradigm. I became her student, her learner. It&lt;br /&gt;was totally fascinating. I could begin to see out of a new paradigm the whole way a Jedi Knight's basic&lt;br /&gt;philosophy in training is manifested in different circumstances.&lt;br /&gt;That experience was not a planned P experience; it was the serendipitous fruit of a PC investment.&lt;br /&gt;It was bonding and very satisfying. But we enjoyed golden eggs, too, as the goose -- the quality of the&lt;br /&gt;relationship -- was significantly fed.&lt;br /&gt;Organizational PC&lt;br /&gt;One of the immensely valuable aspects of any correct principle is that it is valid and applicable in a&lt;br /&gt;wide variety of circumstances. Throughout this book, I would like to share with you some of the ways&lt;br /&gt;in which these principles apply to organizations, including families, as well as to individuals.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;When people fail to respect the P/PC Balance in their use of physical assets in organizations, they&lt;br /&gt;decrease organizational effectiveness and often leave others with dying geese.&lt;br /&gt;For example, a person in charge of a physical asset, such as a machine, may be eager to make a good&lt;br /&gt;impression on his superiors. Perhaps the company is in a rapid growth stage and promotions are&lt;br /&gt;coming fast. So he produces at optimum levels -- no downtime, no maintenance. He runs the&lt;br /&gt;machine day and night. The production is phenomenal, costs are down, and profits skyrocket.&lt;br /&gt;Within a short time, he's promoted. Golden eggs.&lt;br /&gt;But suppose you are his successor on the job. You inherit a very sick goose, a machine that, by this&lt;br /&gt;time, is rusted and starts to break down. You have to invest heavily in downtime and maintenance.&lt;br /&gt;Costs skyrocket; profits nose-dive. And who gets blamed for the loss of golden eggs? You do. Your&lt;br /&gt;predecessor liquidated the asset, but the accounting system only reported unit production, costs, and&lt;br /&gt;profit.&lt;br /&gt;The P/PC Balance is particularly important as it applies to the human assets of an organization -- the&lt;br /&gt;customers and the employees.&lt;br /&gt;I know of a restaurant that served a fantastic clam chowder and was packed with customers every&lt;br /&gt;day at lunchtime. Then the business was sold, and the new owner focused on golden eggs -- he&lt;br /&gt;decided to water down the chowder. For about a month, with costs down and revenues constant,&lt;br /&gt;profits zoomed. But little by little, the customers began to disappear. Trust was gone, and business&lt;br /&gt;dwindled to almost nothing. The new owner tried desperately to reclaim it, but he had neglected the&lt;br /&gt;customers, violated their trust, and lost the asset of customer loyalty. There was no more goose to&lt;br /&gt;produce the golden egg.&lt;br /&gt;There are organizations that talk a lot about the customer and then completely neglect the people&lt;br /&gt;that deal with the customer -- the employees. The PC principle is to always treat your employees&lt;br /&gt;exactly as you want them to treat your best customers.&lt;br /&gt;You can buy a person's hand, but you can't buy his heart. His heart is where his enthusiasm, his&lt;br /&gt;loyalty is. You can buy his back, but you can't buy his brain. That's where his creativity is, his&lt;br /&gt;ingenuity, his resourcefulness.&lt;br /&gt;PC work is treating employees as volunteers just as you treat customers as volunteers, because that's&lt;br /&gt;what they are. They volunteer the best part -- their hearts and minds.&lt;br /&gt;I was in a group once where someone asked, "How do you shape up lazy and incompetent&lt;br /&gt;employees?" One man responded, "Drop hand grenades!" Several others cheered that kind of macho&lt;br /&gt;management talk, that "shape up or ship out" supervision approach.&lt;br /&gt;But another person in the group asked, "Who picks up the pieces?"&lt;br /&gt;"No pieces."&lt;br /&gt;"Well, why don't you do that to your customers?" the other man replied. "Just say, 'Listen, if you're&lt;br /&gt;not interested in buying, you can just ship out of this place.'"&lt;br /&gt;He said, "You can't do that to customers."&lt;br /&gt;"Well, how come you can do it to employees?"&lt;br /&gt;"Because they're in your employ."&lt;br /&gt;"I see. Are your employees devoted to you? Do they work hard? How's the turnover?"&lt;br /&gt;"Are you kidding? You can't find good people these days. There's too much turnover, absenteeism,&lt;br /&gt;moonlighting. People just don't care anymore."&lt;br /&gt;That focus on golden eggs -- that attitude, that paradigm -- is totally inadequate to tap into the&lt;br /&gt;powerful energies of the mind and heart of another person. A short-term bottom line is important, but&lt;br /&gt;it isn't all-important.&lt;br /&gt;Effectiveness lies in the balance. Excessive focus on P results in ruined health, worn-out machines,&lt;br /&gt;depleted bank accounts, and broken relationships. Too much focus on PC is like a person who runs&lt;br /&gt;for three or four hours a day, bragging about the extra 10 years of life it creates, unaware he's spending&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;them running. Or a person endlessly going to school, never producing, living on other people's golden&lt;br /&gt;eggs -- the eternal student syndrome.&lt;br /&gt;To maintain the P/PC Balance, the balance between the golden egg (Production) and the health and&lt;br /&gt;welfare of the goose (Production Capability) is often a difficult judgment call. But I suggest it is the&lt;br /&gt;very essence of effectiveness. It balances short term with long term. It balances going for the grade&lt;br /&gt;and paying the price to get an education. It balances the desire to have a room clean and the building&lt;br /&gt;of a relationship in which the child is internally committed to do it -- cheerfully, willingly, without&lt;br /&gt;external supervision.&lt;br /&gt;It's a principle you can see validated in your own life when you burn the candle at both ends to get&lt;br /&gt;more golden eggs and wind up sick or exhausted, unable to produce any at all; or when you get a good&lt;br /&gt;night's sleep and wake up ready to produce throughout the day.&lt;br /&gt;You can see it when you press to get your own way with someone and somehow feel an emptiness&lt;br /&gt;in the relationship; or when you really take time to invest in a relationship and you find the desire and&lt;br /&gt;ability to work together, to communicate, takes a quantum leap.&lt;br /&gt;The P/PC Balance is the very essence of effectiveness. It's validated in every arena of life. We can&lt;br /&gt;work with it or against it, but it's there. It's a lighthouse. It's the definition and paradigm of&lt;br /&gt;effectiveness upon which the Seven Habits in this book are based.&lt;br /&gt;How to Use This Book&lt;br /&gt;Before we begin work on the Seven Habits of Highly Effective People, I would like to suggest two&lt;br /&gt;Paradigm Shifts that will greatly increase the value you will receive from this material.&lt;br /&gt;First, I would recommend that you not "see" this material as a book, in the sense that it is something&lt;br /&gt;to read once and put on a shelf.&lt;br /&gt;You may choose to read it completely through once for a sense of the whole. But the material is&lt;br /&gt;designed to be a companion in the continual process of change and growth. It is organized&lt;br /&gt;incrementally and with suggestions for application at the end of each habit so that you can study and&lt;br /&gt;focus on any particular habit as you are ready.&lt;br /&gt;As you progress to deeper levels of understanding and implementation, you can go back time and&lt;br /&gt;again to the principles contained in each habit and work to expand your knowledge, skill, and desire.&lt;br /&gt;Second, I would suggest that you shift your paradigm of your own involvement in this material&lt;br /&gt;from the role of learner to that of teacher. Take an Inside-Out approach, and read with the purpose in&lt;br /&gt;mind of sharing or discussing what you learn with someone else within 48 hours after you learn it.&lt;br /&gt;If you had known, for example, that you would be teaching the material on the P/PC Balance&lt;br /&gt;principle to someone else within 48 hours, would it have made a difference in your reading experience?&lt;br /&gt;Try it now as you read the final section in this chapter. Read as though you are going to teach it to&lt;br /&gt;your spouse, your child, a business associate, or a friend today or tomorrow, while it is still fresh, and&lt;br /&gt;notice the difference in your mental and emotional process.&lt;br /&gt;I guarantee that if you approach the material in each of the following chapters in this way, you will&lt;br /&gt;not only better remember what you read, but your perspective will be expanded, your understanding&lt;br /&gt;deepened, and your motivation to apply the material increased.&lt;br /&gt;In addition, as you openly, honestly share what you're learning with others, you may be surprised to&lt;br /&gt;find that negative labels or perceptions others may have of you tend to disappear. Those you teach&lt;br /&gt;will see you as a changing, growing person, and will be more inclined to be helpful and supportive as&lt;br /&gt;you work, perhaps together, to integrate the Seven Habits into your lives.&lt;br /&gt;What You Can Expect&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;In the last analysis, as Marilyn Ferguson observed, "No one can persuade another to change. Each&lt;br /&gt;of us guards a gate of change that can only be opened from the inside. We cannot open the gate of&lt;br /&gt;another, either by argument or by emotional appeal.&lt;br /&gt;If you decide to open your "gate of change" to really understand and live the principles embodied in&lt;br /&gt;the Seven Habits, I feel comfortable in assuring you several positive things will happen.&lt;br /&gt;First, your growth with be evolutionary, but the net effect will be revolutionary. Would you not&lt;br /&gt;agree that the P/PC Balance principle alone, if fully lived, would transform most individuals and&lt;br /&gt;organizations?&lt;br /&gt;The net effect of opening the "gate of change" to the first three habits -- the habits of Private Victory&lt;br /&gt;-- will be significantly increased self-confidence. You will come to know yourself in a deeper, more&lt;br /&gt;meaningful way -- your nature, your deepest values and your unique contribution capacity. As you&lt;br /&gt;live your values, your sense of identity, integrity, control, and inner-directedness will infuse you with&lt;br /&gt;both exhilaration and peace. You will define yourself from within, rather than by people's opinions or&lt;br /&gt;by comparisons to others. "Wrong" and "right" will have little to do with being found out.&lt;br /&gt;Ironically, you'll find that as you care less about what others think of you; you will care more about&lt;br /&gt;what others think of themselves and their worlds, including their relationship with you. You'll no&lt;br /&gt;longer build your emotional life on other people's weaknesses. In addition, you'll find it easier and&lt;br /&gt;more desirable to change because there is something -- some core deep within -- that is essentially&lt;br /&gt;changeless.&lt;br /&gt;As you open yourself to the next three habits -- the habits of Public Victory -- you will discover and&lt;br /&gt;unleash both the desire and the resources to heal and rebuild important relationships that have&lt;br /&gt;deteriorated, or even broken. Good relationships will improve -- become deeper, more solid, more&lt;br /&gt;creative, and more adventuresome.&lt;br /&gt;The seventh habit, if deeply internalized, will renew the first six and will make you truly&lt;br /&gt;independent and capable of effective interdependence. Through it, you can charge your own batteries.&lt;br /&gt;Whatever your present situation, I assure you that you are not your habits. You can replace old&lt;br /&gt;patterns of self-defeating behavior with new patterns, new habits of effectiveness, happiness, and&lt;br /&gt;trust-based relationships.&lt;br /&gt;With genuine caring, I encourage you to open the gate of change and growth as you study these&lt;br /&gt;habits. Be patient with yourself. Self-growth is tender; it's holy ground. There's no greater&lt;br /&gt;investment.&lt;br /&gt;It's obviously not a quick fix. But I assure you, you will feel benefits and see immediate payoffs&lt;br /&gt;that will be encouraging. In the words of Thomas Paine, "That which we obtain too easily, we esteem&lt;br /&gt;too lightly. It is dearness only which gives everything its value. Heaven knows how to put a proper&lt;br /&gt;price on its goods."&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Part Two&lt;br /&gt;Private Victory&lt;br /&gt;Habit 1: Be Proactive -- Principles of Personal Visio&lt;br /&gt;I know of no more encouraging fact than the unquestionable ability of man to elevate his life by&lt;br /&gt;conscious endeavor.&lt;br /&gt;-- Henry David Thorea&lt;br /&gt;As you read this book, try to stand apart from yourself. Try to project your consciousness upward&lt;br /&gt;into a corner of the room and see yourself, in your mind's eye, reading. Can you look at yourself&lt;br /&gt;almost as though you were someone else?&lt;br /&gt;Now try something else. Think about the mood you are now in. Can you identify it? What are&lt;br /&gt;you feeling? How would you describe your present mental state&lt;br /&gt;Now think for a minute about how your mind is working. Is it quick and alert? Do you sense that&lt;br /&gt;you are torn between doing this mental exercise and evaluating the point to be made out of it?&lt;br /&gt;Your ability to do what you just did is uniquely human. Animals do not possess this ability. We&lt;br /&gt;call it "self-awareness" or the ability to think about your very thought process. This is the reason why&lt;br /&gt;man has dominion over all things in the world and why he can make significant advances from&lt;br /&gt;generation to generation.&lt;br /&gt;This is why we can evaluate and learn from others' experiences as well as our own. This is also&lt;br /&gt;why we can make and break our habits.&lt;br /&gt;We are not our feelings. We are not our moods. We are not even our thoughts. The very fact&lt;br /&gt;that we can think about these things separates us from them and from the animal world.&lt;br /&gt;Self-awareness enables us to stand apart and examine even the way we "see" ourselves -- our paradigm,&lt;br /&gt;the most fundamental paradigm of effectiveness. It affects not only our attitudes and behaviors, but&lt;br /&gt;also how we see other people. It becomes our map of the basic nature of mankind.&lt;br /&gt;In fact, until we take how we see ourselves (and how we see others) into account, we will be unable&lt;br /&gt;to understand how others see and feel about themselves and their world. Unaware, we will be unable&lt;br /&gt;to understand how others see and feel about themselves and their world. Unaware, we will project&lt;br /&gt;our intentions on their behavior and call ourselves objective.&lt;br /&gt;This significantly limits our personal potential and our ability to relate to others as well. But&lt;br /&gt;because of the unique human capacity of self-awareness, we can examine our paradigms to determine&lt;br /&gt;whether they are reality- or principle-based or if they are a function of conditioning and conditions.&lt;br /&gt;The Social Mirror&lt;br /&gt;If the only vision we have of ourselves comes from the social mirror -- from the current social&lt;br /&gt;paradigm and from the opinions, perceptions, and paradigms of the people around us -- our view of&lt;br /&gt;ourselves is like the reflection in the crazy mirror room at the carnival.&lt;br /&gt;"You're never on time."&lt;br /&gt;"Why can't you ever keep things in order?"&lt;br /&gt;"You must be an artist!"&lt;br /&gt;"You eat like a horse!"&lt;br /&gt;"I can't believe you won!"&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;"This is so simple. Why can't you understand?"&lt;br /&gt;These visions are disjointed and out of proportion. They are often more projections than reflections,&lt;br /&gt;projecting the concerns and character weaknesses of people giving the input rather than accurately&lt;br /&gt;reflecting what we are.&lt;br /&gt;The reflection of the current social paradigm tells us we are largely determined by conditioning and&lt;br /&gt;conditions. While we have acknowledged the tremendous power of conditioning in our lives, to say&lt;br /&gt;that we are determined by it, that we have no control over that influence, creates quite a different map.&lt;br /&gt;There are actually three social maps -- three theories of determinism widely accepted, independently&lt;br /&gt;or in combination, to explain the nature of man. Genetic determinism basically says your&lt;br /&gt;grandparents did it to you. That's why you have such a temper. Your grandparents had short&lt;br /&gt;tempers and it's in your DNA. It just goes through the generations and you inherited it. In addition,&lt;br /&gt;you're Irish, and that's the nature of Irish people.&lt;br /&gt;Psychic determinism basically says your parents did it to you. Your upbringing, your childhood&lt;br /&gt;experience essentially laid out your personal tendencies and your character structure. That's why&lt;br /&gt;you're afraid to be in front of a group. It's the way your parents brought you up. You feel terribly&lt;br /&gt;guilty if you make a mistake because you "remember" deep inside the emotional scripting when you&lt;br /&gt;were very vulnerable and tender and dependent. You "remember" the emotional punishment, the&lt;br /&gt;rejection, the comparison with somebody else when you didn't perform as well as expected.&lt;br /&gt;Environmental determinism basically says your boss is doing to you -- or your spouse, or that bratty&lt;br /&gt;teenager, or your economic situation, or national policies. Someone or something in your environment&lt;br /&gt;is responsible for your situation.&lt;br /&gt;Each of these maps is based on the stimulus/response theory we most often think of in connection&lt;br /&gt;with Pavlov's experiments with dogs. The basic idea is that we are conditioned to respond in a&lt;br /&gt;particular way to a particular stimulus.&lt;br /&gt;How accurately and functionally do these deterministic maps describe the territory? How clearly do&lt;br /&gt;these mirrors reflect the true nature of man? Do they become self-fulfilling prophecies? Are they based&lt;br /&gt;on principles we can validate within ourselves?&lt;br /&gt;Between Stimulus and Response&lt;br /&gt;In answer to those questions, let me share with you the catalytic story of Viktor Frankl.&lt;br /&gt;Frankl was a determinist raised in the tradition of Freudian psychology, which postulates that&lt;br /&gt;whatever happens to you as a child shapes your character and personality and basically governs your&lt;br /&gt;whole life. The limits and parameters of your life are set, and, basically, you can't do much about it.&lt;br /&gt;Frankl was also a psychiatrist and a Jew. He was imprisoned in the death camps of Nazi Germany,&lt;br /&gt;where he experienced things that were so repugnant to our sense of decency that we shudder to even&lt;br /&gt;repeat them.&lt;br /&gt;His parents, his brother, and his wife died in the camps or were sent to the gas ovens. Except for&lt;br /&gt;his sister, his entire family perished. Frankl himself suffered torture and innumerable indignities,&lt;br /&gt;never knowing from one moment to the next if his path would lead to the ovens or if he would be&lt;br /&gt;among the "saved" who would remove the bodies or shovel out the ashes of those so fated.&lt;br /&gt;One day, naked and alone in a small room, he began to become aware of what he later called "the&lt;br /&gt;last of the human freedoms" -- the freedom his Nazi captors could not take away. They could control&lt;br /&gt;his entire environment, they could do what they wanted to his body, but Viktor Frankl himself was a&lt;br /&gt;self-aware being who could look as an observer at his very involvement. His basic identity was intact.&lt;br /&gt;He could decide within himself how all of this was going to affect him. Between what happened to&lt;br /&gt;him, or the stimulus, and his response to it, was his freedom or power to choose that response.&lt;br /&gt;In the midst of his experiences, Frankl would project himself into different circumstances, such as&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;lecturing to his students after his release from the death camps. He would describe himself in the&lt;br /&gt;classroom, in his mind's eye, and give his students the lessons he was learning during his very torture.&lt;br /&gt;Through a series of such disciplines -- mental, emotional, and moral, principally using memory and&lt;br /&gt;imagination -- he exercised his small, embryonic freedom until it grew larger and larger, until he had&lt;br /&gt;more freedom than his Nazi captors. They had more liberty, more options to choose from in their&lt;br /&gt;environment; but he had more freedom, more internal power to exercise his options. He became an&lt;br /&gt;inspiration to those around him, even to some of the guards. He helped others find meaning in their&lt;br /&gt;suffering and dignity in their prison existence.&lt;br /&gt;In the midst of the most degrading circumstances imaginable, Frankl used the human endowment of&lt;br /&gt;self-awareness to discover a fundamental principle about the nature of man: Between stimulus and&lt;br /&gt;response, man has the freedom to choose.&lt;br /&gt;Within the freedom to choose are those endowments that make us uniquely human. In addition to&lt;br /&gt;self-awareness, we have imagination -- the ability to create in our minds beyond our present reality.&lt;br /&gt;We have conscience -- a deep inner awareness of right and wrong, of the principles that govern our&lt;br /&gt;behavior, and a sense of the degree to which our thoughts and actions are in harmony with them. And&lt;br /&gt;we have independent will -- the ability to act based on our self-awareness, free of all other influences.&lt;br /&gt;Even the most intelligent animals have none of these endowments. To use a computer metaphor,&lt;br /&gt;they are programmed by instinct and/or training. They can be trained to be responsible, but they can't&lt;br /&gt;take responsibility for that training; in other words, they can't direct it. They can't change the&lt;br /&gt;programming. They're not even aware of it.&lt;br /&gt;But because of our unique human endowments, we can write new programs for ourselves totally&lt;br /&gt;apart from our instincts and training. This is why an animal's capacity is relatively limited and man's&lt;br /&gt;is unlimited. But if we live like animals, out of our own instincts and conditioning and conditions, out&lt;br /&gt;of our collective memory, we too will be limited.&lt;br /&gt;The deterministic paradigm comes primarily from the study of animals -- rats, monkeys, pigeons,&lt;br /&gt;dogs -- and neurotic and psychotic people. While this may meet certain criteria of some researchers&lt;br /&gt;because it seems measurable and predictable, the history of mankind and our own self-awareness tell us&lt;br /&gt;that this map doesn't describe the territory at all!&lt;br /&gt;Our unique human endowments lift us above the animal world. The extent to which we exercise&lt;br /&gt;and develop these endowments empowers us to fulfill our uniquely human potential. Between&lt;br /&gt;stimulus and response is our greatest power -- the freedom to choose.&lt;br /&gt;"Proactivity" Defined&lt;br /&gt;In discovering the basic principle of the nature of man, Frankl described an accurate self-map from&lt;br /&gt;which he began to develop the first and most basic habit of a highly effective person in any&lt;br /&gt;environment, the habit of Proactivity.&lt;br /&gt;While the word proactivity is now fairly common in management literature, it is a word you won't&lt;br /&gt;find in most dictionaries. It means more than merely taking initiative. It means that as human beings,&lt;br /&gt;we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions.&lt;br /&gt;We can subordinate feelings to values. We have the initiative and the responsibility to make things&lt;br /&gt;happen.&lt;br /&gt;Look at the word responsibility -- "response-ability" -- the ability to choose your response. Highly&lt;br /&gt;proactive people recognize that responsibility. They do not blame circumstances, conditions, or&lt;br /&gt;conditioning for their behavior. Their behavior is a product of their own conscious choice, based on&lt;br /&gt;values, rather than a product of their conditions, based on feeling.&lt;br /&gt;Because we are, by nature, proactive, if our lives are a function of conditioning and conditions, it is&lt;br /&gt;because we have, by conscious decision or by default, chosen to empower those things to control us.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;In making such a choice, we become reactive. Reactive people are often affected by their physical&lt;br /&gt;environment. If the weather is good, they feel good. If it isn't, it affects their attitude and their&lt;br /&gt;performance. Proactive people can carry their own weather with them. Whether it rains or shines&lt;br /&gt;makes no difference to them. They are value driven; and if their value is to produce good quality&lt;br /&gt;work, it isn't a function of whether the weather is conducive to it or not.&lt;br /&gt;Reactive people are also affected by their social environment, by the "social weather." When people&lt;br /&gt;treat them well, they feel well; when people don't, they become defensive or protective. Reactive&lt;br /&gt;people build their emotional lives around the behavior of others, empowering the weaknesses of other&lt;br /&gt;people to control them.&lt;br /&gt;The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive&lt;br /&gt;people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people&lt;br /&gt;are driven by values -- carefully thought about, selected and internalized values.&lt;br /&gt;Proactive people are still influenced by external stimuli, whether physical, social, or psychological.&lt;br /&gt;But their response to the stimuli, conscious or unconscious, is a value-based choice or response.&lt;br /&gt;As Eleanor Roosevelt observed, "No one can hurt you without your consent." In the words of&lt;br /&gt;Gandhi, "They cannot take away our self respect if we do not give it to them." It is our willing&lt;br /&gt;permission, our consent to what happens to us, that hurts us far more than what happens to us in the&lt;br /&gt;first place.&lt;br /&gt;I admit this is very hard to accept emotionally, especially if we have had years and years of&lt;br /&gt;explaining our misery in the name of circumstance or someone else's behavior. But until a person can&lt;br /&gt;say deeply and honestly, "I am what I am today because of the choices I made yesterday," that person&lt;br /&gt;cannot say, "I choose otherwise."&lt;br /&gt;Once in Sacramento when I was speaking on the subject of Proactivity, a woman in the audience&lt;br /&gt;stood up in the middle of my presentation and started talking excitedly. It was a large audience, and&lt;br /&gt;as a number of people turned to look at her, she suddenly became aware of what she was doing, grew&lt;br /&gt;embarrassed and sat back down. But she seemed to find it difficult to restrain herself and started&lt;br /&gt;talking to the people around her. She seemed so happy.&lt;br /&gt;I could hardly wait for a break to find out what had happened. When it finally came, I&lt;br /&gt;immediately went to her and asked if she would be willing to share her experience.&lt;br /&gt;"You just can't imagine what's happened to me!" she exclaimed. "I'm a full-time nurse to the most&lt;br /&gt;miserable, ungrateful man you can possibly imagine. Nothing I do is good enough for him. He never&lt;br /&gt;expresses appreciation; he hardly even acknowledges me. He constantly harps at me and finds fault&lt;br /&gt;with everything I do. This man has made my life miserable and I often take my frustration out on my&lt;br /&gt;family. The other nurses feel the same way. We almost pray for his demise.&lt;br /&gt;"And for you to have the gall to stand up there and suggest that nothing can hurt me, that no one&lt;br /&gt;can hurt me without my consent, and that I have chosen my own emotional life of being miserable --&lt;br /&gt;well, there was just no way I could buy into that.&lt;br /&gt;"But I kept thinking about it. I really went inside myself and began to ask, 'Do I have the power to&lt;br /&gt;choose my response?"&lt;br /&gt;"When I finally realized that I do have that power, when I swallowed that bitter pill and realized&lt;br /&gt;that I had chosen to be miserable, I also realized that I could choose not to be miserable.&lt;br /&gt;"At that moment I stood up. I felt as though I was being let out of San Quentin. I wanted to yell&lt;br /&gt;to the whole world, 'I am free! I am let out of prison! No longer am I going to be controlled by the&lt;br /&gt;treatment of some person.'"&lt;br /&gt;It's not what happens to us, but our response to what happens to us that hurts us. Of course, things&lt;br /&gt;can hurt us physically or economically and can cause sorrow. But our character, our basic identity,&lt;br /&gt;does not have to be hurt at all. In fact, our most difficult experiences become the crucibles that forge&lt;br /&gt;our character and develop the internal powers, the freedom to handle difficult circumstances in the&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;future and to inspire others to do so as well.&lt;br /&gt;Frankl is one of many who have been able to develop the personal freedom in difficult&lt;br /&gt;circumstances to lift and inspire others. The autobiographical accounts of Vietnam prisoners of war&lt;br /&gt;provide additional persuasive testimony of the transforming power of such personal freedom and the&lt;br /&gt;effect of the responsible use of that freedom on the prison culture and on the prisoners, both then and&lt;br /&gt;now.&lt;br /&gt;We have all known individuals in very difficult circumstances, perhaps with a terminal illness or a&lt;br /&gt;severe physical handicap, who maintain magnificent emotional strength. How inspired we are by&lt;br /&gt;their integrity! Nothing has a greater, longer lasting impression upon another person than the&lt;br /&gt;awareness that someone has transcended suffering, has transcended circumstance, and is embodying&lt;br /&gt;and expressing a value that inspires and ennobles and lifts life.&lt;br /&gt;One of the most inspiring times Sandra and I have ever had took place over a four-year period with&lt;br /&gt;a dear friend of ours named Carol, who had a wasting cancer disease. She had been one of Sandra's&lt;br /&gt;bridesmaids, and they had been best friends for over 25 years.&lt;br /&gt;When Carol was in the very last stages of the disease, Sandra spent time at her bedside helping her&lt;br /&gt;write her personal history. She returned from those protracted and difficult sessions almost transfixed&lt;br /&gt;by admiration for her friend's courage and her desire to write special messages to be given to her&lt;br /&gt;children at different stages in their lives.&lt;br /&gt;Carol would take as little pain-killing medication as possible so that she had full access to her mental&lt;br /&gt;and emotional faculties. Then she would whisper into a tape recorder or to Sandra directly as she took&lt;br /&gt;notes. Carol was so proactive, so brave, and so concerned about others that she became an enormous&lt;br /&gt;source of inspiration to many people around her.&lt;br /&gt;I'll never forget the experience of looking deeply into Carol's eyes the day before she passed away&lt;br /&gt;and sensing out of that deep hollowed agony a person of tremendous intrinsic worth. I could see in&lt;br /&gt;her eyes a life of character, contribution, and service as well as love, concern, and appreciation.&lt;br /&gt;Many times over the years, I have asked groups of people how many have ever experienced being in&lt;br /&gt;the presence of a dying individual who had a magnificent attitude and communicated love and&lt;br /&gt;compassion and served in unmatchable ways to the very end. Usually, about one-fourth of the&lt;br /&gt;audience respond in the affirmative. I then ask how many of them will never forget these individuals&lt;br /&gt;-- how many were transformed, at least temporarily, by the inspiration of such courage, and were&lt;br /&gt;deeply moved and motivated to more noble acts of service and compassion. The same people respond&lt;br /&gt;again, almost inevitably.&lt;br /&gt;Viktor Frankl suggests that there are three central values in life -- the experiential, or that which&lt;br /&gt;happens to us; the creative, or that which we bring into existence; and the attitudinal, or our response in&lt;br /&gt;difficult circumstances such as terminal illness.&lt;br /&gt;My own experience with people confirms the point Frankl makes -- that the highest of the three&lt;br /&gt;values is attitudinal, in the paradigm of reframing sense. In other words, what matters most is how we&lt;br /&gt;respond to what we experience in life.&lt;br /&gt;Difficult circumstances often create Paradigm Shifts, whole new frames of reference by which people&lt;br /&gt;see the world and themselves and others in it, and what life is asking of them. Their larger perspective&lt;br /&gt;reflects the attitudinal values that lift and inspire us all.&lt;br /&gt;Taking the Initiative&lt;br /&gt;Our basic nature is to act, and not be acted upon. As well as enabling us to choose our response to&lt;br /&gt;particular circumstances, this empowers us to create circumstances&lt;br /&gt;Taking initiative does not mean being pushy, obnoxious, or aggressive. It does mean recognizing&lt;br /&gt;our responsibility to make things happen.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Over the years, I have frequently counseled people who wanted better jobs to show more initiative --&lt;br /&gt;to take interest and aptitude tests, to study the industry, even the specific problems the organizations&lt;br /&gt;they are interested in are facing, and then to develop an effective presentation showing how their&lt;br /&gt;abilities can help solve the organization's problem. It's called "solution selling," and is a key paradigm&lt;br /&gt;in business success.&lt;br /&gt;The response is usually agreement -- most people can see how powerfully such an approach would&lt;br /&gt;affect their opportunities for employment or advancement. But many of them fail to take the&lt;br /&gt;necessary steps, the initiative, to make it happen.&lt;br /&gt;"I don't know where to go to take the interest and aptitude test."&lt;br /&gt;"How do I study industry and organizational problems? No one wants to help me."&lt;br /&gt;Many people wait for something to happen or someone to take care of them. But people who end&lt;br /&gt;up with the good jobs are the proactive ones who are solutions to problems, not problems themselves,&lt;br /&gt;who seize the initiative to do whatever is necessary, consistent with correct principles, to get the job&lt;br /&gt;done.&lt;br /&gt;Whenever someone in our family, even one of the younger children, takes an irresponsible position&lt;br /&gt;and waits for someone else to make things happen or provide a solution, we tell them, "Use your R and&lt;br /&gt;I!" (resourcefulness and initiative). In fact, often before we can say it, they answer their own&lt;br /&gt;complaints, "I know -- use my R and I!"&lt;br /&gt;Holding people to the responsible course is not demeaning; it is affirming. Proactivity is part of&lt;br /&gt;human nature, and although the proactive muscles may be dormant, they are there. By respecting the&lt;br /&gt;proactive nature of other people, we provide them with at least one clear, undistorted reflection from&lt;br /&gt;the social mirror.&lt;br /&gt;Of course, the maturity level of the individual has to be taken into account. We can't expect high&lt;br /&gt;creative cooperation from those who are deep into emotional dependence. But we can, at least, affirm&lt;br /&gt;their basic nature and create an atmosphere where people can seize opportunities and solve problems in&lt;br /&gt;an increasingly self-reliant way.&lt;br /&gt;Act or be Acted Upon&lt;br /&gt;The difference between people who exercise initiative and those who don't is literally the difference&lt;br /&gt;between night and day. I'm not talking about a 25 to 50 percent difference in effectiveness; I'm talking&lt;br /&gt;about a 5000-plus percent difference, particularly if they are smart, aware, and sensitive to others.&lt;br /&gt;It takes initiative to create the P/PC Balance of effectiveness in your life. It takes initiative to&lt;br /&gt;develop the Seven Habits. As you study the other six habits, you will see that each depends on the&lt;br /&gt;development of your proactive muscles. Each puts the responsibility on you to act. If you wait to be&lt;br /&gt;acted upon, you will be acted upon. And growth and opportunity consequences attend either road.&lt;br /&gt;At one time I worked with a group of people in the home improvement industry, representatives&lt;br /&gt;from 20 different organizations who met quarterly to share their numbers and problems in an&lt;br /&gt;uninhibited way.&lt;br /&gt;This was during a time of heavy recession, and the negative impact on this particular industry was&lt;br /&gt;even heavier than on the economy in general. These people were fairly discouraged as we began.&lt;br /&gt;The first day, our discussion question was "What's happening to us? What's the stimulus?" Many&lt;br /&gt;things were happening. The environmental pressures were powerful. There was widespread&lt;br /&gt;unemployment, and many of these people were laying off friends just to maintain the viability of their&lt;br /&gt;enterprises. By the end of the day, everyone was even more discouraged.&lt;br /&gt;The second day, we addressed the question, "What's going to happen in the future?" We studied&lt;br /&gt;environmental trends with the underlying reactive assumption that those things would create their&lt;br /&gt;future. By the end of the second day, we were even more depressed. Things were going to get worse&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;before they got better, and everyone knew it.&lt;br /&gt;So on the third day, we decided to focus on the proactive question, "What is our response? What are&lt;br /&gt;we going to do? How can we exercise initiative in this situation?" In the morning we talked about&lt;br /&gt;managing and reducing costs. In the afternoon we discussed increasing market share. We&lt;br /&gt;brainstormed both areas, then concentrated on several very practical, very doable things. A new spirit&lt;br /&gt;of excitement, hope, and proactive awareness concluded the meetings.&lt;br /&gt;At the every end of the third day, we summarized the results of the conference in a three-part&lt;br /&gt;answer to the question, "How's business?"&lt;br /&gt;Part one: What's happening to us is not good, and the trends suggest that it will get worse before it&lt;br /&gt;gets better&lt;br /&gt;Part two: But what we are causing to happen is very good, for we are better managing and reducing&lt;br /&gt;our costs and increasing our market share&lt;br /&gt;Part three: Therefore, business is better than ever&lt;br /&gt;Now what would a reactive mind say to that? "Oh, come on. Face facts. You can only carry this&lt;br /&gt;positive thinking and self-psych approach so far. Sooner or later you have to face reality."&lt;br /&gt;But that's the difference between positive thinking and proactivity. We did face reality. We faced&lt;br /&gt;the reality of the current circumstance and of future projections. But we also faced the reality that we&lt;br /&gt;had the power to choose a positive response to those circumstances and projections. Not facing reality&lt;br /&gt;would have been to accept the idea that what's happening in our environment had to determine us.&lt;br /&gt;Businesses, community groups, organizations of every kind -- including families -- can be proactive.&lt;br /&gt;They can combine the creativity and resourcefulness of proactive individuals to create a proactive&lt;br /&gt;culture within the organization. The organization does not have to be at the mercy of the environment;&lt;br /&gt;it can take the initiative to accomplish the shared values and purposes of the individuals involved.&lt;br /&gt;Listening to our Language&lt;br /&gt;Because our attitudes and behaviors flow out of our paradigms, if we use our self-awareness to&lt;br /&gt;examine them, we can often see in them the nature of our underlying maps. Our language, for&lt;br /&gt;example, is a very real indicator of the degree to which we see ourselves as proactive people.&lt;br /&gt;The language of reactive people absolves them of responsibility.&lt;br /&gt;"That's me. That's just the way I am." I am determined. There's nothing I can do about it.&lt;br /&gt;"He makes me so mad!" I'm not responsible. My emotional life is governed by something outside&lt;br /&gt;my control.&lt;br /&gt;"I can't do that. I just don't have the time." Something outside me -- limited time -- is controlling&lt;br /&gt;me.&lt;br /&gt;"If only my wife were more patient." Someone else's behavior is limiting my effectiveness.&lt;br /&gt;"I have to do it." Circumstances or other people are forcing me to do what I do. I'm not free to&lt;br /&gt;choose my own actions.&lt;br /&gt;Reactive Language: There's nothing I can do. That's just the way I am. He makes me so mad.&lt;br /&gt;They won't allow that. I have to do that. I can't. I must. If only.&lt;br /&gt;Proactive Language: Let's look at our alternatives. I can choose a different approach. I control&lt;br /&gt;my own feelings. I can create an effective presentation. I will choose an appropriate response. I&lt;br /&gt;choose. I prefer. I will.&lt;br /&gt;That language comes from a basic paradigm of determinism. And the whole spirit of it is the&lt;br /&gt;transfer of responsibility. I am not responsible, not able to choose my response.&lt;br /&gt;One time a student asked me, "Will you excuse me from class? I have to go on a tennis trip."&lt;br /&gt;"You have to go, or you choose to go?" I asked.&lt;br /&gt;"I really have to," he exclaimed.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;"What will happen if you don't?"&lt;br /&gt;"Why, they'll kick me off the team."&lt;br /&gt;"How would you like that consequence?"&lt;br /&gt;"I wouldn't."&lt;br /&gt;"In other words, you choose to go because you want the consequence of staying on the team. What&lt;br /&gt;will happen if you miss my class?"&lt;br /&gt;"I don't know."&lt;br /&gt;"Think hard. What do you think would be the natural consequence of not coming to class?"&lt;br /&gt;"You wouldn't kick me out, would you?"&lt;br /&gt;"That would be a social consequence. That would be artificial. If you don't participate on the&lt;br /&gt;tennis team, you don't play. That's natural. But if you don't come to class, what would be the natural&lt;br /&gt;consequence?"&lt;br /&gt;"I guess I'll miss the learning."&lt;br /&gt;"That's right. So you have to weigh that consequence against the other consequence and make a&lt;br /&gt;choice. I know if it were me, I'd choose to go on the tennis trip. But never say you have to do&lt;br /&gt;anything."&lt;br /&gt;"I choose to go on the tennis trip," he meekly replied.&lt;br /&gt;"And miss my class?" I replied in mock disbelief.&lt;br /&gt;A serious problem with reactive language is that it becomes a self-fulfilling prophecy. People&lt;br /&gt;become reinforced in the paradigm that they are determined, and they produce evidence to support the&lt;br /&gt;belief. They feel increasingly victimized and out of control, not in charge of their life or their destiny.&lt;br /&gt;They blame outside forces -- other people, circumstances, even the stars -- for their own situation.&lt;br /&gt;At one seminar where I was speaking on the concept of proactivity, a man came up and said,&lt;br /&gt;"Stephen, I like what you're saying. But every situation is so different. Look at my marriage. I'm&lt;br /&gt;really worried. My wife and I just don't have the same feelings for each other we used to have. I&lt;br /&gt;guess I just don't love her anymore and she doesn't love me. What can I do?"&lt;br /&gt;"The feeling isn't there anymore?" I asked.&lt;br /&gt;"That's right," he reaffirmed. "And we have three children we're really concerned about. What do&lt;br /&gt;you suggest?"&lt;br /&gt;"Love her," I replied.&lt;br /&gt;"I told you, the feeling just isn't there anymore."&lt;br /&gt;"Love her."&lt;br /&gt;"You don't understand. The feeling of love just isn't there."&lt;br /&gt;"Then love her. If the feeling isn't there, that's a good reason to love her."&lt;br /&gt;"But how do you love when you don't love?"&lt;br /&gt;"My friend, love is a verb. Love -- the feeling -- is a fruit of love the verb. So love her. Sacrifice.&lt;br /&gt;Listen to her. Empathize. Appreciate. Affirm her. Are you willing to do that?"&lt;br /&gt;In the great literature of all progressive societies, love is a verb. Reactive people make it a feeling.&lt;br /&gt;They're driven by feelings. Hollywood has generally scripted us to believe that we are not responsible,&lt;br /&gt;that we are a product of our feelings. But the Hollywood script does not describe the reality. If our&lt;br /&gt;feelings control our actions, it is because we have abdicated our responsibility and empowered them to&lt;br /&gt;do so.&lt;br /&gt;Proactive people make love a verb. Love is something you do: the sacrifices you make, the giving&lt;br /&gt;of self, like a mother bringing a newborn into the world. If you want to study love, study those who&lt;br /&gt;sacrifice for others, even for people who offend or do not love in return. If you are a parent, look at the&lt;br /&gt;love you have for the children you sacrificed for. Love is a value that is actualized through loving&lt;br /&gt;actions. Proactive people subordinate feelings to values. Love, the feeling, can be recaptured.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Circle of Concern. Circle of Influence.&lt;br /&gt;Another excellent way to become more self-aware regarding our own degree of proactivity is to look&lt;br /&gt;at where we focus our time and energy. We each have a wide range of concerns -- our health, our&lt;br /&gt;children, problems at work, the national debt, nuclear war. We could separate those from things in&lt;br /&gt;which we have no particular mental or emotional involvement by creating a "Circle of Concern.&lt;br /&gt;As we look at those things within our Circle of Concern, it becomes apparent that there are some&lt;br /&gt;things over which we have no real control and others that we can do something about. We could&lt;br /&gt;identify those concerns in the latter group by circumscribing them within a smaller Circle of Influence.&lt;br /&gt;By determining which of these two circles is the focus of most of our time and energy, we can discover&lt;br /&gt;much about the degree of our proactivity.&lt;br /&gt;Proactive people focus their efforts in the Circle of Influence. They work on the things they can do&lt;br /&gt;something about. The nature of their energy is positive, enlarging and magnifying, causing their&lt;br /&gt;Circle of Influence to increase.&lt;br /&gt;Reactive people, on the other hand, focus their efforts in the Circle of Concern. They focus on the&lt;br /&gt;weakness of other people, the problems in the environment, and circumstances over which they have&lt;br /&gt;no control. Their focus results in blaming and accusing attitudes, reactive language, and increased&lt;br /&gt;feelings of victimization. The negative energy generated by that focus, combined with neglect in areas&lt;br /&gt;they could do something about, causes their Circle of Influence to shrink.&lt;br /&gt;As long as we are working in our Circle of Concern, we empower the things within it to control us.&lt;br /&gt;We aren't taking the proactive initiative necessary to effect positive change.&lt;br /&gt;Earlier, I shared with you the story of my son who was having serious problems in school. Sandra&lt;br /&gt;and I were deeply concerned about his apparent weaknesses and about the way other people were&lt;br /&gt;treating him.&lt;br /&gt;But those things were in our Circle of Concern. As long as we focused our efforts on those things,&lt;br /&gt;we accomplished nothing, except to increase our own feelings of inadequacy and helplessness and to&lt;br /&gt;reinforce our son's dependence.&lt;br /&gt;It was only when we went to work in our Circle of Influence, when we focused on our own&lt;br /&gt;paradigms, that we began to create a positive energy that changed ourselves and eventually influenced&lt;br /&gt;our son as well. By working on ourselves instead of worrying about conditions, we were able to&lt;br /&gt;influence the conditions.&lt;br /&gt;Because of position, wealth, role, or relationships, there are some circumstances in which a person's&lt;br /&gt;Circle of Influence is larger than his or her Circle of Concern.&lt;br /&gt;This situation reflects on a self-inflicted emotional myopia -- another reactive selfish life-style&lt;br /&gt;focused in the Circle of Concern.&lt;br /&gt;Though they may have to prioritize the use of their influence, proactive people have a Circle of&lt;br /&gt;Concern that is at least as big as their Circle of Influence, accepting the responsibility to use their&lt;br /&gt;influence effectively.&lt;br /&gt;Direct, Indirect, and No Control&lt;br /&gt;The problems we face fall in one of three areas: direct control (problems involving our own&lt;br /&gt;behavior); indirect control (problems involving other people's behavior); or no control (problems we can&lt;br /&gt;do nothing about, such as our past or situational realities). The proactive approach puts the first step&lt;br /&gt;in the solution of all three kinds of problems within our present Circle of Influence.&lt;br /&gt;Direct control problems are solved by working on our habits. They are obviously within our Circle&lt;br /&gt;of Influence. These are the "Private Victories" of Habits 1, 2, and 3.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Indirect control problems are solved by changing our methods of influence. These are the "Public&lt;br /&gt;Victories" of Habits 4, 5, and 6. I have personally identified over 30 separate methods of human&lt;br /&gt;influence -- as separate as empathy is from confrontation, as separate as example is from persuasion.&lt;br /&gt;Most people have only three or four of these methods in their repertoire, starting usually with&lt;br /&gt;reasoning, and, if that doesn't work, moving to flight or fight. How liberating it is to accept the idea&lt;br /&gt;that I can learn new methods of human influence instead of constantly trying to use old ineffective&lt;br /&gt;methods to "shape up" someone else!&lt;br /&gt;No control problems involve taking the responsibility to change the line on the bottom on our face --&lt;br /&gt;to smile, to genuinely and peacefully accept these problems and learn to live with them, even though&lt;br /&gt;we don't like them. In this way, we do not empower these problems to control us. We share in the&lt;br /&gt;spirit embodied in the Alcoholics Anonymous prayer, "Lord, give me the courage to change the things&lt;br /&gt;which can and ought to be changed, the serenity to accept the things which cannot be changed, and the&lt;br /&gt;wisdom to know the difference."&lt;br /&gt;Whether a problem is direct, indirect, or no control, we have in our hands the first step to the&lt;br /&gt;solution. Changing our habits, changing our methods of influence and changing the way we see our&lt;br /&gt;no control problems are all within our Circle of Influence.&lt;br /&gt;Expanding the Circle of Influence&lt;br /&gt;It is inspiring to realize that in choosing our response to circumstance, we powerfully affect our&lt;br /&gt;circumstance. When we change one part of the chemical formula, we change the nature of the results&lt;br /&gt;I worked with one organization for several years that was headed by a very dynamic person. He&lt;br /&gt;could read trends. He was creative, talented, capable, and brilliant -- and everyone knew it. But he&lt;br /&gt;had a very dictatorial style of management. He tended to treat people like "gofers," as if they didn't&lt;br /&gt;have any judgment. His manner of speaking to those who worked in the organization was, "Go for&lt;br /&gt;this; go for that; now do this; now do that -- I'll make the decisions.&lt;br /&gt;The net effect was that he alienated almost the entire executive team surrounding him. They would&lt;br /&gt;gather in the corridors and complain to each other about him. Their discussion was all very&lt;br /&gt;sophisticated, very articulate, as if they were trying to help the situation. But they did it endlessly,&lt;br /&gt;absolving themselves of responsibility in the name of the president's weaknesses.&lt;br /&gt;"You can't imagine what's happened this time," someone would say. "The other day he went into&lt;br /&gt;my department. I had everything all laid out. But he came in and gave totally different signals.&lt;br /&gt;Everything I'd done for months was shot, just like that. I don't know how I'm supposed to keep&lt;br /&gt;working for him. How long will it be until he retires?"&lt;br /&gt;"He's only fifty-nine," someone else would respond. "Do you think you can survive for six more&lt;br /&gt;years?"&lt;br /&gt;"I don't know. He's the kind of person they probably won't retire anyway."&lt;br /&gt;But one of the executives was proactive. He was driven by values, not feelings. He took initiative&lt;br /&gt;-- he anticipated, he empathized, he read the situation. He was not blind to the president's weaknesses;&lt;br /&gt;but instead of criticizing them, he would compensate for them. Where the president was weak in his&lt;br /&gt;style, he'd try to buffer his own people and make such weaknesses irrelevant. And he'd work with the&lt;br /&gt;president's strengths -- his vision, talent, creativity.&lt;br /&gt;This man focused on his Circle of Influence. He was treated like a gofer, also. But he would do&lt;br /&gt;more than what was expected. He anticipated the president's need. He read with empathy the&lt;br /&gt;president's underlying concern, so when he presented information, he also gave his analysis and his&lt;br /&gt;recommendations based on that analysis.&lt;br /&gt;As I sat one day with the president in an advisory capacity, he said, "Stephen, I just can't believe&lt;br /&gt;what this man has done. He's not only given me the information I requested, but he's provided&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;additional information that's exactly what we needed. He even gave me his analysis of it in terms of&lt;br /&gt;my deepest concerns, and a list of his recommendations.&lt;br /&gt;"The recommendations are consistent with the analysis, and the analysis is consistent with the data.&lt;br /&gt;He's remarkable! What a relief not to have to worry about this part of the business."&lt;br /&gt;At the next meeting, it was "go for this" and "go for that" to all the executives but one. To this man,&lt;br /&gt;it was "What's your opinion?" His Circle of Influence had grown&lt;br /&gt;This caused quite a stir in the organization. The reactive minds in the executive corridors began&lt;br /&gt;shooting their vindictive ammunition at this proactive man.&lt;br /&gt;It's the nature of reactive people to absolve themselves of responsibility. It's so much safer to say, "I&lt;br /&gt;am not responsible." If I say "I am responsible," I might have to say, "I am irresponsible." It would be&lt;br /&gt;very hard for me to say that I have the power to choose my response and that the response I have&lt;br /&gt;chosen has resulted in my involvement in a negative, collusive environment, especially if for years I&lt;br /&gt;have absolved myself of responsibility for results in the name of someone else's weaknesses.&lt;br /&gt;So these executives focused on finding more information, more ammunition, more evidence as to&lt;br /&gt;why they weren't responsible.&lt;br /&gt;But this man was proactive toward them, too. Little by little, his Circle of Influence toward them&lt;br /&gt;grew also. It continued to expand to the extent that eventually no one made any significant moves in&lt;br /&gt;the organization without that man's involvement and approval, including the president. But the&lt;br /&gt;president did not feel threatened because this man's strength complemented his strength and&lt;br /&gt;compensated for his weaknesses. So he had the strength of two people, a complementary team.&lt;br /&gt;This man's success was not dependent on his circumstances. Many others were in the same&lt;br /&gt;situation. It was his chosen response to those circumstances, his focus on his Circle of Influence, that&lt;br /&gt;made the difference.&lt;br /&gt;There are some people who interpret "proactive" to mean pushy, aggressive, or insensitive; but that&lt;br /&gt;isn't the case at all. Proactive people aren't pushy. They're smart, they're value driven, they read&lt;br /&gt;reality, and they know what's needed.&lt;br /&gt;Look at Gandhi. While his accusers were in the legislative chambers criticizing him because he&lt;br /&gt;wouldn't join in their Circle of Concern rhetoric condemning the British Empire for their subjugation of&lt;br /&gt;the Indian people, Gandhi was out in the rice paddies, quietly, slowly, imperceptibly expanding his&lt;br /&gt;Circle of Influence with the field laborers. A ground swell of support, of trust, of confidence followed&lt;br /&gt;him through the countryside. Though he held no office or political position, through compassion,&lt;br /&gt;courage, fasting, and moral persuasion he eventually brought England to its knees, breaking political&lt;br /&gt;domination of 300 million people with the power of his greatly expanded Circle of Influence.&lt;br /&gt;The "Have's" and the "Be's"&lt;br /&gt;One way to determine which circle our concern is in is to distinguish between the have's and the be's.&lt;br /&gt;The Circle of Concern is filled with the have's&lt;br /&gt;"I'll be happy when I have my house paid off."&lt;br /&gt;"If only I had a boss who wasn't such a dictator."&lt;br /&gt;"If only I had a more patient husband."&lt;br /&gt;"If I had more obedient kids."&lt;br /&gt;"If I had my degree."&lt;br /&gt;"If I could just have more time to myself."&lt;br /&gt;The Circle of Influence is filled with the be's -- I can be more patient, be wise, be loving. It's the&lt;br /&gt;character focus.&lt;br /&gt;Anytime we think the problem is "out there," that thought is the problem. We empower what's out&lt;br /&gt;there to control us. The change paradigm is "outside-in" -- what's out there has to change before we&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;can change.&lt;br /&gt;The proactive approach is to change from the Inside-Out: to be different, and by being different, to&lt;br /&gt;effect positive change in what's out there -- I can be more resourceful, I can be more diligent, I can be&lt;br /&gt;more creative, I can be more cooperative.&lt;br /&gt;One of my favorite stories is one in the Old Testament, part of the fundamental fabric of the&lt;br /&gt;Judeo-Christian tradition. It's the story of Joseph, who was sold into slavery in Egypt by his brothers&lt;br /&gt;at the age of 17. Can you imagine how easy it would have been for him to languish in self-pity as a&lt;br /&gt;servant of Potiphar, to focus on the weaknesses of his brothers and his captors and on all he didn't have?&lt;br /&gt;But Joseph was proactive. He worked on be. And within a short period of time, he was running&lt;br /&gt;Potiphar's household. He was in charge of all that Potiphar had because the trust was so high.&lt;br /&gt;Then the day came when Joseph was caught in a difficult situation and refused to compromise his&lt;br /&gt;integrity. As a result, he was unjustly imprisoned for 13 years. But again he was proactive. He&lt;br /&gt;worked on the inner circle, on being instead of having, and soon he was running the prison and&lt;br /&gt;eventually the entire nation of Egypt, second only to the Pharaoh.&lt;br /&gt;I know this idea is a dramatic Paradigm Shift for many people. It is so much easier to blame other&lt;br /&gt;people, conditioning, or conditions for our own stagnant situation. But we are responsible --&lt;br /&gt;"response-able" -- to control our lives and to powerfully influence our circumstances by working on be,&lt;br /&gt;on what we are.&lt;br /&gt;If I have a problem in my marriage, what do I really gain by continually confessing my wife's sins?&lt;br /&gt;By saying I'm not responsible, I make myself a powerless victim; I immobilize myself in a negative&lt;br /&gt;situation. I also diminish my ability to influence her -- my nagging, accusing, critical attitude only&lt;br /&gt;makes her feel validated in her own weakness. My criticism is worse than the conduct I want to&lt;br /&gt;correct. My ability to positively impact the situation withers and dies.&lt;br /&gt;If I really want to improve my situation, I can work on the one thing over which I have control --&lt;br /&gt;myself. I can stop trying to shape up my wife and work on my own weaknesses. I can focus on being&lt;br /&gt;a great marriage partner, a source of unconditional love and support. Hopefully, my wife will feel the&lt;br /&gt;power of proactive example and respond in kind. But whether she does or doesn't, the most positive&lt;br /&gt;way I can influence my situation is to work on myself, on my being.&lt;br /&gt;There are so many ways to work in the Circle of Influence -- to be a better listener, to be a more&lt;br /&gt;loving marriage partner, to be a better student, to be a more cooperative and dedicated employee.&lt;br /&gt;Sometimes the most proactive thing we can do is to be happy, just to genuinely smile. Happiness, like&lt;br /&gt;unhappiness, is a proactive choice. There are things, like the weather, that our Circle of Influence will&lt;br /&gt;never include. But as proactive people, we can carry our own physical or social weather with us. We&lt;br /&gt;can be happy and accept those things that at present we can't control, while we focus our efforts on the&lt;br /&gt;things that we can.&lt;br /&gt;The Other End of the Stick&lt;br /&gt;Before we totally shift our life focus to our Circle of Influence, we need to consider two things in our&lt;br /&gt;Circle of Concern that merit deeper thought -- consequences and mistakes.&lt;br /&gt;While we are free to choose our actions, we are not free to choose the consequences of those actions.&lt;br /&gt;Consequences are governed by natural law. They are out in the Circle of Concern. We can decide to&lt;br /&gt;step in front of a fast-moving train, but we cannot decide what will happen when the train hits us.&lt;br /&gt;We can decide to be dishonest in our business dealings. While the social consequences of that&lt;br /&gt;decision may vary depending on whether or not we are found out, the natural consequences to our&lt;br /&gt;basic character are a fixed result.&lt;br /&gt;Our behavior is governed by principles. Living in harmony with them brings positive&lt;br /&gt;consequences; violating them brings negative consequences. We are free to choose our response in any&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;situation, but in doing so, we choose the attendant consequence. "When we pick up one end of the&lt;br /&gt;stick, we pick up the other."&lt;br /&gt;Undoubtedly, there have been times in each of our lives when we have picked up what we later felt&lt;br /&gt;was the wrong stick. Our choices have brought consequences we would rather have lived without. If&lt;br /&gt;we had the choice to make over again, we would make it differently. We call these choices mistakes,&lt;br /&gt;and they are the second thing that merits our deeper thought.&lt;br /&gt;For those filled with regret, perhaps the most needful exercise of proactivity is to realize that past&lt;br /&gt;mistakes are also out there in the Circle of Concern. We can't recall them, we can't undo them, we can't&lt;br /&gt;control the consequences that came as a result.&lt;br /&gt;As a college quarterback, one of my sons learned to snap his wristband between plays as a kind of&lt;br /&gt;mental checkoff whenever he or anyone made a "setting back" mistake, so the last mistake wouldn't&lt;br /&gt;affect the resolve and execution of the next play.&lt;br /&gt;The proactive approach to a mistake is to acknowledge it instantly, correct it, and learn from it.&lt;br /&gt;This literally turns a failure into a success. "Success," said IBM founder T. J. Watson, "is on the far&lt;br /&gt;side of failure."&lt;br /&gt;But not to acknowledge a mistake, not to correct it and learn from it, is a mistake of a different order.&lt;br /&gt;It usually puts a person on a self-deceiving, self-justifying path, often involving rationalization (rational&lt;br /&gt;lies) to self and to others. This second mistake, this cover-up, empowers the first, giving it&lt;br /&gt;disproportionate importance, and causes far deeper injury to self.&lt;br /&gt;It is not what others do or even our own mistakes that hurt us the most; it is our response to those&lt;br /&gt;things. Chasing after the poisonous snake that bites us will only drive the poison through our entire&lt;br /&gt;system. It is far better to take measures immediately to get the poison out.&lt;br /&gt;Our response to any mistake affects the quality of the next moment. It is important to immediately&lt;br /&gt;admit and correct our mistakes so that they have no power over that next moment and we are&lt;br /&gt;empowered again.&lt;br /&gt;Making and Keeping Commitments&lt;br /&gt;At the very heart of our Circle of Influence is our ability to make and keep commitments and&lt;br /&gt;promises. The commitments we make to ourselves and to others, and our integrity to those&lt;br /&gt;commitments, is the essence and clearest manifestation of our proactivity.&lt;br /&gt;It is also the essence of our growth. Through our human endowments of self-awareness and&lt;br /&gt;conscience, we become conscious of areas of weakness, areas for improvement, areas of talent that could&lt;br /&gt;be developed, areas that need to be changed or eliminated from our lives. Then, as we recognize and&lt;br /&gt;use our imagination and independent will to act on that awareness -- making promises, setting goals,&lt;br /&gt;and being true to them -- we build the strength of character, the being, that makes possible every other&lt;br /&gt;positive thing in our lives.&lt;br /&gt;It is here that we find two ways to put ourselves in control of our lives immediately. We can make&lt;br /&gt;a promise -- and keep it. Or we can set a goal -- and work to achieve it. As we make and keep&lt;br /&gt;commitments, even small commitments, we begin to establish an inner integrity that gives us the&lt;br /&gt;awareness of self-control and the courage and strength to accept more of the responsibility for our own&lt;br /&gt;lives. By making and keeping promises to ourselves and others, little by little, our honor becomes&lt;br /&gt;greater than our moods.&lt;br /&gt;The power to make and keep commitments to ourselves is the essence of developing the basic habits&lt;br /&gt;of effectiveness. Knowledge, skill, and desire are all within our control. We can work on any one to&lt;br /&gt;improve the balance of the three. As the area of intersection becomes larger, we more deeply&lt;br /&gt;internalize the principles upon which the habits are based and create the strength of character to move&lt;br /&gt;us in a balanced way toward increasing effectiveness in our lives.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Proactivity: The 30-Day Test&lt;br /&gt;We don't have to go through the death camp experience of Frankl to recognize and develop our own&lt;br /&gt;proactivity. It is in the ordinary events of every day that we develop the proactive capacity to handle&lt;br /&gt;the extraordinary pressures of life. It's how we make and keep commitments, how we handle a traffic&lt;br /&gt;jam, how we respond to an irate customer or a disobedient child. It's how we view our problems and&lt;br /&gt;where we focus our energies. It's the language we use.&lt;br /&gt;I would challenge you to test the principle of proactivity for 30 days. Simply try it and see what&lt;br /&gt;happens. For 30 days work only in your Circle of Influence. Make small commitments and keep&lt;br /&gt;them. Be a light, not a judge. Be a model, not a critic. Be part of the solution, not part of the&lt;br /&gt;problem.&lt;br /&gt;Try it in your marriage, in your family, in your job. Don't argue for other people's weaknesses.&lt;br /&gt;Don't argue for your own. When you make a mistake, admit it, correct it, and learn from it --&lt;br /&gt;immediately. Don't get into a blaming, accusing mode. Work on things you have control over.&lt;br /&gt;Work on you. On be.&lt;br /&gt;Look at the weaknesses of others with compassion, not accusation. It's not what they're not doing&lt;br /&gt;or should be doing that's the issue. The issue is your own chosen response to the situation and what&lt;br /&gt;you should be doing. If you start to think the problem is "out there," stop yourself. That thought is&lt;br /&gt;the problem.&lt;br /&gt;People who exercise their embryonic freedom day after day will, little by little, expand that freedom.&lt;br /&gt;People who do not will find that it withers until they are literally "being lived." They are acting out the&lt;br /&gt;scripts written by parents, associates, and society.&lt;br /&gt;We are responsible for our own effectiveness, for our own happiness, and ultimately, I would say,&lt;br /&gt;for most of our circumstances.&lt;br /&gt;Samuel Johnson observed: "The fountain of content must spring up in the mind, and he who hath so&lt;br /&gt;little knowledge of human nature as to seek happiness by changing anything but his own disposition,&lt;br /&gt;will waste his life in fruitless efforts and multiply the grief he proposes to remove."&lt;br /&gt;Knowing that we are responsible -- "response-able" -- is fundamental to effectiveness and to every&lt;br /&gt;other habit of effectiveness we will discuss.&lt;br /&gt;Application Suggestions&lt;br /&gt;1. For a full day, listen to your language and to the language of the people around you. How&lt;br /&gt;often do you use and hear reactive phrases such as "If only," "I can't," or "I have to"&lt;br /&gt;2. Identify an experience you might encounter in the near future where, based on past experience,&lt;br /&gt;you would probably behave reactively. Review the situation in the context of your Circle of Influence.&lt;br /&gt;How could you respond proactively? Take several moments and create the experience vividly in your&lt;br /&gt;mind, picturing yourself responding in a proactive manner. Remind yourself of the gap between&lt;br /&gt;stimulus and response. Make a commitment to yourself to exercise your freedom to choose.&lt;br /&gt;3. Select a problem from your work or personal life that is frustrating to you. Determine whether&lt;br /&gt;it is a direct, indirect, or no control problem. Identify the first step you can take in your Circle of&lt;br /&gt;Influence to solve it and then take that step.&lt;br /&gt;4. Try the 30-day test of proactivity. Be aware of the change in your Circle of Influence.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Habit 2: Begin with the End in Mind TM&lt;br /&gt;What lies behind us and what lies before us are tiny matters compared to what lies within us&lt;br /&gt;-- Oliver Wendell Holme&lt;br /&gt;*&lt;br /&gt;Please find a place to read these next few pages where you can be alone and uninterrupted. Clear&lt;br /&gt;your mind of everything except what you will read and what I will invite you to do. Don't worry&lt;br /&gt;about your schedule, your business, your family, or your friends. Just focus with me and really open&lt;br /&gt;your mind.&lt;br /&gt;In your mind's eye, see yourself going to the funeral parlor or chapel, parking the car, and getting&lt;br /&gt;out. As you walk inside the building, you notice the flowers, the soft organ music. You see the faces&lt;br /&gt;of friends and family you pass along the way. You feel the shared sorrow of losing, the joy of having&lt;br /&gt;known, that radiates from the hearts of the people there.&lt;br /&gt;As you walk down to the front of the room and look inside the casket, you suddenly come face to&lt;br /&gt;face with yourself. This is your funeral, three years from today. All these people have come to honor&lt;br /&gt;you, to express feelings of love and appreciation for your life.&lt;br /&gt;As you take a seat and wait for the services to begin, you look at the program in your hand. There&lt;br /&gt;are to be four speakers. The first one is from your family, immediate and also extended -- children,&lt;br /&gt;brothers, sisters, nephews, nieces, aunts, uncles, cousins, and grandparents who have come from all&lt;br /&gt;over the country to attend. The second speaker is one of your friends, someone who can give a sense&lt;br /&gt;of what you were as a person. The third speaker is from your work or profession. And the fourth is&lt;br /&gt;from your church or some community organization where you've been involved in service.&lt;br /&gt;Now think deeply. What would you like each of these speakers to say about you and your life?&lt;br /&gt;What kind of husband, wife, father, or mother would you like their words to reflect? What kind of son&lt;br /&gt;or daughter or cousin? What kind of friend? What kind of working associate?&lt;br /&gt;What character would you like them to have seen in you? What contributions, what achievements&lt;br /&gt;would you want them to remember? Look carefully at the people around you. What difference would&lt;br /&gt;you like to have made in their lives?&lt;br /&gt;Before you read further, take a few minutes to jot down your impressions. It will greatly increase&lt;br /&gt;your personal understanding of Habit 2.&lt;br /&gt;What it Means to "Begin with the End in Mind"&lt;br /&gt;If you participated seriously in this visualization experience, you touched for a moment some of&lt;br /&gt;your deep, fundamental values. You established brief contact with that inner guidance system at the&lt;br /&gt;heart of your Circle of Influence&lt;br /&gt;Consider the words of Joseph Addison:&lt;br /&gt;When I look upon the tombs of the great, every emotion of envy dies in me; when I read the&lt;br /&gt;epitaphs of the beautiful, every inordinate desire goes out; when I meet with the grief of parents upon a&lt;br /&gt;tombstone, my heart melts with compassion; when I see the tomb of the parents themselves, I consider&lt;br /&gt;the vanity of grieving for those whom we must quickly follow: when I see kings lying by those who&lt;br /&gt;deposed them, I consider rival wits placed side by side, or the holy men that divided the world with&lt;br /&gt;their contests and disputes, I reflect with sorrow and astonishment on the little competitions, factions,&lt;br /&gt;and debates of mankind. When I read the several dates of the tombs, of some that died yesterday, and&lt;br /&gt;some six hundred years ago, I consider that great Day when we shall all of us be Contemporaries, and&lt;br /&gt;make our appearance together.&lt;br /&gt;Although Habit 2 applies to many different circumstances and levels of life, the most fundamental&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;application of "Begin with the End in Mind" is to begin today with the image, picture, or paradigm of&lt;br /&gt;the end of your life as your frame of reference or the criterion by which everything else is examined.&lt;br /&gt;Each part of your life -- today's behavior, tomorrow's behavior, next week's behavior, next month's&lt;br /&gt;behavior -- can be examined in the context of the whole, of what really matters most to you. By&lt;br /&gt;keeping that end clearly in mind, you can make certain that whatever you do on any particular day&lt;br /&gt;does not violate the criteria you have defined as supremely important, and that each day of your life&lt;br /&gt;contributes in a meaningful way to the vision you have of your life as a whole.&lt;br /&gt;To Begin with the End in Mind means to start with a clear understanding of your destination. It&lt;br /&gt;means to know where you're going so that you better understand where you are now and so that the&lt;br /&gt;steps you take are always in the right direction.&lt;br /&gt;It's incredibly easy to get caught up in an activity trap, in the busy-ness of life, to work harder and&lt;br /&gt;harder at climbing the ladder of success only to discover it's leaning against the wrong wall. It is&lt;br /&gt;possible to be busy -- very busy -- without being very effective.&lt;br /&gt;People often find themselves achieving victories that are empty, successes that have come at the&lt;br /&gt;expense of things they suddenly realize were far more valuable to them. People from every walk of&lt;br /&gt;life -- doctors, academicians, actors, politicians, business professionals, athletes, and plumbers -- often&lt;br /&gt;struggle to achieve a higher income, more recognition or a certain degree of professional competence,&lt;br /&gt;only to find that their drive to achieve their goal blinded them to the things that really mattered most&lt;br /&gt;and now are gone.&lt;br /&gt;How different our lives are when we really know what is deeply important to us, and, keeping that&lt;br /&gt;picture in mind, we manage ourselves each day to be and to do what really matters most. If the ladder&lt;br /&gt;is not leaning against the right wall, every step we take just gets us to the wrong place faster. We may&lt;br /&gt;be very busy, we may be very efficient, but we will also be truly effective only when we Begin with the&lt;br /&gt;End in Mind.&lt;br /&gt;If you carefully consider what you wanted to be said of you in the funeral experience, you will find&lt;br /&gt;your definition of success. It may be very different from the definition you thought you had in mind.&lt;br /&gt;Perhaps fame, achievement, money, or some of the other things we strive for are not even part of the&lt;br /&gt;right wall.&lt;br /&gt;When you Begin with the End in Mind, you gain a different perspective. One man asked another&lt;br /&gt;on the death of a mutual friend, "How much did he leave?" His friend responded, "He left it all."&lt;br /&gt;All Things Are Created Twice&lt;br /&gt;"Begin with the End in Mind" is based on the principle that all things are created twice. There's a&lt;br /&gt;mental or first creation, and a physical or second creation to all things&lt;br /&gt;Take the construction of a home, for example. You create it in every detail before you ever hammer&lt;br /&gt;the first nail into place. You try to get a very clear sense of what kind of house you want. If you want&lt;br /&gt;a family-centered home, you plan a family room where it would be a natural gathering place. You&lt;br /&gt;plan sliding doors and a patio for children to play outside. You work with ideas. You work with&lt;br /&gt;your mind until you get a clear image of what you want to build.&lt;br /&gt;Then you reduce it to blueprint and develop construction plans. All of this is done before the earth&lt;br /&gt;is touched. If not, then in the second creation, the physical creation, you will have to make expensive&lt;br /&gt;changes that may double the cost of your home.&lt;br /&gt;The carpenter's rule is "measure twice, cut once." You have to make sure that the blueprint, the first&lt;br /&gt;creation, is really what you want, that you've thought everything through. Then you put it into bricks&lt;br /&gt;and mortar. Each day you go to the construction shed and pull out the blueprint to get marching&lt;br /&gt;orders for the day. You Begin with the End in Mind.&lt;br /&gt;For another example, look at a business. If you want to have a successful enterprise, you clearly&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;define what you're trying to accomplish. You carefully think through the product or service you want&lt;br /&gt;to provide in terms of your market target, then you organize all the elements -- financial, research and&lt;br /&gt;development, operations, marketing, personnel, physical facilities, and so on -- to meet that objective.&lt;br /&gt;The extent to which you Begin with the End in Mind often determines whether or not you are able to&lt;br /&gt;create a successful enterprise. Most business failures begin in the first creation, with problems such as&lt;br /&gt;undercapitalization, misunderstanding of the market, or lack of a business plan.&lt;br /&gt;The same is true with parenting. If you want to raise responsible, self-disciplined children, you&lt;br /&gt;have to keep that end clearly in mind as you interact with your children on a daily basis. You can't&lt;br /&gt;behave toward them in ways that undermine their self-discipline or self-esteem.&lt;br /&gt;To varying degrees, people use this principle in many different areas of life. Before you go on a&lt;br /&gt;trip, you determine your destination and plan out the best route. Before you plant a garden, you plan&lt;br /&gt;it out in your mind, possibly on paper. You create speeches on paper before you give them, you&lt;br /&gt;envision the landscaping in your yard before you landscape it, you design the clothes you make before&lt;br /&gt;you thread the needle.&lt;br /&gt;To the extent to which we understand the principle of two creations and accept the responsibility for&lt;br /&gt;both, we act within and enlarge the borders of our Circle of Influence. To the extent to which we do&lt;br /&gt;not operate in harmony with this principle and take charge of the first creation, we diminish it.&lt;br /&gt;By Design or Default&lt;br /&gt;It's a principle that all things are created twice, but not all first creations are by conscious design. In&lt;br /&gt;our personal lives, if we do not develop our own self-awareness and become responsible for first&lt;br /&gt;creations, we empower other people and circumstances outside our Circle or Influence to shape much&lt;br /&gt;of our lives by default. We reactively live the scripts handed to us by family, associates, other people's&lt;br /&gt;agendas, the pressures of circumstance -- scripts from our earlier years, from our training, our&lt;br /&gt;conditioning&lt;br /&gt;These scripts come from people, not principles. And they rise out of our deep vulnerabilities, our&lt;br /&gt;deep dependency on others and our need for acceptance and love, for belonging, for a sense of&lt;br /&gt;importance and worth, for a feeling that we matter.&lt;br /&gt;Whether we are aware of it or not, whether we are in control of it or not, there is a first creation to&lt;br /&gt;every part of our lives. We are either the second creation of our own proactive design, or we are the&lt;br /&gt;second creation of other people's agendas, of circumstances, or of past habits&lt;br /&gt;The unique human capacities of self-awareness, imagination, and conscience enable us to examine&lt;br /&gt;first creations and make it possible for us to take charge of our own first creation, to write our own&lt;br /&gt;script. Put another way, Habit 1 says, "You are the creator." Habit 2 is the first creation.&lt;br /&gt;Leadership and Management -- The Two Creations&lt;br /&gt;Habit 2 is based on principles of personal leadership, which means that leadership is the first&lt;br /&gt;creation. Leadership is not management. Management is the second creation, which we'll discuss in&lt;br /&gt;the chapter on Habit 3. But leadership has to come first.&lt;br /&gt;Management is a bottom-line focus: How can I best accomplish certain things? Leadership deals&lt;br /&gt;with the top line: What are the things I want to accomplish? In the words of both Peter Drucker and&lt;br /&gt;Warren Bennis, "Management is doing things right; leadership is doing the right things." Management&lt;br /&gt;is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning&lt;br /&gt;against the right wall.&lt;br /&gt;You can quickly grasp the important difference between the two if you envision a group of&lt;br /&gt;producers cutting their way through the jungle with machetes. They're the producers, the problem&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;solvers. They're cutting through the undergrowth, clearing it out.&lt;br /&gt;The managers are behind them, sharpening their machetes, writing policy and procedure manuals,&lt;br /&gt;holding muscle development programs, bringing in improved technologies, and setting up working&lt;br /&gt;schedules and compensation programs for machete wielders.&lt;br /&gt;The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, "Wrong&lt;br /&gt;jungle!"&lt;br /&gt;But how do the busy, efficient producers and managers often respond? "Shut up! We're making&lt;br /&gt;progress."&lt;br /&gt;As individuals, groups, and businesses, we're often so busy cutting through the undergrowth we&lt;br /&gt;don't even realize we're in the wrong jungle. And the rapidly changing environment in which we live&lt;br /&gt;makes effective leadership more critical than it has ever been -- in every aspect of independent and&lt;br /&gt;interdependent life.&lt;br /&gt;We are more in need of a vision or designation and a compass (a set of principles or directions) and&lt;br /&gt;less in need of a road map. We often don't know what the terrain ahead will be like or what we will&lt;br /&gt;need to go through it; much will depend on our judgment at the time. But an inner compass will&lt;br /&gt;always give us direction.&lt;br /&gt;Effectiveness -- often even survival -- does not depend solely on how much effort we expend, but on&lt;br /&gt;whether or not the effort we expend is in the right jungle. And the metamorphosis taking place in&lt;br /&gt;most every industry and profession demands leadership first and management second.&lt;br /&gt;In business, the market is changing so rapidly that many products and services that successfully met&lt;br /&gt;consumer tastes and needs a few years ago are obsolete today. Proactive powerful leadership must&lt;br /&gt;constantly monitor environmental change, particularly customer buying habits and motives, and&lt;br /&gt;provide the force necessary to organize resources in the right direction.&lt;br /&gt;Such changes as deregulation of the airline industry, skyrocketing costs of health care, and the great&lt;br /&gt;quality and quantity of imported cars impact the environment in significant ways. If industries do not&lt;br /&gt;monitor the environment, including their own work teams, and exercise the creative leadership to keep&lt;br /&gt;headed in the right direction, no amount of management expertise can keep them from failing.&lt;br /&gt;Efficient management without effective leadership is, as one individual phrased it, "like&lt;br /&gt;straightening deck chairs on the Titanic." No management success can compensate for failure in&lt;br /&gt;leadership. But leadership is hard because we're often caught in a management paradigm.&lt;br /&gt;At the final session of a year-long executive development program in Seattle, the president of an oil&lt;br /&gt;company came up to me and said, "Stephen, when you pointed out the difference between leadership&lt;br /&gt;and management in the second month, I looked at my role as the president of this company and&lt;br /&gt;realized that I had never been into leadership. I was deep into management, buried by pressing&lt;br /&gt;challenges and the details of day-to-day logistics. So I decided to withdraw from management. I&lt;br /&gt;could get other people to do that. I wanted to really lead my organization.&lt;br /&gt;"It was hard. I went through withdrawal pains because I stopped dealing with a lot of the pressing,&lt;br /&gt;urgent matters that were right in front of me and which gave me a sense of immediate accomplishment.&lt;br /&gt;I didn't receive much satisfaction as I started wrestling with the direction issues, the culture-building&lt;br /&gt;issues, the deep analysis of problems, the seizing of new opportunities. Others also went through&lt;br /&gt;withdrawal pains from their working style comfort zones. They missed the easy accessibility I had&lt;br /&gt;given them before. They still wanted me to be available to them, to respond, to help solve their&lt;br /&gt;problems on a day-to-day basis.&lt;br /&gt;"But I persisted. I was absolutely convinced that I needed to provide leadership. And I did.&lt;br /&gt;Today our whole business is different. We're more in line with our environment. We have doubled&lt;br /&gt;our revenues and quadrupled our profits. I'm into leadership."&lt;br /&gt;I'm convinced that too often parents are also trapped in the management paradigm, thinking of&lt;br /&gt;control, efficiency, and rules instead of direction, purpose, and family feeling.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;And leadership is even more lacking in our personal lives. We're into managing with efficiency,&lt;br /&gt;setting and achieving goals before we have even clarified our values.&lt;br /&gt;Rescripting: Becoming Your Own First Creator&lt;br /&gt;As we previously observed, proactivity is based on the unique human endowment of self-awareness.&lt;br /&gt;The two additional unique human endowments that enable us to expand our proactivity and to exercise&lt;br /&gt;personal leadership in our lives are imagination and conscience.&lt;br /&gt;Through imagination, we can visualize the uncreated worlds of potential that lie within us.&lt;br /&gt;Through conscience, we can come in contact with universal laws or principles with our own singular&lt;br /&gt;talents and avenues of contribution, and with the personal guidelines within which we can most&lt;br /&gt;effectively develop them. Combined with self-awareness, these two endowments empower us to write&lt;br /&gt;our own script.&lt;br /&gt;Because we already live with many scripts that have been handed to us, the process of writing our&lt;br /&gt;own script is actually more a process of "rescripting," or Paradigm Shifting -- of changing some of the&lt;br /&gt;basic paradigms that we already have. As we recognize the ineffective scripts, the incorrect or&lt;br /&gt;incomplete paradigms within us, we can proactively begin to rescript ourselves.&lt;br /&gt;I think one of the most inspiring accounts of the rescripting process comes from the autobiography&lt;br /&gt;of Anwar Sadat, past president of Egypt. Sadat had been reared, nurtured, and deeply scripted in a&lt;br /&gt;hatred for Israel. He would make the statement on national television, "I will never shake the hand of&lt;br /&gt;an Israeli as long as they occupy one inch of Arab soil. Never, never, never!" And huge crowds all&lt;br /&gt;around the country would chant, "Never, never, never!" He marshaled the energy and unified the will&lt;br /&gt;of the whole country in that script.&lt;br /&gt;The script was very independent and nationalistic, and it aroused deep emotions in the people. But&lt;br /&gt;it was also very foolish, and Sadat knew it. It ignored the perilous, highly interdependent reality of the&lt;br /&gt;situation.&lt;br /&gt;So he rescripted himself. It was a process he had learned when he was a young man imprisoned in&lt;br /&gt;Cell 54, a solitary cell in Cairo Central Prison, as a result of his involvement in a conspiracy plot against&lt;br /&gt;King Farouk. He learned to withdraw from his own mind and look at it to see if the scripts were&lt;br /&gt;appropriate and wise. He learned how to vacate his own mind and, through a deep personal process&lt;br /&gt;of meditation, to work with his own scriptures, his own form of prayer, and rescript himself.&lt;br /&gt;He records that he was almost loath to leave his prison cell because it was there that he realized that&lt;br /&gt;real success is success with self. It's not in having things, but in having mastery, having victory over&lt;br /&gt;self.&lt;br /&gt;For a period of time during Nasser's administration Sadat was relegated to a position of relative&lt;br /&gt;insignificance. Everyone felt that his spirit was broken, but it wasn't. They were projecting their own&lt;br /&gt;home movies onto him. They didn't understand him. He was biding his time.&lt;br /&gt;And when that time came, when he became president of Egypt and confronted the political realities,&lt;br /&gt;he rescripted himself toward Israel. He visited the Knesset in Jerusalem and opened up one of the&lt;br /&gt;most precedent-breaking peace movements in the history of the world, a bold initiative that eventually&lt;br /&gt;brought about the Camp David Accord.&lt;br /&gt;Sadat was able to use his self-awareness, his imagination, and his conscience to exercise personal&lt;br /&gt;leadership, to change an essential paradigm, to change the way he saw the situation. He worked in the&lt;br /&gt;center of his Circle of Influence. And from that rescripting, that change in paradigm, flowed changes&lt;br /&gt;in behavior and attitude that affected millions of lives in the wider Circle of Concern.&lt;br /&gt;In developing our own self-awareness many of us discover ineffective scripts, deeply embedded&lt;br /&gt;habits that are totally unworthy of us, totally incongruent with the things we really value in life. Habit&lt;br /&gt;2 says we don't have to live with those scripts. We are response-able to use our imagination and&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;creativity to write new ones that are more effective, more congruent with our deepest values and with&lt;br /&gt;the correct principles that give our values meaning.&lt;br /&gt;Suppose, for example, that I am highly overreactive to my children. Suppose that whenever they&lt;br /&gt;begin to do something I feel is inappropriate, I sense an immediate tensing in the pit of my stomach. I&lt;br /&gt;feel defensive walls go up; I prepare for battle. My focus is not on the long-term growth and&lt;br /&gt;understanding but on the short-term behavior. I'm trying to win the battle, not the war.&lt;br /&gt;I pull out my ammunition -- my superior size, my position of authority -- and I yell or intimidate or I&lt;br /&gt;threaten or punish. And I win. I stand there, victorious, in the middle of the debris of a shattered&lt;br /&gt;relationship while my children are outwardly submissive and inwardly rebellious, suppressing feelings&lt;br /&gt;that will come out later in uglier ways.&lt;br /&gt;Now if I were sitting at that funeral we visualized earlier, and one of my children was about to&lt;br /&gt;speak, I would want his life to represent the victory of teaching, training, and disciplining with love&lt;br /&gt;over a period of years rather than the battle scars of quick-fix skirmishes. I would want his heart and&lt;br /&gt;mind to be filled with the pleasant memories of deep, meaningful times together. I would want him to&lt;br /&gt;remember me as a loving father who shared the fun and the pain of growing up. I would want him to&lt;br /&gt;remember the times he came to me with his problems and concerns. I would want to have listened&lt;br /&gt;and loved and helped. I would want him to know I wasn't perfect, but that I had tried with everything&lt;br /&gt;I had. And that, perhaps more than anybody in the world, I loved him.&lt;br /&gt;The reason I would want those things is because, deep down, I value my children. I love them, I&lt;br /&gt;want to help them. I value my role as their father.&lt;br /&gt;But I don't always see those values. I get caught up in the "thick of thin things." What matters most&lt;br /&gt;gets buried under layers of pressing problems, immediate concerns, and outward behaviors. I become&lt;br /&gt;reactive. And the way I interact with my children every day often bears little resemblance to the way I&lt;br /&gt;deeply feel about them.&lt;br /&gt;Because I am self-aware, because I have imagination and conscience, I can examine my deepest&lt;br /&gt;values. I can realize that the script I'm living is not in harmony with those values, that my life is not&lt;br /&gt;the product of my own proactive design, but the result of the first creation I have deferred to&lt;br /&gt;circumstances and other people. And I can change. I can live out of my imagination instead of my&lt;br /&gt;memory. I can tie myself to my limitless potential instead of my limiting past. I can become my own&lt;br /&gt;first creator.&lt;br /&gt;To Begin with the End in Mind means to approach my role as a parent, as well as my other roles in&lt;br /&gt;life, with my values and directions clear. It means to be responsible for my own first creation, to&lt;br /&gt;rescript myself so that the paradigms from which my behavior and attitude flow are congruent with my&lt;br /&gt;deepest values and in harmony with correct principles.&lt;br /&gt;It also means to begin each day with those values firmly in mind. Then as the vicissitudes, as the&lt;br /&gt;challenges come, I can make my decisions based on those values. I can act with integrity. I don't&lt;br /&gt;have to react to the emotion, the circumstance. I can be truly proactive, value driven, because my&lt;br /&gt;values are clear.&lt;br /&gt;A Personal Mission Statement&lt;br /&gt;The most effective way I know to Begin with the End in Mind is to develop a personal mission&lt;br /&gt;statement or philosophy or creed. It focuses on what you want to be (character) and to do&lt;br /&gt;(contributions and achievements) and on the values or principles upon which being and doing are&lt;br /&gt;based&lt;br /&gt;Because each individual is unique, a personal mission statement will reflect that uniqueness, both in&lt;br /&gt;content and form. My friend, Rolfe Kerr, has expressed his personal creed in this way:&lt;br /&gt;Succeed at home first.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Seek and merit divine help.&lt;br /&gt;Never compromise with honesty.&lt;br /&gt;Remember the people involved.&lt;br /&gt;Hear both sides before judging.&lt;br /&gt;Obtain counsel of others.&lt;br /&gt;Defend those who are absent.&lt;br /&gt;Be sincere yet decisive.&lt;br /&gt;Develop one new proficiency a year.&lt;br /&gt;Plan tomorrow's work today.&lt;br /&gt;Hustle while you wait.&lt;br /&gt;Maintain a positive attitude.&lt;br /&gt;Keep a sense of humor.&lt;br /&gt;Be orderly in person and in work.&lt;br /&gt;Do not fear mistakes -- fear only the absence of creative, constructive, and corrective responses to&lt;br /&gt;those mistakes.&lt;br /&gt;Facilitate the success of subordinates.&lt;br /&gt;Listen twice as much as you speak.&lt;br /&gt;Concentrate all abilities and efforts on the task at hand, not worrying about the next job or&lt;br /&gt;promotion.&lt;br /&gt;A woman seeking to balance family and work values has expressed her sense of personal mission&lt;br /&gt;differently:&lt;br /&gt;I will seek to balance career and family as best I can since both are important to me.&lt;br /&gt;My home will be a place where I and my family, friends, and guests find joy, comfort, peace, and&lt;br /&gt;happiness. Still I will seek to create a clean and orderly environment, yet livable and comfortable. I&lt;br /&gt;will exercise wisdom in what we choose to eat, read, see, and do at home. I especially want to teach&lt;br /&gt;my children to love, to learn, and to laugh -- and to work and develop their unique talents.&lt;br /&gt;I value the rights, freedoms, and responsibilities of our democratic society. I will be a concerned&lt;br /&gt;and informed citizen, involved in the political process to ensure my voice is heard and my vote is&lt;br /&gt;counted.&lt;br /&gt;I will be a self-starting individual who exercises initiative in accomplishing my life's goals. I will&lt;br /&gt;act on situations and opportunities, rather than to be acted upon.&lt;br /&gt;I will always try to keep myself free from addictive and destructive habits. I will develop habits&lt;br /&gt;that free me from old labels and limits and expand my capabilities and choices.&lt;br /&gt;My money will be my servant, not my master. I will seek financial independence over time. My&lt;br /&gt;wants will be subject to my needs and my means. Except for long-term home and car loans, I will seek&lt;br /&gt;to keep myself free from consumer debt. I will spend less than I earn and regularly save or invest part&lt;br /&gt;of my income.&lt;br /&gt;Moreover, I will use what money and talents I have to make life more enjoyable for others through&lt;br /&gt;service and charitable giving.&lt;br /&gt;You could call a personal mission statement a personal constitution. Like the United States&lt;br /&gt;Constitution, it's fundamentally changeless. In over 200 years, there have been only 26 amendments,&lt;br /&gt;10 of which were in the original Bill of Rights.&lt;br /&gt;The United States Constitution is the standard by which every law in the country is evaluated. It is&lt;br /&gt;the document the president agrees to defend and support when he takes the Oath of Allegiance. It is&lt;br /&gt;the criterion by which people are admitted into citizenship. It is the foundation and the center that&lt;br /&gt;enables people to ride through such major traumas as the Civil War, Vietnam, or Watergate. It is the&lt;br /&gt;written standard, the key criterion by which everything else is evaluated and directed.&lt;br /&gt;The Constitution has endured and serves its vital function today because it is based on correct&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;principles, on the self-evident truths contained in the Declaration of Independence. These principles&lt;br /&gt;empower the Constitution with a timeless strength, even in the midst of social ambiguity and change.&lt;br /&gt;"Our peculiar security," said Thomas Jefferson, "is in the possession of a written Constitution."&lt;br /&gt;A personal mission statement based on correct principles becomes the same kind of standard for an&lt;br /&gt;individual. It becomes a personal constitution, the basis for making major, life-directing decisions, the&lt;br /&gt;basis for making daily decisions in the midst of the circumstances and emotions that affect our lives. It&lt;br /&gt;empowers individuals with the same timeless strength in the midst of change.&lt;br /&gt;People can't live with change if there's not a changeless core inside them. The key to the ability to&lt;br /&gt;change is a changeless sense of who you are, what you are about and what you value.&lt;br /&gt;With a mission statement, we can flow with changes. We don't need prejudgments or prejudices.&lt;br /&gt;We don't need to figure out everything else in life, to stereotype and categorize everything and&lt;br /&gt;everybody in order to accommodate reality&lt;br /&gt;Our personal environment is also changing at an ever-increasing pace. Such rapid change burns&lt;br /&gt;out a large number of people who feel they can hardly handle it, can hardly cope with life. They&lt;br /&gt;become reactive and essentially give up, hoping that the things that happen to them will be good.&lt;br /&gt;But it doesn't have to be that way. In the Nazi death camps where Viktor Frankl learned the&lt;br /&gt;principle of proactivity, he also learned the importance of purpose, of meaning in life. The essence of&lt;br /&gt;"logotherapy," the philosophy he later developed and taught, is that many so-called mental and&lt;br /&gt;emotional illnesses are really symptoms of an underlying sense of meaninglessness or emptiness.&lt;br /&gt;Logotherapy eliminates that emptiness by helping the individual to detect his unique meaning, his&lt;br /&gt;mission in life.&lt;br /&gt;Once you have that sense of mission, you have the essence of your own proactivity. You have the&lt;br /&gt;vision and the values which direct your life. You have the basic direction from which you set your&lt;br /&gt;long- and short-term goals. You have the power of a written constitution based on correct principles,&lt;br /&gt;against which every decision concerning the most effective use of your time, your talents, and your&lt;br /&gt;energies can be effectively measured.&lt;br /&gt;At the Center&lt;br /&gt;In order to write a personal mission statement, we must begin at the very center of our Circle of&lt;br /&gt;Influence, that center comprised of our most basic Our paradigms, the lens through which we see the&lt;br /&gt;world.&lt;br /&gt;It is here that we deal with our vision and our values. It is here that we use our endowment of&lt;br /&gt;self-awareness to examine our maps and, if we value correct principles, to make certain that our maps&lt;br /&gt;accurately describe the territory, that our paradigms are based on principles and reality. It is here that&lt;br /&gt;we use our endowment of conscience as a compass to help us detect our own unique talents and areas&lt;br /&gt;of contribution. It is here that we use our endowment of imagination to mentally create the end we&lt;br /&gt;desire, giving direction and purpose to our beginnings and providing the substance of a written&lt;br /&gt;personal constitution.&lt;br /&gt;It is also here that our focused efforts achieve the greatest results. As we work within the very&lt;br /&gt;center of our Circle of Influence, we expand it. This is highest-leverage PC work, significantly&lt;br /&gt;impacting the effectiveness of every aspect of our lives.&lt;br /&gt;Whatever is at the center of our life will be the source of our security, guidance, wisdom, and power.&lt;br /&gt;Security represents your sense of worth, your identity, your emotional anchorage, your self-esteem,&lt;br /&gt;your basic personal strength or lack of it.&lt;br /&gt;Guidance means your source of direction in life. Encompassed by your map, your internal frame of&lt;br /&gt;reference that interprets for you what is happening out there, are standards or principles or implicit&lt;br /&gt;criteria that govern moment-by-moment decision-making and doing.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Wisdom is your perspective on life, your sense of balance, your understanding of how the various&lt;br /&gt;parts and principles apply and relate to each other. It embraces judgment, discernment,&lt;br /&gt;comprehension. It is a gestalt or oneness, an integrated wholeness.&lt;br /&gt;Power is the faculty or capacity to act, the strength and potency to accomplish something. It is the&lt;br /&gt;vital energy to make choices and decisions. It also includes the capacity to overcome deeply&lt;br /&gt;embedded habits and to cultivate higher, more effective ones.&lt;br /&gt;These four factors -- security, guidance, wisdom, and power -- are interdependent. Security and&lt;br /&gt;clear guidance bring true wisdom, and wisdom becomes the spark or catalyst to release and direct&lt;br /&gt;power. When these four factors are present together, harmonized and enlivened by each other, they&lt;br /&gt;create the great force of a noble personality, a balanced character, a beautifully integrated individual.&lt;br /&gt;These life-support factors also undergird every other dimension of life. And none of them is an&lt;br /&gt;all-or-nothing matter. The degree to which you have developed each one could be charted somewhere&lt;br /&gt;on a continuum, much like the Maturity Continuum described earlier. At the bottom end, the four&lt;br /&gt;factors are weak. You are basically dependent on circumstances or other people, things over which&lt;br /&gt;you have no direct control. At the top end you are in control. You have independent strength and&lt;br /&gt;the foundation for rich, interdependent relationships.&lt;br /&gt;Your security lies somewhere on the continuum between extreme insecurity on one end, wherein&lt;br /&gt;your life is buffeted by all the fickle forces that play upon it, and a deep sense of high intrinsic worth&lt;br /&gt;and personal security on the other end. Your guidance ranges on the continuum from dependence on&lt;br /&gt;the social mirror or other unstable, fluctuating sources to strong inner direction. Your wisdom falls&lt;br /&gt;somewhere between a totally inaccurate map where everything is distorted and nothing seems to fit,&lt;br /&gt;and a complete and accurate map of life wherein all the parts and principles are properly related to each&lt;br /&gt;other. Your power lies somewhere between immobilization or being a puppet pulled by someone&lt;br /&gt;else's strings to high proactivity, the power to act according to your own values instead of being acted&lt;br /&gt;upon by other people and circumstances.&lt;br /&gt;The location of these factors on the continuum, the resulting degree of their integration, harmony,&lt;br /&gt;and balance, and their positive impact on every aspect of your life is a function of your center, the basic&lt;br /&gt;paradigms at your very core.&lt;br /&gt;Alternative Centers&lt;br /&gt;Each of us has a center, though we usually don't recognize it as such. Neither do we recognize the&lt;br /&gt;all-encompassing effects of that center on every aspect of our lives.&lt;br /&gt;Let's briefly examine several centers or core paradigms people typically have for a better&lt;br /&gt;understanding of how they affect these four fundamental dimensions and, ultimately, the sum of life&lt;br /&gt;that flows from them.&lt;br /&gt;Spouse Centeredness. Marriage can be the most intimate, the most satisfying, the most enduring,&lt;br /&gt;growth-producing of human relationships. It might seem natural and proper to be centered on one's&lt;br /&gt;husband or wife.&lt;br /&gt;But experience and observation tell a different story. Over the years, I have been involved in&lt;br /&gt;working with many troubled marriages, and I have observed a certain thread weaving itself through&lt;br /&gt;almost every spouse-centered relationship I have encountered. That thread is strong emotional&lt;br /&gt;dependence.&lt;br /&gt;If our sense of emotional worth comes primarily from our marriage, then we become highly&lt;br /&gt;dependent upon that relationship. We become vulnerable to the moods and feelings, the behavior and&lt;br /&gt;treatment of our spouse, or to any external event that may impinge on the relationship -- a new child,&lt;br /&gt;in-laws, economic setbacks, social successes, and so forth.&lt;br /&gt;When responsibilities increase and stresses come in the marriage, we tend to revert to the scripts we&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;were given as we were growing up. But so does our spouse. And those scripts are usually different.&lt;br /&gt;Different ways of handling financial, child-discipline, or in-law issues come to the surface. When these&lt;br /&gt;deep-seated tendencies combine with the emotional dependency in the marriage, the spouse-centered&lt;br /&gt;relationship reveals all its vulnerability.&lt;br /&gt;When we are dependent on the person with whom we are in conflict, both need and conflict are&lt;br /&gt;compounded. Love-hate overreactions, fight-or-flight tendencies, withdrawal, aggressiveness,&lt;br /&gt;bitterness, resentment, and cold competition are some of the usual results. When these occur, we tend&lt;br /&gt;to fall even further back on background tendencies and habits in an effort to justify and defend our own&lt;br /&gt;behavior and we attack our spouse's.&lt;br /&gt;Inevitably, anytime we are too vulnerable we feel the need to protect ourselves from further wounds.&lt;br /&gt;So we resort to sarcasm, cutting humor, criticism -- anything that will keep from exposing the&lt;br /&gt;tenderness within. Each partner tends to wait on the initiative of the other for love, only to be&lt;br /&gt;disappointed but also confirmed as to the rightness of the accusations made.&lt;br /&gt;There is only phantom security in such a relationship when all appears to be going well. Guidance&lt;br /&gt;is based on the emotion of the moment. Wisdom and power are lost in the counterdependent negative&lt;br /&gt;interactions.&lt;br /&gt;Family Centeredness. Another common center is the family. This, too, may seem to be natural&lt;br /&gt;and proper. As an area of focus and deep investment, it provides great opportunities for deep&lt;br /&gt;relationships, for loving, for sharing, for much that makes life worthwhile. But as a center, it ironically&lt;br /&gt;destroys the very elements necessary to family success.&lt;br /&gt;People who are family-centered get their sense of security or personal worth from the family&lt;br /&gt;tradition and culture or the family reputation. Thus, they become vulnerable to any changes in that&lt;br /&gt;tradition or culture and to any influences that would affect that reputation.&lt;br /&gt;Family-centered parents do not have the emotional freedom, the power, to raise their children with&lt;br /&gt;their ultimate welfare truly in mind. If they derive their own security from the family, their need to be&lt;br /&gt;popular with their children may override the importance of a long-term investment in their children's&lt;br /&gt;growth and development. Or they may be focused on the proper and correct behavior of the moment.&lt;br /&gt;Any behavior that they consider improper threatens their security. They become upset, guided by the&lt;br /&gt;emotions of the moment, spontaneously reacting to the immediate concern rather than the long-term&lt;br /&gt;growth and development of the child. They may overreact and punish out of bad temper. They tend&lt;br /&gt;to love their children conditionally, making them emotionally dependent or counterdependent and&lt;br /&gt;rebellious.&lt;br /&gt;Money Centeredness. Another logical and extremely common center to people's lives is making&lt;br /&gt;money. Economic security is basic to one's opportunity to do much in any other dimension. In a&lt;br /&gt;hierarchy or continuum of needs, physical survival and financial security comes first. Other needs are&lt;br /&gt;not even activated until that basic need is satisfied, at least minimally.&lt;br /&gt;Most of us face economic worries. Many forces in the wider culture can and do act upon our&lt;br /&gt;economic situation, causing or threatening such disruption that we often experience concern and worry&lt;br /&gt;that may not always rise to the conscious surface.&lt;br /&gt;Sometimes there are apparently noble reasons given for making money, such as the desire to take&lt;br /&gt;care of one's family. And these things are important. But to focus on money-making as a center will&lt;br /&gt;bring about its own undoing.&lt;br /&gt;Consider again the four life-support factors -- security, guidance, wisdom, and power. Suppose I&lt;br /&gt;derive much of my security from my employment or from my income or net worth. Since many&lt;br /&gt;factors affect these economic foundations, I become anxious and uneasy, protective and defensive,&lt;br /&gt;about anything that may affect them. When my sense of personal worth comes from my net worth, I&lt;br /&gt;am vulnerable to anything that will affect that net worth. But work and money, per se, provide no&lt;br /&gt;wisdom, no guidance, and only a limited degree of power and security. All it takes to show the&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;limitations of a money center is a crisis in my life or in the life of a loved one.&lt;br /&gt;Money-centered people often put aside family or other priorities, assuming everyone will&lt;br /&gt;understand that economic demands come first. I know one father who was leaving with his children&lt;br /&gt;for a promised trip to the circus when a phone call came for him to come to work instead. He declined.&lt;br /&gt;When his wife suggested that perhaps he should have gone to work, he responded, "The work will&lt;br /&gt;come again, but childhood won't." For the rest of their lives his children remembered this little act of&lt;br /&gt;priority setting, not only as an object lesson in their minds but as an expression of love in their hearts.&lt;br /&gt;Work Centeredness. Work-centered people may become "workaholics," driving themselves to&lt;br /&gt;produce at the sacrifice of health, relationships, and other important areas of their lives. Their&lt;br /&gt;fundamental identity comes from their work -- "I'm a doctor," "I'm a writer," "I'm an actor."&lt;br /&gt;Because their identity and sense of self-worth are wrapped up in their work, their security is&lt;br /&gt;vulnerable to anything that happens to prevent them from continuing in it. Their guidance is a&lt;br /&gt;function of the demands of the work. Their wisdom and power come in the limited areas of their work,&lt;br /&gt;rendering them ineffective in other areas of life.&lt;br /&gt;Possession Centeredness. A driving force of many people is possessions -- not only tangible,&lt;br /&gt;material possessions such as fashionable clothes, homes, cars, boats, and jewelry, but also the intangible&lt;br /&gt;possessions of fame, glory, or social prominence. Most of us are aware, through our own experience,&lt;br /&gt;how singularly flawed such a center is, simply because it can vanish rapidly and it is influenced by so&lt;br /&gt;many forces.&lt;br /&gt;If my sense of security lies in my reputation or in the things I have, my life will be in a constant state&lt;br /&gt;of threat and jeopardy that these possessions may be lost or stolen or devalued. If I'm in the presence&lt;br /&gt;of someone of greater net worth or fame or status, I feel inferior. If I'm in the presence of someone of&lt;br /&gt;lesser net worth or fame or status, I feel superior. My sense of self-worth constantly fluctuates. I&lt;br /&gt;don't have any sense of constancy or anchorage or persistent selfhood. I am constantly trying to&lt;br /&gt;protect and insure my assets, properties, securities, position, or reputation. We have all heard stories&lt;br /&gt;of people committing suicide after losing their fortunes in a significant stock decline or their fame in a&lt;br /&gt;political reversal.&lt;br /&gt;Pleasure Centeredness. Another common center, closely allied with possessions, is that of fun and&lt;br /&gt;pleasure. We live in a world where instant gratification is available and encouraged. Television and&lt;br /&gt;movies are major influences in increasing people's expectations. They graphically portray what other&lt;br /&gt;people have and can do in living the life of ease and "fun."&lt;br /&gt;But while the glitter of pleasure-centered lifestyles is graphically portrayed, the natural result of&lt;br /&gt;such lifestyles -- the impact on the inner person, on productivity, on relationships -- is seldom&lt;br /&gt;accurately seen.&lt;br /&gt;Innocent pleasures in moderation can provide relaxation for the body and mind and can foster&lt;br /&gt;family and other relationships. But pleasure, per se, offers no deep, lasting satisfaction or sense of&lt;br /&gt;fulfillment. The pleasure-centered person, too soon bored with each succeeding level of "fun,"&lt;br /&gt;constantly cries for more and more. So the next new pleasure has to be bigger and better, more&lt;br /&gt;exciting, with a bigger "high." A person in this state becomes almost entirely narcissistic, interpreting all&lt;br /&gt;of life in terms of the pleasure it provides to the self here and now.&lt;br /&gt;Too many vacations that last too long, too many movies, too much TV, too much video game&lt;br /&gt;playing -- too much undisciplined leisure time in which a person continually takes the course of least&lt;br /&gt;resistance -- gradually wastes a life. It ensures that a person's capacities stay dormant, that talents&lt;br /&gt;remain undeveloped, that the mind and spirit become lethargic and that the heart is unfulfilled.&lt;br /&gt;Where is the security, the guidance, the wisdom, and the power? At the low end of the continuum, in&lt;br /&gt;the pleasure of a fleeting moment.&lt;br /&gt;Malcom Muggeridge writes "A Twentieth-Century Testimony":&lt;br /&gt;When I look back on my life nowadays, which I sometimes do, what strikes me most forcibly about&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;it is that what seemed at the time most significant and seductive, seems now most futile and absurd.&lt;br /&gt;For instance, success in all of its various guises; being known and being praised; ostensible pleasures,&lt;br /&gt;like acquiring money or seducing women, or traveling, going to and fro in the world and up and down&lt;br /&gt;in it like Satan, explaining and experiencing whatever Vanity Fair has to offer.&lt;br /&gt;In retrospect, all these exercises in self-gratification seem pure fantasy, what Pascal called, "licking&lt;br /&gt;the earth."&lt;br /&gt;Friend/Enemy Centeredness. Young people are particularly, though certainly not exclusively,&lt;br /&gt;susceptible to becoming friend-centered. Acceptance and belonging to a peer group can become&lt;br /&gt;almost supremely important. The distorted and ever-changing social mirror becomes the source for&lt;br /&gt;the four life-support factors, creating a high degree of dependence on the fluctuating moods, feelings,&lt;br /&gt;attitudes, and behavior of others.&lt;br /&gt;Friend centeredness can also focus exclusively on one person, taking on some of the dimensions of&lt;br /&gt;marriage. The emotional dependence on one individual, the escalating need/conflict spiral, and the&lt;br /&gt;resulting negative interactions can grow out of friend centeredness.&lt;br /&gt;And what about putting an enemy at the center of one's life? Most people would never think of it,&lt;br /&gt;and probably no one would ever do it consciously. Nevertheless, enemy centering is very common,&lt;br /&gt;particularly when there is frequent interaction between people who are in real conflict. When&lt;br /&gt;someone feels he has been unjustly dealt with by an emotionally or socially significant person, it is very&lt;br /&gt;easy for him to become preoccupied with the injustice and make the other person the center of his life.&lt;br /&gt;Rather than proactively leading his own life, the enemy-centered person is counterdependently reacting&lt;br /&gt;to the behavior and attitudes of a perceived enemy.&lt;br /&gt;One friend of mine who taught at a university became very distraught because of the weaknesses of&lt;br /&gt;a particular administrator with whom he had a negative relationship. He allowed himself to think&lt;br /&gt;about the man constantly until eventually it became an obsession. It so preoccupied him that it&lt;br /&gt;affected the quality of his relationships with his family, his church, and his working associates. He&lt;br /&gt;finally came to the conclusion that he had to leave the university and accept a teaching appointment&lt;br /&gt;somewhere else.&lt;br /&gt;"Wouldn't you really prefer to teach at this university, if the man were not here?" I asked him.&lt;br /&gt;"Yes, I would," he responded. "But as long as he is here, then my staying is too disruptive to&lt;br /&gt;everything in life. I have to go.&lt;br /&gt;"Why have you made this administrator the center of your life?" I asked him.&lt;br /&gt;He was shocked by the question. He denied it. But I pointed out to him that he was allowing one&lt;br /&gt;individual and his weaknesses to distort his entire map of life, to undermine his faith and the quality of&lt;br /&gt;his relationships with his loved ones.&lt;br /&gt;He finally admitted that this individual had had such an impact on him, but he denied that he&lt;br /&gt;himself had made all these choices. He attributed the responsibility for the unhappy situation to the&lt;br /&gt;administrator. He, himself, he declared, was not responsible.&lt;br /&gt;As we talked, little by little, he came to realize that he was indeed responsible, but that because he&lt;br /&gt;did not handle this responsibility well, he was being irresponsible.&lt;br /&gt;Many divorced people fall into a similar pattern. They are still consumed with anger and bitterness&lt;br /&gt;and self-justification regarding an ex-spouse. In a negative sense, psychologically they are still&lt;br /&gt;married -- they each need the weaknesses of the former partner to justify their accusations.&lt;br /&gt;Many "older" children go through life either secretly or openly hating their parents. They blame&lt;br /&gt;them for past abuses, neglect, or favoritism and they center their adult life on that hatred, living out the&lt;br /&gt;reactive, justifying script that accompanies it.&lt;br /&gt;The individual who is friend- or enemy-centered has no intrinsic security. Feelings of self-worth&lt;br /&gt;are volatile, a function of the emotional state or behavior of other people. Guidance comes from the&lt;br /&gt;person's perception of how others will respond, and wisdom is limited by the social lens or by an&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;enemy-centered paranoia. The individual has no power. Other people are pulling the strings.&lt;br /&gt;Church Centeredness. I believe that almost anyone who is seriously involved in any church will&lt;br /&gt;recognize that churchgoing is not synonymous with personal spirituality. There are some people who&lt;br /&gt;get so busy in church worship and projects that they become insensitive to the pressing human needs&lt;br /&gt;that surround them, contradicting the very precepts they profess to believe deeply. There are others&lt;br /&gt;who attend church less frequently or not at all but whose attitudes and behavior reflect a more genuine&lt;br /&gt;centering in the principles of the basic Judeo-Christian ethic.&lt;br /&gt;Having participated throughout my life in organized church and community service groups, I have&lt;br /&gt;found that attending church does not necessarily mean living the principles taught in those meetings.&lt;br /&gt;You can be active in a church but inactive in its gospel.&lt;br /&gt;In the church-centered life, image or appearance can become a person's dominant consideration,&lt;br /&gt;leading to hypocrisy that undermines personal security and intrinsic worth. Guidance comes from a&lt;br /&gt;social conscience, and the church-centered person tends to label others artificially in terms of "active,"&lt;br /&gt;"inactive," "liberal," "orthodox," or "conservative."&lt;br /&gt;Because the church is a formal organization made up of policies, programs, practices, and people, it&lt;br /&gt;cannot by itself give a person any deep, permanent security or sense of intrinsic worth. Living the&lt;br /&gt;principles taught by the church can do this, but the organization alone cannot.&lt;br /&gt;Nor can the church give a person a constant sense of guidance. Church-centered people often tend&lt;br /&gt;to live in compartments, acting and thinking and feeling in certain ways on the Sabbath and in totally&lt;br /&gt;different ways on weekdays. Such a lack of wholeness or unity or integrity is a further threat to&lt;br /&gt;security, creating the need for increased labeling and self-justifying.&lt;br /&gt;Seeing the church as an end rather than as a means to an end undermines a person's wisdom and&lt;br /&gt;sense of balance. Although the church claims to teach people about the source of power, it does not&lt;br /&gt;claim to be that power itself. It claims to be one vehicle through which divine power can be channeled&lt;br /&gt;into man's nature.&lt;br /&gt;Self-Centeredness. Perhaps the most common center today is the self. The most obvious form is&lt;br /&gt;selfishness, which violates the values of most people. But if we look closely at many of the popular&lt;br /&gt;approaches to growth and self-fulfillment, we often find self-centering at their core.&lt;br /&gt;There is little security, guidance, wisdom, or power in the limited center of self. Like the Dead Sea&lt;br /&gt;in Palestine, it accepts but never gives. It becomes stagnant.&lt;br /&gt;On the other hand, paying attention to the development of self in the greater perspective of&lt;br /&gt;improving one's ability to serve, to produce, to contribute in meaningful ways, gives context for&lt;br /&gt;dramatic increase in the four life-support factors&lt;br /&gt;These are some of the more common centers from which people approach life. It is often much&lt;br /&gt;easier to recognize the center in someone else's life than to see it in your own. You probably know&lt;br /&gt;someone who puts making money ahead of everything else. You probably know someone whose&lt;br /&gt;energy is devoted to justifying his or her position in an ongoing negative relationship. If you look, you&lt;br /&gt;can sometimes see beyond behavior into the center that creates it.&lt;br /&gt;Identifying Your Center&lt;br /&gt;But where do you stand? What is at the center of your own life? Sometimes that isn't easy to see&lt;br /&gt;Perhaps the best way to identify your own center is to look closely at your life-support factors. If&lt;br /&gt;you can identify with one or more of the descriptions below, you can trace it back to the center from&lt;br /&gt;which it flows, a center which may be limiting your personal effectiveness.&lt;br /&gt;If you are Spouse Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your feelings of security are based on the way your spouse treats you.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;You are highly vulnerable to the moods and feelings of your spouse.&lt;br /&gt;There is deep disappointment resulting in withdrawal or conflict when your spouse disagrees with&lt;br /&gt;you or does not meet your expectations.&lt;br /&gt;Anything that may impinge on the relationship is perceived as a threat.&lt;br /&gt;GUIDANCE&lt;br /&gt;Your direction comes from your own needs and wants and from those of your spouse.&lt;br /&gt;Your decision-making criterion is limited to what you think is best for your marriage or your mate,&lt;br /&gt;or to the preferences and opinions of your spouse.&lt;br /&gt;Your decision-making criterion is limited to what you think is best for your marriage or your mate,&lt;br /&gt;or to the preferences and opinions of your spouse.&lt;br /&gt;WISDOM&lt;br /&gt;Your life perspective surrounds things which may positively or negatively influence your spouse or&lt;br /&gt;your relationship.&lt;br /&gt;POWER&lt;br /&gt;Your power to act is limited by weaknesses in your spouse and in yourself.&lt;br /&gt;* * *&lt;br /&gt;If you are Family Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is founded on family acceptance and fulfilling family expectations.&lt;br /&gt;Your sense of personal security is as volatile as the family.&lt;br /&gt;Your feelings of self-worth are based on the family reputation.&lt;br /&gt;GUIDANCE&lt;br /&gt;Family scripting is your source of correct attitudes and behaviors.&lt;br /&gt;Your decision-making criterion is what is good for the family, or what family members want.&lt;br /&gt;WISDOM&lt;br /&gt;You interpret all of life in terms of your family, creating a partial understanding and family&lt;br /&gt;narcissism.&lt;br /&gt;POWER&lt;br /&gt;Your actions are limited by family models traditions.&lt;br /&gt;* * *&lt;br /&gt;If you are Money Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your personal worth is determined by your net worth.&lt;br /&gt;You are vulnerable to anything that threatens your economic security.&lt;br /&gt;GUIDANCE&lt;br /&gt;Profit is your decision-making criterion.&lt;br /&gt;WISDOM&lt;br /&gt;Money-making is the lens through which life is seen and understood, creating imbalanced&lt;br /&gt;judgment.&lt;br /&gt;POWER&lt;br /&gt;You are restricted to what you can accomplish with your money and your limited vision.&lt;br /&gt;* * *&lt;br /&gt;If you are Work Centered...&lt;br /&gt;SECURITY&lt;br /&gt;You tend to define yourself by your occupational role.&lt;br /&gt;You are only comfortable when you are working.&lt;br /&gt;GUIDANCE&lt;br /&gt;You make your decisions based on the needs and expectations of your work.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;WISDOM&lt;br /&gt;You tend to be limited to your work role.&lt;br /&gt;POWER&lt;br /&gt;Your actions are limited by work role models, organizational constraints, occupational opportunities,&lt;br /&gt;your boss's perceptions, and your possible inability at some point in your life to do that particular work.&lt;br /&gt;* * *&lt;br /&gt;If you are Possession Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is based on your reputation, your social status, or the tangible things you possess.&lt;br /&gt;You tend to compare what you have to what others have.&lt;br /&gt;GUIDANCE&lt;br /&gt;You make your decisions based on what will protect, increase, or better display your possessions.&lt;br /&gt;WISDOM&lt;br /&gt;You see the world in terms of comparative economic and social relationships.&lt;br /&gt;POWER&lt;br /&gt;You function within the limits of what you can buy or the social prominence you can achieve.&lt;br /&gt;* * *&lt;br /&gt;If you are Pleasure Centered...&lt;br /&gt;SECURITY&lt;br /&gt;You feel secure only when you're on a pleasure "high.&lt;br /&gt;Your security is short-lived, anesthetizing, and dependent on your environment.&lt;br /&gt;GUIDANCE&lt;br /&gt;You make your decisions based on what will give you the most pleasure.&lt;br /&gt;WISDOM&lt;br /&gt;You see the world in terms of what's in it for you.&lt;br /&gt;POWER&lt;br /&gt;Your power is almost negligible.&lt;br /&gt;* * *&lt;br /&gt;If you are Friend Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is a function of the social mirror.&lt;br /&gt;You are highly dependent on the opinion of others.&lt;br /&gt;GUIDANCE&lt;br /&gt;Your decision-making criterion is "What will they think?&lt;br /&gt;You are easily embarrassed.&lt;br /&gt;WISDOM&lt;br /&gt;You see the world through a social lens.&lt;br /&gt;Your actions are as fickle as opinion.&lt;br /&gt;POWER&lt;br /&gt;You are limited by your social comfort zone.&lt;br /&gt;* * *&lt;br /&gt;If you are Enemy Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is volatile, based on the movements of your enemy.&lt;br /&gt;You are always wondering what he is up to.&lt;br /&gt;You seek self-justification and validation from the like-minded.&lt;br /&gt;GUIDANCE&lt;br /&gt;You are counter-dependently guided by your enemy's actions.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;You make your decisions based on what will thwart your enemy.&lt;br /&gt;WISDOM&lt;br /&gt;Your judgment is narrow and distorted.&lt;br /&gt;You are defensive, over-reactive, and often paranoid.&lt;br /&gt;POWER&lt;br /&gt;The little power you do have comes from anger, envy, resentment, and vengeance -- negative energy&lt;br /&gt;that shrivels and destroys, leaving energy for littlle else.&lt;br /&gt;* * *&lt;br /&gt;If you are Church Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is based on church activity and on the esteem in which you are held by those in&lt;br /&gt;authority or influence in the church.&lt;br /&gt;You find identity and security in religious labels and comparisons.&lt;br /&gt;GUIDANCE&lt;br /&gt;You are guided by how others will evaluate your actions in the context of church teachings and&lt;br /&gt;expectations.&lt;br /&gt;WISDOM&lt;br /&gt;You see the world in terms of "believers" and "non-believers," "belongers" and "non-belongers.&lt;br /&gt;POWER&lt;br /&gt;Perceived power comes from your church position or role.&lt;br /&gt;* * *&lt;br /&gt;If you are Self-Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is constantly changing and shifting.&lt;br /&gt;GUIDANCE&lt;br /&gt;Your judgment criteria are: "If it feels good..." "What I want." "What I need." "What's in it for me?&lt;br /&gt;WISDOM&lt;br /&gt;You view the world by how decisions, events, or circumstances will affect you.&lt;br /&gt;POWER&lt;br /&gt;Your ability to act is limited to your own resources, without the benefits of interdependency.&lt;br /&gt;More often than not, a person's center is some combination of these and/or other centers. Most&lt;br /&gt;people are very much a function of a variety of influences that play upon their lives. Depending on&lt;br /&gt;external or internal conditions, one particular center may be activated until the underlying needs are&lt;br /&gt;satisfied. Then another center becomes the compelling force.&lt;br /&gt;As a person fluctuates from one center to another, the resulting relativism is like roller coasting&lt;br /&gt;through life. One moment you're high, the next moment you're low, making efforts to compensate for&lt;br /&gt;one weakness by borrowing strength from another weakness. There is no consistent sense of direction,&lt;br /&gt;no persistent wisdom, no steady power supply or sense of personal, intrinsic worth and identity.&lt;br /&gt;The ideal, of course, is to create one clear center from which you consistently derive a high degree of&lt;br /&gt;security, guidance, wisdom, and power, empowering your proactivity and giving congruency and&lt;br /&gt;harmony to every part of your life.&lt;br /&gt;A Principle Center&lt;br /&gt;By centering our lives on correct principles, we create a solid foundation for development of the four&lt;br /&gt;life-support factors&lt;br /&gt;Our security comes from knowing that, unlike other centers based on people or things which are&lt;br /&gt;subject to frequent and immediate change, correct principles do not change. We can depend on them&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Principles don't react to anything. They won't divorce us or run away with our best friend. They&lt;br /&gt;aren't out to get us. They can't pave our way with shortcuts and quick fixes. They don't depend on&lt;br /&gt;the behavior of others, the environment, or the current fad for their validity. Principles don't die.&lt;br /&gt;They aren't here one day and gone the next. They can't be destroyed by fire, earthquake, or theft.&lt;br /&gt;Principles are deep, fundamental truths, classic truths, generic common denominators. They are&lt;br /&gt;tightly interwoven threads running with exactness, consistency, beauty, and strength through the fabric&lt;br /&gt;of life.&lt;br /&gt;Even in the midst of people or circumstances that seem to ignore the principles, we can be secure in&lt;br /&gt;the knowledge that principles are bigger than people or circumstances, and that thousands of years of&lt;br /&gt;history have seen them triumph, time and time again. Even more important, we can be secure in the&lt;br /&gt;knowledge that we can validate them in our own lives, by our own experience.&lt;br /&gt;Admittedly, we're not omniscient. Our knowledge and understanding of correct principles is&lt;br /&gt;limited by our own lack of awareness of our true nature and the world around us and by the flood of&lt;br /&gt;trendy philosophies and theories that are not in harmony with correct principles. These ideas will&lt;br /&gt;have their season of acceptance, but, like many before them, they won't endure because they're built on&lt;br /&gt;false foundations.&lt;br /&gt;We are limited, but we can push back the borders of our limitations. An understanding of the&lt;br /&gt;principle of our own growth enables us to search out correct principles with the confidence that the&lt;br /&gt;more we learn, the more clearly we can focus the lens through which we see the world. The principles&lt;br /&gt;don't change; our understanding of them does.&lt;br /&gt;The wisdom and guidance that accompany Principle-Centered Living come from correct maps, from&lt;br /&gt;the way things really are, have been, and will be. Correct maps enable us to clearly see where we want&lt;br /&gt;to go and how to get there. We can make our decisions using the correct data that will make their&lt;br /&gt;implementation possible and meaningful.&lt;br /&gt;The personal power that comes from Principle-Centered Living is the power of a self-aware,&lt;br /&gt;knowledgeable, proactive individual, unrestricted by the attitudes, behaviors, and actions of others or&lt;br /&gt;by many of the circumstances and environmental influences that limit other people.&lt;br /&gt;The only real limitation of power is the natural consequences of the principles themselves. We are&lt;br /&gt;free to choose our actions, based on our knowledge of correct principles, but we are not free to choose&lt;br /&gt;the consequences of those actions. Remember, "If you pick up one end of the stick, you pick up the&lt;br /&gt;other.&lt;br /&gt;Principles always have natural consequences attached to them. There are positive consequences&lt;br /&gt;when we live in harmony with the principles. There are negative consequences when we ignore them.&lt;br /&gt;But because these principles apply to everyone, whether or not they are aware, this limitation is&lt;br /&gt;universal. And the more we know of correct principles, the greater is our personal freedom to act&lt;br /&gt;wisely.&lt;br /&gt;By centering our lives on timeless, unchanging principles, we create a fundamental paradigm of&lt;br /&gt;effective living. It is the center that puts all other centers in perspective.&lt;br /&gt;If you are Principle Centered...&lt;br /&gt;SECURITY&lt;br /&gt;Your security is based on correct principles that do not change, regardless of external conditions or&lt;br /&gt;circumstances.&lt;br /&gt;You know that true principles can repeatedly be validated in your own life, through your own&lt;br /&gt;experiences.&lt;br /&gt;As a measurement of self-improvement, correct principles function with exactness, consistency,&lt;br /&gt;beauty and strength.&lt;br /&gt;Correct principles help you understand your own development, endowing you with the confidence&lt;br /&gt;to learn more, thereby increasing your knowledge and understanding.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Your source of security provides you with an immovable, unchanging, unfailing core enabling you&lt;br /&gt;to see change as an exciting adventure and opportunity to make significant contributions.&lt;br /&gt;GUIDANCE&lt;br /&gt;You are guided by a compass which enables you to see where you want to go and how you will get&lt;br /&gt;there.&lt;br /&gt;You use accurate data which makes your decisions both implementable and meaningful.&lt;br /&gt;You stand apart from life's situations, and circumstances and look at the balanced whole. Your&lt;br /&gt;decisions and actions reflect both short and long-term considerations and implications.&lt;br /&gt;In every situation, you consciously, proactively determine the best alternative, basing decisions on&lt;br /&gt;conscience educated by principles.&lt;br /&gt;WISDOM&lt;br /&gt;Your judgment encompasses a broad spectrum of long-term consequences and reflects a wise&lt;br /&gt;balance and quiet assurance.&lt;br /&gt;You see things differently and thus you think and act differently from the largely reactive world.&lt;br /&gt;You view the world through a fundamental paradigm for effective, provident living.&lt;br /&gt;You see the world in terms of what you can do for the world and its people.&lt;br /&gt;You adopt a proactive lifestyle, seeking to serve and build others.&lt;br /&gt;You interpret all of life's experiences in terms of opportunities for learning and contribution.&lt;br /&gt;POWER&lt;br /&gt;Your power is limited only by your understanding and observance of natural law and correct&lt;br /&gt;principles and by the natural consequences of the principles themselves.&lt;br /&gt;You become a self-aware, knowledgeable, proactive individual, largely unrestricted by the attitudes,&lt;br /&gt;behaviors, or actions of others.&lt;br /&gt;Your ability to act reaches far beyond your own resources and encourages highly developed levels&lt;br /&gt;of interdependency.&lt;br /&gt;Your decisions and actions are not driven by your current financial or circumstantial limitations.&lt;br /&gt;You experience an interdependent freedom.&lt;br /&gt;Remember that your paradigm is the source from which your attitudes and behaviors flow. A&lt;br /&gt;paradigm is like a pair of glasses; it affects the way you see everything in your life. If you look at&lt;br /&gt;things through the paradigm of correct principles, what you see in life is dramatically different from&lt;br /&gt;what you see through any other centered paradigm.&lt;br /&gt;I have included in the Appendix section of this book a detailed chart which shows how each center&lt;br /&gt;we've discussed might possibly affect the way you see everything else. But for a quick understanding&lt;br /&gt;of the difference your center makes, let's look at just one example of a specific problem as seen through&lt;br /&gt;the different paradigms. As you read, try to put on each pair of glasses. Try to feel the response that&lt;br /&gt;flows from the different centers.&lt;br /&gt;Suppose tonight you have invited your wife to go to a concert. You have the tickets; she's excited&lt;br /&gt;about going. It's four o'clock in the afternoon.&lt;br /&gt;All of a sudden, your boss calls you into his office and says he needs your help through the evening&lt;br /&gt;to get ready for an important meeting at 9 A.M. tomorrow.&lt;br /&gt;If you're looking through spouse-centered or family-centered glasses, your main concern will be&lt;br /&gt;your wife. You may tell the boss you can't stay and you take her to the concert in an effort to please&lt;br /&gt;her. You may feel you have to stay to protect your job, but you'll do so grudgingly, anxious about her&lt;br /&gt;response, trying to justify your decision and protect yourself from her disappointment or anger.&lt;br /&gt;If you're looking through a money-centered lens, your main thought will be of the overtime you'll&lt;br /&gt;get or the influence working late will have on a potential raise. You may call your wife and simply tell&lt;br /&gt;her you have to stay, assuming she'll understand that economic demands come first.&lt;br /&gt;If you're work-centered, you may be thinking of the opportunity. You can learn more about the job.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;You can make some points with the boss and further your career. You may give yourself a pat on the&lt;br /&gt;back for putting hours well beyond what is required, evidence of what a hard worker you are. Your&lt;br /&gt;wife should be proud of you!&lt;br /&gt;If you're possession-centered, you might be thinking of the things the overtime income could buy.&lt;br /&gt;Or you might consider what an asset to your reputation at the office it would be if you stayed.&lt;br /&gt;Everyone would hear tomorrow how noble, how sacrificing and dedicated you are.&lt;br /&gt;If you're pleasure-centered, you'll probably can the work and go to the concert, even if your wife&lt;br /&gt;would be happy for you to work late. You deserve a night out!&lt;br /&gt;If you're friend-centered, your decision would be influenced by whether or not you had invited&lt;br /&gt;friends to attend the concert with you. Or whether your friends at work were going to stay late, too.&lt;br /&gt;If you're enemy-centered, you may stay late because you know it will give you a big edge over that&lt;br /&gt;person in the office who thinks he's the company's greatest asset. While he's off having fun, you'll be&lt;br /&gt;working and slaving, doing his work and yours, sacrificing your personal pleasure for the good of the&lt;br /&gt;company he can so blithely ignore.&lt;br /&gt;If you're church-centered, you might be influenced by plans other church members have to attend&lt;br /&gt;the concert, by whether or not any church members work at your office, or by the nature of the concert&lt;br /&gt;-- Handel's Messiah might rate higher in priority than a rock concert. Your decision might also be&lt;br /&gt;affected by what you think a "good church member" would do and by whether you view the extra work&lt;br /&gt;as "service" or "seeking after material wealth."&lt;br /&gt;If you're self-centered, you'll be focused on what will do you the most good. Would it be better for&lt;br /&gt;you to go out for the evening? Or would it be better for you to make a few points with the boss? How&lt;br /&gt;the different options affect you will be your main concern.&lt;br /&gt;As we consider various ways of looking at a single event, is it any wonder that we have "young&lt;br /&gt;lady/old lady" perception problems in our interactions with each other? Can you see how&lt;br /&gt;fundamentally our centers affect us? Right down to our motivations, our daily decisions, our actions (or,&lt;br /&gt;in too many cases, our reactions), our interpretations of events? That's why understanding your own&lt;br /&gt;center is so important. And if that center does not empower you as a proactive person, it becomes&lt;br /&gt;fundamental to your effectiveness to make the necessary Paradigm Shifts to create a center that will.&lt;br /&gt;As a principle-centered person, you try to stand apart from the emotion of the situation and from&lt;br /&gt;other factors that would act on you, and evaluate the option. Looking at the balanced whole -- the&lt;br /&gt;work needs, the family needs, other needs that may be involved and the possible implications of the&lt;br /&gt;various alternative decisions -- you'll try to come up with the best solution, taking all factors into&lt;br /&gt;consideration.&lt;br /&gt;Whether you go to the concert or stay and work is really a small part of an effective decision. You&lt;br /&gt;might make the same choice with a number of other centers. But there are several important&lt;br /&gt;differences when you are coming from a principle-centered paradigm. First, you are not being acted&lt;br /&gt;upon by other people or circumstances. You are proactively choosing what you determine to be the&lt;br /&gt;best alternative. You make your decisions consciously and knowledgeably.&lt;br /&gt;Second, you know your decision is most effective because it is based on principles with predictable&lt;br /&gt;long-term results.&lt;br /&gt;Third, what you choose to do contributes to your ultimate values in life. Staying at work to get the&lt;br /&gt;edge on someone at the office is an entirely different evening in your life from staying because you&lt;br /&gt;value your boss's effectiveness and you genuinely want to contribute to the company's welfare. The&lt;br /&gt;experiences you have as you carry out your decisions take on quality and meaning in the context of&lt;br /&gt;your life as a whole.&lt;br /&gt;Fourth, you can communicate to your wife and your boss within strong networks you've created in&lt;br /&gt;your interdependent relationships. Because you are independent, you can be effectively&lt;br /&gt;interdependent. You might decide to delegate what is delegable and come in early the next morning&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;to do the rest.&lt;br /&gt;And finally, you'll feel comfortable about your decision. Whatever you choose to do, you can focus&lt;br /&gt;on it and enjoy it.&lt;br /&gt;As a principle-centered person, you see things differently. And because you see things differently,&lt;br /&gt;you think differently, you act differently. Because you have a high degree of security, guidance,&lt;br /&gt;wisdom, and power that flows from a solid, unchanging core, you have the foundation of a highly&lt;br /&gt;proactive and highly effective life.&lt;br /&gt;Writing and Using a A Personal Mission Statement&lt;br /&gt;As we go deeply within ourselves, as we understand and realign our basic paradigms to bring them&lt;br /&gt;in harmony with correct principles, we create both an effective, empowering center and a clear lens&lt;br /&gt;through which we can see the world. We can then focus that lens on how we, as unique individuals,&lt;br /&gt;relate to that world&lt;br /&gt;Frankl says we detect rather than invent our missions in life. I like that choice of words. I think&lt;br /&gt;each of us has an internal monitor or sense, a conscience, that gives us an awareness of our own&lt;br /&gt;uniqueness and the singular contributions that we can make. In Frankl's words, "Everyone has his&lt;br /&gt;own specific vocation or mission in life. Therein he cannot be replaced, nor can his life be repeated.&lt;br /&gt;Thus, everyone's task is as unique as is his specific opportunity to implement it.&lt;br /&gt;In seeking to give verbal expression to that uniqueness, we are again reminded of the fundamental&lt;br /&gt;importance of proactivity and of working within our Circle of Influence. To seek some abstract&lt;br /&gt;meaning to our lives out in our Circle of Concern is to abdicate our proactive responsibility, to place our&lt;br /&gt;own first creation in the hands of circumstance and other people.&lt;br /&gt;Our meaning comes from within. Again, in the words of Frankl, "Ultimately, man should not ask&lt;br /&gt;what the meaning of his life is, but rather must recognize that it is he who is asked. In a word, each&lt;br /&gt;man is questioned by life; and he can only answer to life by answering for his own life; to life he can&lt;br /&gt;only respond by being responsible."&lt;br /&gt;Personal responsibility, or proactivity, is fundamental to the first creation. Returning to the&lt;br /&gt;computer metaphor, Habit 1 says "You are the programmer." Habit 2, then, says, "Write the program."&lt;br /&gt;Until you accept the idea that you are responsible, that you are the programmer, you won't really invest&lt;br /&gt;in writing the program.&lt;br /&gt;As proactive people , we can begin to give expression to what we want to be and to do in our lives.&lt;br /&gt;We can write a personal mission statement, a personal constitution.&lt;br /&gt;A mission statement is not something you write overnight. It takes deep introspection, careful&lt;br /&gt;analysis, thoughtful expression, and often many rewrites to produce it in final form. It may take you&lt;br /&gt;several weeks or even months before you feel really comfortable with it, before you feel it is a complete&lt;br /&gt;and concise expression of your innermost values and directions. Even then, you will want to review it&lt;br /&gt;regularly and make minor changes as the years bring additional insights or changing circumstances.&lt;br /&gt;But fundamentally, your mission statement becomes your constitution, the solid expression of your&lt;br /&gt;vision and values. It becomes the criterion by which you measure everything else in your life.&lt;br /&gt;I recently finished reviewing my own mission statement, which I do fairly regularly. Sitting on the&lt;br /&gt;edge of a beach, alone, at the end of a bicycle ride, I took out my organizer and hammered it out. It&lt;br /&gt;took several hours, but I felt a sense of clarity, a sense of organization and commitment, a sense of&lt;br /&gt;exhilaration and freedom.&lt;br /&gt;I find the process is as important as the product. Writing or reviewing a mission statement changes&lt;br /&gt;you because it forces you to think through your priorities deeply, carefully, and to align your behavior&lt;br /&gt;with your beliefs. As you do, other people begin to sense that you're not being driven by everything&lt;br /&gt;that happens to you. You have a sense of mission about what you're trying to do and you are excited&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;about it.&lt;br /&gt;Using Your Whole Brain&lt;br /&gt;Our self-awareness empowers us to examine our own thoughts. This is particularly helpful in&lt;br /&gt;creating a personal mission statement because the two unique human endowments that enable us to&lt;br /&gt;practice Habit 2 -- imagination and conscience -- are primarily functions of the right side of the brain.&lt;br /&gt;Understanding how to tap into that right brain capacity greatly increases our first-creation ability.&lt;br /&gt;A great deal of research has been conducted for decades on what has come to be called brain&lt;br /&gt;dominance theory. The findings basically indicated that each hemisphere of the brain -- left and right&lt;br /&gt;-- tends to specialize in and preside over different functions, process different kinds of information, and&lt;br /&gt;deal with different kinds of problems.&lt;br /&gt;Essentially, the left hemisphere is the more logical/verbal one and the right hemisphere the more&lt;br /&gt;intuitive, creative one. The left deals with words, the right with pictures; the left with parts and&lt;br /&gt;specifics, the right with wholes and the relationship between the parts. The left deals with analysis,&lt;br /&gt;which means to break apart; the right with synthesis, which means to put together. The left deals with&lt;br /&gt;sequential thinking; the right with simultaneous and holistic thinking. The left is time bound; the right&lt;br /&gt;is time free.&lt;br /&gt;Although people use both sides of the brain, one side or the other generally tends to be dominant in&lt;br /&gt;each individual. Of course, the ideal would be to cultivate and develop the ability to have good&lt;br /&gt;crossover between both sides of the brain so that a person could first sense what the situation called for&lt;br /&gt;and then use the appropriate tool to deal with it. But people tend to stay in the "comfort zone" of their&lt;br /&gt;dominant hemisphere and process every situation according to either a right- or left-brain preference.&lt;br /&gt;In the words of Abraham Maslow, "He that is good with a hammer tends to think everything is a&lt;br /&gt;nail." This is another factor that affects the "young lady/old lady" perception difference. Right-brain&lt;br /&gt;and left-brain people tend to look at things in different ways.&lt;br /&gt;We live in a primarily left-brain-dominant world, where words and measurement and logic are&lt;br /&gt;enthroned, and the more creative, intuitive, sensing, artistic aspect of our nature is often subordinated.&lt;br /&gt;Many of us find it more difficult to tap into our right-brain capacity.&lt;br /&gt;Admittedly this description is oversimplified and new studies will undoubtedly throw more light&lt;br /&gt;on brain functioning. But the point here is that we are capable of performing many different kinds of&lt;br /&gt;thought processes and we barely tap our potential. As we become aware of its different capacities, we&lt;br /&gt;can consciously use our minds to meet specific needs in more effective ways.&lt;br /&gt;Two Ways to Tap the Right Brain&lt;br /&gt;If we use the brain dominance theory as a model, it becomes evident that the quality of our first&lt;br /&gt;creation is significantly impacted by our ability to use our creative right brain. The more we are able&lt;br /&gt;to draw upon our right-brain capacity, the more fully we will be able to visualize, to synthesize, to&lt;br /&gt;transcend time and present circumstances, to project a holistic picture of what we want to do and to be&lt;br /&gt;in life.&lt;br /&gt;Expand Perspective&lt;br /&gt;Sometimes we are knocked out of our left-brain environment and thought patterns and into the right&lt;br /&gt;brain by an unplanned experience. The death of a loved one, a severe illness, a financial setback, or&lt;br /&gt;extreme adversity can cause us to stand back, look at our lives, and ask ourselves some hard questions:&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;"What's really important? Why am I doing what I'm doing?&lt;br /&gt;But if you're proactive, you don't have to wait for circumstances or other people to create&lt;br /&gt;perspective-expanding experiences. You can consciously create your own.&lt;br /&gt;There are a number of ways to do this. Through the powers of your imagination, you can visualize&lt;br /&gt;your own funeral, as we did at the beginning of this chapter. Write your own eulogy. Actually write&lt;br /&gt;it out. Be specific.&lt;br /&gt;You can visualize your twenty-fifth and then your fiftieth wedding anniversary. Have your spouse&lt;br /&gt;visualize this with you. Try to capture the essence of the family relationship you want to have created&lt;br /&gt;through your day-by-day investment over a period of that many years.&lt;br /&gt;You can visualize your retirement from your present occupation. What contributions, what&lt;br /&gt;achievements will you want to have made in your field? What plans will you have after retirement?&lt;br /&gt;Will you enter a second career?&lt;br /&gt;Expand your mind. Visualize in rich detail. Involve as many emotions and feelings as possible.&lt;br /&gt;Involve as many of the senses as you can.&lt;br /&gt;I have done similar visualization exercises with some of my university classes. "Assume you only&lt;br /&gt;have this one semester to live," I tell my students, "and that during this semester you are to stay in&lt;br /&gt;school as a good student. Visualize how you would spend your semester.&lt;br /&gt;Things are suddenly placed in a different perspective. Values quickly surface that before weren't&lt;br /&gt;even recognized.&lt;br /&gt;I have also asked students to live with that expanded perspective for a week and keep a diary of&lt;br /&gt;their experiences.&lt;br /&gt;The results are very revealing. They start writing to parents to tell them how much they love and&lt;br /&gt;appreciate them. They reconcile with a brother, a sister, a friend where the relationship has&lt;br /&gt;deteriorated.&lt;br /&gt;The dominant, central theme of their activities, the underlying principle, is love. The futility of&lt;br /&gt;bad-mouthing, bad thinking, put-downs, and accusation becomes very evident when they think in&lt;br /&gt;terms of having only a short time to live. Principles and values become more evident to everybody.&lt;br /&gt;There are a number of techniques using your imagination that can put you in touch with your&lt;br /&gt;values. But the net effect of every one I have ever used is the same. When people seriously&lt;br /&gt;undertake to identify what really matters most to them in their lives, what they really want to be and to&lt;br /&gt;do, they become very reverent. They start to think in larger terms than today and tomorrow.&lt;br /&gt;Visualization and Affirmation&lt;br /&gt;Personal leadership is not a singular experience. It doesn't begin and end with the writing of a&lt;br /&gt;personal mission statement. It is, rather, the ongoing process of keeping your vision and values before&lt;br /&gt;you and aligning your life to be congruent with those most important things. And in that effort, your&lt;br /&gt;powerful right-brain capacity can be a great help to you on a daily basis as you work to integrate your&lt;br /&gt;personal mission statement into your life. It's another application of "Begin with the End in Mind."&lt;br /&gt;Let's go back to an example we mentioned before. Suppose I am a parent who really deeply loves&lt;br /&gt;my children. Suppose I identify that as one of my fundamental values in my personal mission&lt;br /&gt;statement. But suppose, on a daily basis, I have trouble overreacting.&lt;br /&gt;I can use my right-brain power of visualization to write an "affirmation" that will help me become&lt;br /&gt;more congruent with my deeper values in my daily life.&lt;br /&gt;A good affirmation has five basic ingredients: it's personal, it's positive, it's present tense, it's visual,&lt;br /&gt;and it's emotional. So I might write something like this: "It is deeply satisfying (emotional) that I&lt;br /&gt;(personal) respond (present tense) with wisdom, love, firmness, and self-control (positive) when my&lt;br /&gt;children misbehave."&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Then I can visualize it. I can spend a few minutes each day and totally relax my mind and body. I&lt;br /&gt;can think about situations in which my children might misbehave. I can visualize them in rich detail.&lt;br /&gt;I can feel the texture of the chair I might be sitting on, the floor under my feet, the sweater I'm wearing.&lt;br /&gt;I can see the dress my daughter has on, the expression on her face. The more clearly and vividly I can&lt;br /&gt;imagine the detail, the more deeply I will experience it, the less I will see it as a spectator.&lt;br /&gt;Then I can see her do something very specific which normally makes my heart pound and my&lt;br /&gt;temper start to flare. But instead of seeing my normal response, I can see myself handle the situation&lt;br /&gt;with all the love, the power, the self-control I have captured in my affirmation. I can write the&lt;br /&gt;program, write the script, in harmony with my values, with my personal mission statement.&lt;br /&gt;And if I do this, day after day my behavior will change. Instead of living out of the scripts given to&lt;br /&gt;me by my own parents or by society or by genetics or my environment, I will be living out of the script I&lt;br /&gt;have written from my own self-selected value system.&lt;br /&gt;I have helped and encouraged my son, Sean, to use this affirmation process extensively throughout&lt;br /&gt;his football career. We started when he played quarterback in high school, and eventually, I taught&lt;br /&gt;him how to do it on his own.&lt;br /&gt;We would try to get him in a very relaxed state of mind through deep breathing and progressive&lt;br /&gt;muscle relaxation technique so that he became very quiet inside. Then I would help him visualize&lt;br /&gt;himself right in the heat of the toughest situations imaginable.&lt;br /&gt;He would imagine a big blitz coming at him fast. He had to read the blitz and respond. He&lt;br /&gt;would imagine giving audibles at the line after reading defenses. He would imagine quick reads with&lt;br /&gt;his first receiver, his second receiver, his third receiver. He would imagine options that he normally&lt;br /&gt;wouldn't do.&lt;br /&gt;At one point in his football career, he told me he was constantly getting uptight. As we talked, I&lt;br /&gt;realized that he was visualizing uptightness. So we worked on visualizing relaxation in the middle of&lt;br /&gt;the big pressure circumstance. We discovered that the nature of the visualization is very important.&lt;br /&gt;If you visualize the wrong thing, you'll produce the wrong thing.&lt;br /&gt;Dr. Charles Garfield has done extensive research on peak performers, both in athletics and in&lt;br /&gt;business. He became fascinated with peak performance in his work with the NASA program,&lt;br /&gt;watching the astronauts rehearse everything on earth again and again in a simulated environment&lt;br /&gt;before they went to space. Although he had a doctorate in mathematics, he decided to go back and get&lt;br /&gt;another Ph.D. in the field of psychology and study the characteristics of peak performers.&lt;br /&gt;One of the main things his research showed was that almost all of the world-class athletes and other&lt;br /&gt;peak performers are visualizers. They see it; they feel it; they experience it before they actually do it.&lt;br /&gt;They Begin with the End in Mind.&lt;br /&gt;You can do it in every area of your life. Before a performance, a sales presentation, a difficult&lt;br /&gt;confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over&lt;br /&gt;again. Create an internal "comfort zone." Then, when you get into the situation, it isn't foreign. It&lt;br /&gt;doesn't scare you.&lt;br /&gt;Your creative, visual right brain is one of your most important assets, both in creating your personal&lt;br /&gt;mission statement and in integrating it into your life.&lt;br /&gt;There is an entire body of literature and audio and video tapes that deals with this process of&lt;br /&gt;visualization and affirmation. Some of the more recent developments in this field include such things&lt;br /&gt;as subliminal programming, neurolinguistic programming, and new forms of relaxation and self-talk&lt;br /&gt;processes. These all involve explanation, elaboration, and different packaging of the fundamental&lt;br /&gt;principles of the first creation.&lt;br /&gt;My review of the success literature brought me in contact with hundreds of books on this subject.&lt;br /&gt;Although some made extravagant claims and relied on anecdotal rather than scientific evidence, I think&lt;br /&gt;that most of the material is fundamentally sound. The majority of it appears to have originally come&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;out of the study of the Bible by many individuals.&lt;br /&gt;In effective personal leadership, visualization and affirmation techniques emerge naturally out of a&lt;br /&gt;foundation of well thought through purposes and principles that become the center of a person's life.&lt;br /&gt;They are extremely powerful in rescripting and reprogramming, into writing deeply committed-to&lt;br /&gt;purposes and principles into one's heart and mind. I believe that central to all enduring religions in&lt;br /&gt;society are the same principles and practices clothed in different language -- meditation, prayer,&lt;br /&gt;covenants, ordinances, scripture study, empathy, compassion, and many different forms of the use of&lt;br /&gt;both conscience and imagination.&lt;br /&gt;But if these techniques become part of the personality ethic and are severed from a base of character&lt;br /&gt;and principles, they can be misused and abused in serving other centers, primarily the self center.&lt;br /&gt;Affirmation and visualization are forms of programming, and we must be certain that we do not&lt;br /&gt;submit ourselves to any programming that is not in harmony with our basic center or that comes from&lt;br /&gt;sources centered on money-making, self interest, or anything other than correct principles.&lt;br /&gt;The imagination can be used to achieve the fleeting success that comes when a person is focused on&lt;br /&gt;material gain or on "what's in it for me." But I believe the higher use of imagination is in harmony with&lt;br /&gt;the use of conscience to transcend self and create a life of contribution based on unique purpose and on&lt;br /&gt;the principles that govern interdependent reality.&lt;br /&gt;Identifying Roles and Goals&lt;br /&gt;Of course, the logical/verbal left brain becomes important also as you attempt to capture your&lt;br /&gt;right-brain images, feelings, and pictures in the words of a written mission statement. Just as&lt;br /&gt;breathing exercises help integrate body and mind, writing is a kind of psycho-neural muscular activity&lt;br /&gt;which helps bridge and integrate the conscious and subconscious minds. Writing distills, crystallizes,&lt;br /&gt;and clarifies thought and helps break the whole into parts.&lt;br /&gt;We each have a number of different roles in our lives -- different areas or capacities in which we&lt;br /&gt;have responsibility. I may, for example, have a role as an individual, a husband, a father, a teacher, a&lt;br /&gt;church member, and a businessman. And each of these roles is important.&lt;br /&gt;One of the major problems that arises when people work to become more effective in life is that they&lt;br /&gt;don't think broadly enough. They lose the sense of proportion, the balance, the natural ecology&lt;br /&gt;necessary to effective living. They may get consumed by work and neglect personal health. In the&lt;br /&gt;name of professional success, they may neglect the most precious relationships in their lives.&lt;br /&gt;You may find that your mission statement will be much more balanced, much easier to work with, if&lt;br /&gt;you break it down into the specific role areas of your life and the goals you want to accomplish in each&lt;br /&gt;area. Look at your professional role. You might be a salesperson, or a manager, or a product&lt;br /&gt;developer. What are you about in that area? What are the values that should guide you? Think of your&lt;br /&gt;personal roles -- husband, wife, father, mother, neighbor, friend. What are you about in those roles?&lt;br /&gt;What's important to you? Think of community roles -- the political area, public service, volunteer&lt;br /&gt;organizations.&lt;br /&gt;One executive has used the idea of roles and goals to create the following mission statement:&lt;br /&gt;My mission is to live with integrity and to make a difference in the lives of others.&lt;br /&gt;To fulfill this mission:&lt;br /&gt;I have charity: I seek out and love the one -- each one -- regardless of his situation.&lt;br /&gt;I sacrifice: I devote my time, talents, and resources to my mission.&lt;br /&gt;I inspire: I teach by example that we are all children of a loving Heavenly Father and that every&lt;br /&gt;Goliath can be overcome.&lt;br /&gt;I am impactful: What I do makes a difference in the lives of others.&lt;br /&gt;These roles take priority in achieving my mission:&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Husband -- my partner is the most important person in my life. Together we contribute the fruits&lt;br /&gt;of harmony, industry, charity, and thrift.&lt;br /&gt;Father -- I help my children experience progressively greater joy in their lives.&lt;br /&gt;Son/Brother -- I am frequently "there" for support and love.&lt;br /&gt;Christian -- God can count on me to keep my covenants and to serve his other children.&lt;br /&gt;Neighbor -- The love of Christ is visible through my actions toward others.&lt;br /&gt;Change Agent -- I am a catalyst for developing high performance in large organizations.&lt;br /&gt;Scholar -- I learn important new things every day.&lt;br /&gt;Writing your mission in terms of the important roles in your life gives you balance and harmony.&lt;br /&gt;It keeps each role clearly before you. You can review your roles frequently to make sure that you don't&lt;br /&gt;get totally absorbed by one role to the exclusion of others that are equally or even more important in&lt;br /&gt;your life.&lt;br /&gt;After you identify your various roles, then you can think about the Long Term Goals are plans you&lt;br /&gt;make that support the principles described in your Mission Statement. These goals should represent&lt;br /&gt;areas you want to focus on in the near future. Typically, Long Term Goals take longer than a week to&lt;br /&gt;complete, but are most specific than the lifetime goals of your Mission Statement.long-term goals you&lt;br /&gt;want to accomplish in each of those roles. We're into the right brain again, using imagination,&lt;br /&gt;creativity, conscience, and inspiration. If these goals are the extension of a mission statement based on&lt;br /&gt;correct principles, they will be vitally different from the goals people normally set. They will be in&lt;br /&gt;harmony with correct principles, with natural laws, which gives you greater power to achieve them.&lt;br /&gt;They are not someone else's goals you have absorbed. They are your goals. They reflect your deepest&lt;br /&gt;values, your unique talent, your sense of mission. And they grow out of your chosen roles in life.&lt;br /&gt;An effective goal focuses primarily on results rather than activity. It identifies where you want to&lt;br /&gt;be, and, in the process, helps you determine where you are. It gives you important information on&lt;br /&gt;how to get there, and it tells you when you have arrived. It unifies your efforts and energy. It gives&lt;br /&gt;meaning and purpose to all you do. And it can finally translate itself into daily activities so that you&lt;br /&gt;are proactive, you are in charge of your life, you are making happen each day the things that will enable&lt;br /&gt;you to fulfill your personal mission statement.&lt;br /&gt;Roles and goals give structure and organized direction to your personal mission. If you don't yet&lt;br /&gt;have a personal mission statement, it's a good place to begin. Just identifying the various areas of your&lt;br /&gt;life and the two or three important results you feel you should accomplish in each area to move ahead&lt;br /&gt;gives you an overall perspective of your life and a sense of direction.&lt;br /&gt;As we move into Habit 3, we'll go into greater depth in the area of short-term goals. The important&lt;br /&gt;application at this point is to identify roles and long-term goals as they relate to your personal mission&lt;br /&gt;statement. These roles and long-term goals will provide the foundation for effective goal setting and&lt;br /&gt;achieving when we get to the Habit 3 day-to-day management of life and time.&lt;br /&gt;Family Mission Statements&lt;br /&gt;Because Habit 2 is based on principle, it has broad application. In addition to individuals, families,&lt;br /&gt;service groups, and organizations of all kinds become significantly more effective as they Begin with the&lt;br /&gt;End in Mind.&lt;br /&gt;Many families are managed on the basis of crises, moods, quick fixes, and instant gratification -- not&lt;br /&gt;on sound principles. Symptoms surface whenever stress and pressure mount: people become cynical,&lt;br /&gt;critical, or silent or they start yelling and overreacting. Children who observe these kinds of behavior&lt;br /&gt;grow up thinking the only way to solve problems is flight or fight.&lt;br /&gt;The core of any family is what is changeless, what is always going to be there -- shared vision and&lt;br /&gt;values. By writing a family mission statement, you give expression to its true foundation.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;This mission statement becomes its constitution, the standard, the criterion for evaluation and&lt;br /&gt;decision making. It gives continuity and unity to the family as well as direction. When individual&lt;br /&gt;values are harmonized with those of the family, members work together for common purposes that are&lt;br /&gt;deeply felt.&lt;br /&gt;Again, the process is as important as the product. The very process of writing and refining a&lt;br /&gt;mission statement becomes a key way to improve the family. Working together to create a mission&lt;br /&gt;statement builds the PC capacity to live it.&lt;br /&gt;By getting input from every family member, drafting a statement, getting feedback, revising it, and&lt;br /&gt;using wording from different family members, you get the family talking, communicating, on things&lt;br /&gt;that really matter deeply. The best mission statements are the result of family members coming&lt;br /&gt;together in a spirit of mutual respect, expressing their different views, and working together to create&lt;br /&gt;something greater than any one individual could do alone. Periodic review to expand perspective,&lt;br /&gt;shift emphasis or direction, amend or give new meaning to time-worn phrases can keep the family&lt;br /&gt;united in common values and purposes.&lt;br /&gt;The mission statement becomes the framework for thinking, for governing the family. When the&lt;br /&gt;problems and crises come, the constitution is there to remind family members of the things that matter&lt;br /&gt;most and to provide direction for problem solving and decision making based on correct principles.&lt;br /&gt;In our home, we put our mission statement up on a wall in the family room so that we can look at it&lt;br /&gt;and monitor ourselves daily. When we read the phrases about the sounds of love in our home, order,&lt;br /&gt;responsible independence, cooperation, helpfulness, meeting needs, developing talents, showing&lt;br /&gt;interest in each other's talents, and giving service to others it gives us some criteria to know how we're&lt;br /&gt;doing in the things that matter most to us as a family.&lt;br /&gt;When we plan our family goals and activities, we say, "In light of these principles, what are the goals&lt;br /&gt;we're going to work on? What are our action plans to accomplish our goals and actualize these values?"&lt;br /&gt;We review the statement frequently and rework goals and jobs twice a year, in September and June&lt;br /&gt;-- the beginning of school and the end of school -- to reflect the situation as it is, to improve it, to&lt;br /&gt;strengthen it. It renews us, it recommits us to what we believe in, what we stand for.&lt;br /&gt;Organizational Mission Statements&lt;br /&gt;Mission statements are also vital to successful organizations. One of the most important thrusts of&lt;br /&gt;my work with organizations is to assist them in developing effective mission statements. And to be&lt;br /&gt;effective, that statement has to come from within the bowels of the organization. Everyone should&lt;br /&gt;participate in a meaningful way -- not just the top strategy planners, but everyone. Once again, the&lt;br /&gt;involvement process is as important as the written product and is the key to its use.&lt;br /&gt;I am always intrigued whenever I go to IBM and watch the training process there. Time and time&lt;br /&gt;again, I see the leadership of the organization come into a group and say that IBM stands for three&lt;br /&gt;things: the dignity of the individual, excellence, and service.&lt;br /&gt;These things represent the belief system of IBM. Everything else will change, but these three things&lt;br /&gt;will not change. Almost like osmosis, this belief system has spread throughout the entire organization,&lt;br /&gt;providing a tremendous base of shared values and personal security for everyone who works there.&lt;br /&gt;Once I was training a group of people for IBM in New York. It was small group, about 20 people,&lt;br /&gt;and one of them became ill. He called his wife in California, who expressed concern because his illness&lt;br /&gt;required a special treatment. The IBM people responsible for the training session arranged to have&lt;br /&gt;him taken to an excellent hospital with medical specialists in the disease. But they could sense that his&lt;br /&gt;wife was uncertain and really wanted him home where their personal physician could handle the&lt;br /&gt;problem.&lt;br /&gt;So they decided to get him home. Concerned about the time involved in driving him to the airport&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;and waiting for a commercial plane, they brought in a helicopter, flew him to the airport, and hired a&lt;br /&gt;special plane just to take this man to California.&lt;br /&gt;I don't know what costs that involved; my guess would be many thousands of dollars. But IBM&lt;br /&gt;believes in the dignity of the individual. That's what the company stands for. To those present, that&lt;br /&gt;experience represented its belief system and was no surprise. I was impressed.&lt;br /&gt;At another time, I was scheduled to train 175 shopping center managers at a particular hotel. I was&lt;br /&gt;amazed at the level of service there. It wasn't a cosmetic thing. It was evident at all levels,&lt;br /&gt;spontaneously, without supervision.&lt;br /&gt;I arrived quite late, checked in, and asked if room service were available. The man at the desk said,&lt;br /&gt;"No, Mr. Covey, but if you're interested, I could go back and get a sandwich or a salad or whatever&lt;br /&gt;you'd like that we have in the kitchen." His attitude was one of total concern about my comfort and&lt;br /&gt;welfare. "Would you like to see your convention room?" he continued. "Do you have everything you&lt;br /&gt;need? What can I do for you? I'm here to serve you."&lt;br /&gt;There was no supervisor there checking up. This man was sincere.&lt;br /&gt;The next day I was in the middle of a presentation when I discovered that I didn't have all the&lt;br /&gt;colored markers I needed. So I went out into the hall during the brief break and found a bellboy&lt;br /&gt;running to another convention. "I've got a problem," I said. "I'm here training a group of managers&lt;br /&gt;and I only have a short break. I need some more colored pens.&lt;br /&gt;He whipped around and almost came to attention. He glanced at my name tag and said, "Mr.&lt;br /&gt;Covey, I will solve your problem."&lt;br /&gt;He didn't say, "I don't know where to go" or "well, go and check the front desk." He just took care of&lt;br /&gt;it. And he made me feel like it was his privilege to do so.&lt;br /&gt;Later, I was in the side lobby, looking at some of the art objects. Someone from the hotel came up&lt;br /&gt;to me and said, "Mr. Covey, would you like to see a book that describes the art objects in this hotel?"&lt;br /&gt;How anticipatory! How service-oriented!&lt;br /&gt;I next observed one of the employees high up on a ladder cleaning windows in the lobby. From his&lt;br /&gt;vantage point he saw a woman having a little difficulty in the garden with a walker. She hadn't really&lt;br /&gt;fallen, and she was with other people. But he climbed down that ladder, went outside, helped the&lt;br /&gt;woman into the lobby and saw that she was properly taken care of. Then he went back and finished&lt;br /&gt;cleaning the windows.&lt;br /&gt;I wanted to find out how this organization had created a culture where people bought so deeply into&lt;br /&gt;the value of customer service. I interviewed housekeepers, waitresses, bellboys in that hotel and&lt;br /&gt;found that this attitude had impregnated the minds, hearts, and attitudes of every employee there.&lt;br /&gt;I went through the back door into the kitchen, where I saw the central value: "Uncompromising&lt;br /&gt;personalized service." I finally went to the manager and said, "My business is helping organizations&lt;br /&gt;develop a powerful team character, a team culture. I am amazed at what you have here."&lt;br /&gt;"Do you want to know the real key?" he inquired. He pulled out the mission statement for the hotel&lt;br /&gt;chain.&lt;br /&gt;After reading it, I acknowledged, "That's an impressive statement. But I know many companies&lt;br /&gt;that have impressive mission statements."&lt;br /&gt;"Do you want to see the one for this hotel?" he asked.&lt;br /&gt;"Do you mean you developed one just for this hotel?"&lt;br /&gt;"Yes."&lt;br /&gt;"Different from the one for the hotel chain?"&lt;br /&gt;"Yes. It's in harmony with that statement, but this one pertains to our situation, our environment,&lt;br /&gt;our time." He handed me another paper.&lt;br /&gt;"Who developed this mission statement?" I asked.&lt;br /&gt;"Everybody," he replied.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;"Everybody? Really, everybody?"&lt;br /&gt;"Yes."&lt;br /&gt;"Housekeepers?"&lt;br /&gt;"Yes."&lt;br /&gt;"Waitresses?"&lt;br /&gt;"Yes."&lt;br /&gt;"Desk clerks?"&lt;br /&gt;"Yes. Do you want to see the mission statement written by the people who greeted you last night?"&lt;br /&gt;He pulled out a mission statement that they, themselves, had written that was interwoven with all the&lt;br /&gt;other mission statements. Everyone, at every level, was involved.&lt;br /&gt;The mission statement for that hotel was the hub of a great wheel. It spawned the thoughtful, more&lt;br /&gt;specialized mission statements of particular groups of employees. It was used as the criterion for&lt;br /&gt;every decision that was made. It clarified what those people stood for -- how they related to the&lt;br /&gt;customer, how they related to each other. It affected the style of the managers and the leaders. It&lt;br /&gt;affected the compensation system. It affected the kind of people they recruited and how they trained&lt;br /&gt;and developed them. Every aspect of that organization, essentially, was a function of that hub, that&lt;br /&gt;mission statement.&lt;br /&gt;I later visited another hotel in the same chain, and the first thing I did when I checked in was to ask&lt;br /&gt;to see their mission statement, which they promptly gave me. At this hotel, I came to understand the&lt;br /&gt;motto "Uncompromising personalized service" a little more.&lt;br /&gt;For a three-day period, I watched every conceivable situation where service was called for. I&lt;br /&gt;always found that service was delivered in a very impressive, excellent way. But it was always also&lt;br /&gt;very personalized. For instance, in the swimming area I asked the attendant where the drinking&lt;br /&gt;fountain was. He walked me to it.&lt;br /&gt;But the thing that impressed me the very most was to see an employee, on his own, admit a mistake&lt;br /&gt;to his boss. We ordered room service, and were told when it would be delivered to the room. On the&lt;br /&gt;way to our room, the room service person spilled the hot chocolate, and it took a few extra minutes to&lt;br /&gt;go back and change the linen on the tray and replace the drink. So the room service was about fifteen&lt;br /&gt;minutes late, which was really not that important to us.&lt;br /&gt;Nevertheless, the next morning the room service manager phoned us to apologize and invited us to&lt;br /&gt;have either the buffet breakfast or a room service breakfast, compliments of the hotel, to in some way&lt;br /&gt;compensate for the inconvenience.&lt;br /&gt;What does it say about the culture of an organization when an employee admits his own mistake,&lt;br /&gt;unknown to anyone else, to the manager so that customer or guest is better taken care of!&lt;br /&gt;As I told the manager of the first hotel I visited, I know a lot of companies with impressive mission&lt;br /&gt;statements. But there is a real difference, all the difference in the world, in the effectiveness of a&lt;br /&gt;mission statement created by everyone involved in the organization and one written by a few top&lt;br /&gt;executives behind a mahogany wall.&lt;br /&gt;One of the fundamental problems in organizations, including families, is that people are not&lt;br /&gt;committed to the determinations of other people for their lives. They simply don't buy into them.&lt;br /&gt;Many times as I work with organizations, I find people whose goals are totally different from the&lt;br /&gt;goals of the enterprise. I commonly find reward systems completely out of alignment with stated&lt;br /&gt;value systems.&lt;br /&gt;When I begin work with companies that have already developed some kind of mission statement, I&lt;br /&gt;ask them, "How many of the people here know that you have a mission statement? How many of you&lt;br /&gt;know what it contains? How many were involved in creating it? How many really buy into it and use it&lt;br /&gt;as your frame of reference in making decisions?"&lt;br /&gt;Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underline it.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;No involvement, no commitment.&lt;br /&gt;Now, in the early stages -- when a person is new to an organization or when a child in the family is&lt;br /&gt;young -- you can pretty well give them a goal and they'll buy it, particularly if the relationship,&lt;br /&gt;orientation, and training are good.&lt;br /&gt;But when people become more mature and their own lives take on a separate meaning, they want&lt;br /&gt;involvement, significant involvement. And if they don't have that involvement, they don't buy it.&lt;br /&gt;Then you have a significant motivational problem which cannot be solved at the same level of thinking&lt;br /&gt;that created it.&lt;br /&gt;That's why creating an organizational mission statement takes time, patience, involvement, skill, and&lt;br /&gt;empathy. Again, it's not a quick fix. It takes time and sincerity, correct principles, and the courage&lt;br /&gt;and integrity to align systems, structure, and management style to the shared vision and values. But&lt;br /&gt;it's based on correct principles and it works.&lt;br /&gt;An organizational mission statement -- one that truly reflects the deep shared vision and values of&lt;br /&gt;everyone within that organization -- creates a great unity and tremendous commitment. It creates in&lt;br /&gt;people's hearts and minds a frame of reference, a set of criteria or guidelines, by which they will govern&lt;br /&gt;themselves. They don't need someone else directing, controlling, criticizing, or taking cheap shots.&lt;br /&gt;They have bought into the changeless core of what the organization is about.&lt;br /&gt;Application Suggestions&lt;br /&gt;1. Take the time to record the impressions you had in the funeral visualization at the beginning of&lt;br /&gt;this chapter. You may want to use the chart below to organize your thoughts.&lt;br /&gt;2. Take a few moments and write down your roles as you now see them. Are you satisfied with&lt;br /&gt;that mirror image of your life.&lt;br /&gt;3. Set up time to completely separate yourself from daily activities and to begin work on your&lt;br /&gt;personal mission statement.&lt;br /&gt;4. Go through the chart in Appendix A showing different centers and circle all those you can&lt;br /&gt;identify with. Do they form a pattern for the behavior in your life? Are you comfortable with the&lt;br /&gt;implications of your analysis.&lt;br /&gt;5. Start a collection of notes, quotes, and ideas you may want to use as resource material in writing&lt;br /&gt;your .personal mission statement.&lt;br /&gt;6. Identify a project you will be facing in the near future and apply the principles of mental&lt;br /&gt;creation. Write down the results you desire and what steps will lead to those results.&lt;br /&gt;7. Share the principles of Habit 2 with your family or work group and suggest that together you&lt;br /&gt;begin the process of developing a family or group mission statement.&lt;br /&gt;Habit 3: Put First Things First TM -- Principles of Personal Managemen&lt;br /&gt;Things which matter most must never be at the mercy of things which matter least&lt;br /&gt;-- Goeth&lt;br /&gt;* *&lt;br /&gt;Will you take just a moment and write down a short answer to the following two questions? Your&lt;br /&gt;answers will be important to you as you begin work on Habit 3.&lt;br /&gt;Question 1: What one thing could you do (you aren't doing now) that if you did on a regular basis,&lt;br /&gt;would make a tremendous positive difference in your personal life?&lt;br /&gt;Question 2: What one thing in your business or professional life would bring similar results?&lt;br /&gt;We'll come back to these answers later. But first, let's put Habit 3 in perspective&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;Habit 3 is the personal fruit, the practical fulfillment of Habits 1 and 2.&lt;br /&gt;Habit 1 says, "You're the creator. You are in charge." It's based on the four unique human&lt;br /&gt;endowments of imagination, conscience, independent will, and particularly, self-awareness. It&lt;br /&gt;empowers you to say, "That's an unhealthy program I've been given from my childhood, from my social&lt;br /&gt;mirror. I don't like that ineffective script. I can change."&lt;br /&gt;Habit 2 is the first or mental creation. It's based on imagination -- the ability to envision, to see the&lt;br /&gt;potential, to create with our minds what we cannot at present see without eyes; and conscience -- the&lt;br /&gt;ability to detect our own uniqueness and the personal, moral, and ethical guidelines within which we&lt;br /&gt;can most happily fulfill it. It's the deep contact with our basic paradigms and values and the vision of&lt;br /&gt;what we can become.&lt;br /&gt;Habit 3, then, is the second creation -- the physical creation. It's the fulfillment, the actualization,&lt;br /&gt;the natural emergence of Habits 1 and 2. It's the exercise of independent will toward becoming&lt;br /&gt;principle-centered. It's the day-in, day-out, moment-by-moment doing it.&lt;br /&gt;Habits 1 and 2 are absolutely essential and prerequisite to Habit 3. You can't become&lt;br /&gt;principle-centered without first being aware of and developing your own proactive nature. You can't&lt;br /&gt;become principle-centered without first being aware of your paradigms and understanding how to shift&lt;br /&gt;them and align them with principles. You can't become principle-centered without a vision of and a&lt;br /&gt;focus on the unique contribution that is yours to make.&lt;br /&gt;But with that foundation, you can become principle-centered, day-in and day-out,&lt;br /&gt;moment-by-moment, by living Habit 3 -- by practicing effective self-management.&lt;br /&gt;Management, remember, is clearly different from leadership. Leadership is primarily a&lt;br /&gt;high-powered, right-brain activity. It's more of an art; it's based on a philosophy. You have to ask&lt;br /&gt;the ultimate questions of life when you're dealing with personal leadership issues.&lt;br /&gt;But once you have dealt with those issues, once you have resolved them, you then have to manage&lt;br /&gt;yourself effectively to create a life congruent with your answers. The ability to manage well doesn't&lt;br /&gt;make much difference if you're not even in the "right jungle." But if you are in the right jungle, it&lt;br /&gt;makes all the difference. In fact, the ability to manage well determines the quality and even the&lt;br /&gt;existence of the second creation. Management is the breaking down, the analysis, the sequencing, the&lt;br /&gt;specific application, the time-bound left-brain aspect of effective self-government. My own maxim of&lt;br /&gt;personal effectiveness is this: Manage from the left; lead from the right.&lt;br /&gt;The Power of Independent Will&lt;br /&gt;In addition to self-awareness, imagination, and conscience, it is the fourth human endowment --&lt;br /&gt;independent will -- that really makes effective self-management possible. It is the ability to make&lt;br /&gt;decisions and choices and to act in accordance with them. It is the ability to act rather than to be acted&lt;br /&gt;upon, to proactively carry out the program we have developed through the other three endowments.&lt;br /&gt;The human will is an amazing thing. Time after time, it has triumphed against unbelievable odds.&lt;br /&gt;The Helen Kellers of this world give dramatic evidence to the value, the power of the independent will.&lt;br /&gt;But as we examine this endowment in the context of effective self-management, we realize it's&lt;br /&gt;usually not the dramatic, the visible, the once-in-a-lifetime, up-by-the-bootstraps effort that brings&lt;br /&gt;enduring success. Empowerment comes from the learning how to use this great endowment in the&lt;br /&gt;decisions we make every day.&lt;br /&gt;The degree to which we have developed our independent will in our everyday lives is measured by&lt;br /&gt;our personal integrity. Integrity is, fundamentally, the value we place on ourselves. It's our ability to&lt;br /&gt;make and keep commitments to ourselves, to "walk our talk." It's honor with self, a fundamental&lt;br /&gt;part of the character ethic, the essence of proactive growth.&lt;br /&gt;Effective management is putting first things first. While leadership decides what "first things" are,&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;it is management that puts them first, day-by-day, moment-by-moment. Management is discipline,&lt;br /&gt;carrying it out.&lt;br /&gt;Discipline derives from disciple -- disciple to a philosophy, disciple to a set of principles, disciple to&lt;br /&gt;a set of values, disciple to an overriding purpose, to a superordinate goal or a person who represents&lt;br /&gt;that goal.&lt;br /&gt;In other words, if you are an effective manager of your self, your discipline comes from within; it is a&lt;br /&gt;function of your independent will. You are a disciple, a follower, of your own deep values and their&lt;br /&gt;source. And you have the will, the integrity, to subordinate your feelings, your impulses, your moods&lt;br /&gt;to those values.&lt;br /&gt;One of my favorite essays is "The Common Denominator of Success," written by E. M. Gray. He&lt;br /&gt;spent his life searching for the one denominator that all successful people share. He found it wasn't&lt;br /&gt;hard work, good luck, or astute human relations, though those were all important. The one factor that&lt;br /&gt;seemed to transcend all the rest embodies the essence of Habit 3: Putting First Things First.&lt;br /&gt;"The successful person has the habit of doing the things failures don't like to do," he observed.&lt;br /&gt;"They don't like doing them either necessarily. But their disliking is subordinated to the strength of&lt;br /&gt;their purpose."&lt;br /&gt;That subordination requires a purpose, a mission, a Habit 2 clear sense of direction and value, a&lt;br /&gt;burning "Yes!" inside that makes it possible to say "no" to other things. It also requires independent&lt;br /&gt;will, the power to do something when you don't want to do it, to be a function of your values rather&lt;br /&gt;than a function of the impulse or desire of any given moment. It's the power to act with integrity to&lt;br /&gt;your proactive first creation.&lt;br /&gt;Four Generations of Time Management&lt;br /&gt;In Habit 3 we are dealing with many of the questions addressed in the field of life and time&lt;br /&gt;management. As a longtime student of this fascinating field, I am personally persuaded that the&lt;br /&gt;essence of the best thinking in the area of time management can be captured in a single phrase:&lt;br /&gt;Organize and execute around priorities. That phrase represents the evolution of three generations of&lt;br /&gt;time-management theory, and how to best do it is the focus of a wide variety of approaches and&lt;br /&gt;materials.&lt;br /&gt;Personal management has evolved in a pattern similar to many other areas of human endeavor.&lt;br /&gt;Major developmental thrusts, or "waves" as Alvin Toffler calls them, follow each other in succession,&lt;br /&gt;each adding a vital new dimension. For example, in social development, the agricultural revolution&lt;br /&gt;was followed by the industrial revolution, which was followed by the informational revolution. Each&lt;br /&gt;succeeding wave created a surge of social and personal progress.&lt;br /&gt;Likewise, in the area of time management, each generation builds on the one before it -- each one&lt;br /&gt;moves us toward greater control of our lives. The first wave or generation could be characterized by&lt;br /&gt;notes and checklists, an effort to give some semblance of recognition and inclusiveness to the many&lt;br /&gt;demands placed on our time and energy.&lt;br /&gt;The second generation could be characterized by calendars and appointment books. This wave&lt;br /&gt;reflects an attempt to look ahead, to schedule events and activities in the future.&lt;br /&gt;The third generation reflects the current time-management field. It adds to those preceding&lt;br /&gt;generations the important idea of prioritization, of clarifying values, and of comparing the relative&lt;br /&gt;worth of activities based on their relationship to those values. In addition, it focuses on setting goals --&lt;br /&gt;specific long-, intermediate-, and short-term targets toward which time and energy would be directed&lt;br /&gt;in harmony with values. It also includes the concept of daily planning, of making a specific plan to&lt;br /&gt;accomplish those goals and activities determined to be of greatest worth.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;While the third generation has made a significant contribution, people have begun to realize that&lt;br /&gt;"efficient" scheduling and control of time are often counterproductive. The efficiency focus creates&lt;br /&gt;expectations that clash with the opportunities to develop rich relationships, to meet human needs, and&lt;br /&gt;to enjoy spontaneous moments on a daily basis.&lt;br /&gt;As a result, many people have become turned off by time management programs and planners that&lt;br /&gt;make them feel too scheduled, too restricted, and they "throw the baby out with the bath water,"&lt;br /&gt;reverting to first- or second-generation techniques to preserve relationships, to meet human needs, and&lt;br /&gt;to enjoy spontaneous moments on a daily basis.&lt;br /&gt;But there is an emerging fourth generation that is different in kind. It recognizes that "time&lt;br /&gt;management" is really a misnomer -- the challenge is not to manage time, but to manage ourselves.&lt;br /&gt;Satisfaction is a function of expectation as well as realization. And expectation (and satisfaction) lie in&lt;br /&gt;our Circle of Influence.&lt;br /&gt;Rather than focusing on things and time, fourth-generation expectations focus on preserving and&lt;br /&gt;enhancing relationships and accomplishing results -- in short, on maintaining the P/PC Balance.&lt;br /&gt;Quadrant II&lt;br /&gt;The essential focus of the fourth generation of management can be captured in the Time&lt;br /&gt;Management Matrix diagrammed on the next page. Basically, we spend time in one of four ways.&lt;br /&gt;As you see, the two factors that define an activity are urgent and important. Urgent means it&lt;br /&gt;requires immediate attention. It's "Now!" Urgent things act on us. A ringing phone is urgent. Most&lt;br /&gt;people can't stand the thought of just allowing the phone to ring. You could spend hours preparing&lt;br /&gt;materials, you could get all dressed up and travel to a person's office to discuss a particular issue, but if&lt;br /&gt;the phone were to ring while you were there, it would generally take precedence over your personal&lt;br /&gt;visit.&lt;br /&gt;If you were to phone someone, there aren't many people who would say, "I'll get to you in 15&lt;br /&gt;minutes; just hold." But those same people would probably let you wait in an office for at least that&lt;br /&gt;long while they completed a telephone conversation with someone else.&lt;br /&gt;Urgent matters are usually visible. They press on us; they insist on action. They're often popular&lt;br /&gt;with others. They're usually right in front of us. And often they are pleasant, easy, fun to do. But so&lt;br /&gt;often they are unimportant!&lt;br /&gt;Importance, on the other hand, has to do with results. If something is important, it contributes to&lt;br /&gt;your mission, your values, your high priority goals.&lt;br /&gt;We react to urgent matters. Important matters that are not urgent require more initiative, more&lt;br /&gt;proactivity. We must act to seize opportunity, to make things happen. If we don't practice Habit 2, if&lt;br /&gt;we don't have a clear idea of what is important, of the results we desire in our lives, we are easily&lt;br /&gt;diverted into responding to the urgent.&lt;br /&gt;Look for a moment at the four quadrants in the Time Management Matrix. Quadrant I is both&lt;br /&gt;urgent and important. It deals with significant results that require immediate attention. We usually&lt;br /&gt;call the activities in Quadrant I "crises" or "problems." We all have some Quadrant I activities in our&lt;br /&gt;lives. But Quadrant I consumes many people. They are crisis managers, problem-minded people, the&lt;br /&gt;deadline-driven producers.&lt;br /&gt;As long as you focus on Quadrant I, it keeps getting bigger and bigger until it dominates you. It's&lt;br /&gt;like the pounding surf. A huge problem comes and knocks you down and you're wiped out. You&lt;br /&gt;struggle back up only to face another one that knocks you down and slams you to the ground.&lt;br /&gt;Some people are literally beaten up by the problems all day every day. The only relief they have is&lt;br /&gt;in escaping to the not important, not urgent activities of Quadrant IV. So when you look at their total&lt;br /&gt;matrix, 90 percent of their time is in Quadrant I and most of the remaining 10 percent is in Quadrant IV&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;with only negligible attention paid to Quadrants II and III. That's how people who manage their lives&lt;br /&gt;by crisis live.&lt;br /&gt;There are other people who spend a great deal of time in "urgent, but not important" Quadrant III,&lt;br /&gt;thinking they're in Quadrant I. They spend most of their time reacting to things that are urgent,&lt;br /&gt;assuming they are also important. But the reality is that the urgency of these matters is often based on&lt;br /&gt;the priorities and expectations of others.&lt;br /&gt;People who spend time almost exclusively in Quadrants III and IV basically lead irresponsible lives.&lt;br /&gt;Effective people stay out of Quadrants III and IV because, urgent or not, they aren't important.&lt;br /&gt;They also shrink Quadrant I down to size by spending more time in Quadrant II.&lt;br /&gt;Quadrant II is the heart of effective personal management. It deals with things that are not urgent,&lt;br /&gt;but are important. It deals with things like building relationships, writing a personal mission&lt;br /&gt;statement, long-range planning, exercising, preventive maintenance, preparation -- all those things we&lt;br /&gt;know we need to do, but somehow seldom get around to doing, because they aren't urgent.&lt;br /&gt;To paraphrase Peter Drucker, effective people are not problem-minded; they're opportunity-minded.&lt;br /&gt;They feed opportunities and starve problems. They think preventively. They have genuine&lt;br /&gt;Quadrant I crises and emergencies that require their immediate attention, but the number is&lt;br /&gt;comparatively small. They keep P and PC in balance by focusing on the important, but not the urgent,&lt;br /&gt;high-leverage capacity-building activities of Quadrant II.&lt;br /&gt;With the Time Management Matrix in mind, take a moment now and consider how you answered&lt;br /&gt;the questions at the beginning of this chapter. What quadrant do they fit in? Are they important?&lt;br /&gt;Are they urgent?&lt;br /&gt;My guess is that they probably fit into Quadrant II. They are obviously important, deeply&lt;br /&gt;important, but not urgent. And because they aren't urgent, you don't do them.&lt;br /&gt;Now look again at the nature of those questions: What one thing could you do in your personal and&lt;br /&gt;professional life that, if you did on a regular basis, would make a tremendous positive difference in&lt;br /&gt;your life? Quadrant II activities have that kind of impact. Our effectiveness takes the quantum leaps&lt;br /&gt;when we do them.&lt;br /&gt;I asked a similar question to a group of shopping center managers. "If you were to do one thing in&lt;br /&gt;your professional work that you know would have enormously positive effects on the results, what&lt;br /&gt;would it be?" Their unanimous response was to build helpful personal relationships with the tenants,&lt;br /&gt;the owners of the stores inside the shopping center, which is a Quadrant II activity.&lt;br /&gt;We did an analysis of the time they were spending on that activity. It was less than 5 percent.&lt;br /&gt;They had good reasons -- problems, one right after another. They had reports to make out, meetings&lt;br /&gt;to go to, correspondence to answer, phone calls to make, constant interruptions. Quadrant I had&lt;br /&gt;consumed them.&lt;br /&gt;They were spending very little time with the store managers, and the time they did spend was filled&lt;br /&gt;with negative energy. The only reason they visited the store managers at all was to enforce the&lt;br /&gt;contract -- to collect the money or discuss advertising or other practices that were out of harmony with&lt;br /&gt;center guidelines, or some similar thing.&lt;br /&gt;The store owners were struggling for survival, let alone prosperity. They had employment&lt;br /&gt;problems, cost problems, inventory problems, and a host of other problems. Most of them had no&lt;br /&gt;training in management at all. Some were fairly good merchandisers, but they needed help. The&lt;br /&gt;tenants didn't even want to see the shopping center owners; they were just one more problem to&lt;br /&gt;contend with.&lt;br /&gt;So the owners decided to be proactive. They determined their purpose, their values, their priorities.&lt;br /&gt;In harmony with those priorities, they decided to spend about one-third of their time in helping&lt;br /&gt;relationships with the tenants.&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;In working with that organization for about a year and a half, I saw them climb to around 20 percent,&lt;br /&gt;which represented more than a fourfold increase. In addition, they changed their role. They became&lt;br /&gt;listeners, trainers, consultants to the tenants. Their interchanges were filled with positive energy.&lt;br /&gt;The effect was dramatic, profound. By focusing on relationships and results rather than time and&lt;br /&gt;methods, the numbers went up, the tenants were thrilled with the results created by new ideas and&lt;br /&gt;skills, and the shopping center managers were more effective and satisfied and increased their list of&lt;br /&gt;potential tenants and lease revenue based on increased sales by the tenant stores. They were no longer&lt;br /&gt;policemen or hovering supervisors. They were problem solvers, helpers.&lt;br /&gt;Whether you are a student at the university, a worker in an assembly line, a homemaker, fashion&lt;br /&gt;designer, or president of a company, I believe that if you were to ask what lies in Quadrant II and&lt;br /&gt;cultivate the proactivity to go after it, you would find the same results. Your effectiveness would&lt;br /&gt;increase dramatically. Your crises and problems would shrink to manageable proportions because&lt;br /&gt;you would be thinking ahead, working on the roots, doing the preventive things that keep situations&lt;br /&gt;from developing into crises in the first place. In the time management jargon, this is called the Pareto&lt;br /&gt;Principle -- 80 percent of the results flow out of 20 percent of the activities.&lt;br /&gt;What it Takes to Say "No"&lt;br /&gt;The only place to get time for Quadrant II in the beginning is from Quadrants III and IV. You can't&lt;br /&gt;ignore the urgent and important activities of Quadrant I, although it will shrink in size as you spend&lt;br /&gt;more time with prevention and preparation in Quadrant II. But the initial time for Quadrant II has&lt;br /&gt;come out of III and IV.&lt;br /&gt;You have to be proactive to work on Quadrant II because Quadrant I and III work on you. To say&lt;br /&gt;"yes" to important Quadrant II priorities, you have to learn to say "no" to other activities, sometimes&lt;br /&gt;apparently urgent things.&lt;br /&gt;Some time ago, my wife was invited to serve as chairman of a committee in a community endeavor.&lt;br /&gt;She had a number of truly important things she was trying to work on, and she really didn't want to do&lt;br /&gt;it. But she felt pressured into it and finally agreed.&lt;br /&gt;Then she called one of her dear friends to ask if she would serve on her committee. Her friend&lt;br /&gt;listened for a long time and then said, "Sandra, that sounds like a wonderful project, a really worthy&lt;br /&gt;undertaking. I appreciate so much your inviting me to be a part of it. I feel honored by it. For a&lt;br /&gt;number of reasons, I won't be participating myself, but I want you to know how much I appreciate your&lt;br /&gt;invitation."&lt;br /&gt;Sandra was ready for anything but a pleasant "no." She turned to me and sighed, "I wish I'd said&lt;br /&gt;that."&lt;br /&gt;I don't mean to imply that you shouldn't be involved in significant service projects. Those things&lt;br /&gt;are important. But you have to decide what your highest priorities are and have the courage --&lt;br /&gt;pleasantly, smiling, nonapologetically -- to say "no" to other things. And the way you do that is by&lt;br /&gt;having a bigger "yes" burning inside. The enemy of the "best" is often the "good."&lt;br /&gt;Keep in mind that you are always saying "no" to something. If it isn't to the apparent, urgent&lt;br /&gt;things in your life, it is probably to the more fundamental, highly important things. Even when the&lt;br /&gt;urgent is good, the good can keep you from your best, keep you from your unique contributions, if you&lt;br /&gt;let it.&lt;br /&gt;When I was Director of University Relations at a large university, I hired a very talented, proactive,&lt;br /&gt;creative writer. One day, after he had been on the job for a few months, I went into his office and&lt;br /&gt;asked him to work on some urgent matters that were pressing on me.&lt;br /&gt;He said, "Stephen, I'll do whatever you want me to do. Just let me share with you my situation."&lt;br /&gt;Then he took me over to his wall board, where he had listed over two dozen projects he was&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;working on, together with performance criteria and deadline dates that had been clearly negotiated&lt;br /&gt;before. He was highly disciplined, which is why I went to see him in the first place. "If you want to&lt;br /&gt;get something done, give it to a busy man."&lt;br /&gt;Then he said, "Stephen, to do the jobs that you want done right would take several days. Which of&lt;br /&gt;these projects would you like me to delay or cancel to satisfy your request?"&lt;br /&gt;Well, I didn't want to take the responsibility for that. I didn't want to put a cog in the wheel of one&lt;br /&gt;of the most productive people on the staff just because I happened to be managing by crisis at the time.&lt;br /&gt;The jobs I wanted done were urgent, but not important. So I went and found another crisis manager&lt;br /&gt;and gave the job to him.&lt;br /&gt;We say "yes" or "no" to things daily, usually many times a day. A center of correct principles and a&lt;br /&gt;focus on our personal mission empowers us with wisdom to make those judgments effectively.&lt;br /&gt;As I work with different groups, I tell them that the essence of effective time and life management is&lt;br /&gt;to organize and execute around balanced priorities. Then I ask this question: if you were to fault&lt;br /&gt;yourself in one of three areas, which would it be: (1) the inability to prioritize; (2) the inability or desire&lt;br /&gt;to organize around those priorities; or (3) the lack of discipline to execute around them, to stay with&lt;br /&gt;your priorities and organization?&lt;br /&gt;Most people say their main fault is a lack of discipline. On deeper thought, I believe that is not the&lt;br /&gt;case. The basic problem is that their priorities have not become deeply planted in their hearts and&lt;br /&gt;minds. They haven't really internalized Habit 2.&lt;br /&gt;There are many people who recognize the value of Quadrant II activities in their lives, whether they&lt;br /&gt;identify them as such or not. And they attempt to give priority to those activities and integrate them&lt;br /&gt;into their lives through self-discipline alone. But without a principle center and a personal mission&lt;br /&gt;statement, they don't have the necessary foundation to sustain their efforts. They're working on the&lt;br /&gt;leaves, on the attitudes and the behaviors of discipline, without even thinking to examine the roots, the&lt;br /&gt;basic paradigms from which their natural attitudes and behaviors flow.&lt;br /&gt;A Quadrant II focus is a paradigm that grows out of a principle center. If you are centered on your&lt;br /&gt;spouse, your money, your friends, your pleasure, or any extrinsic factor, you will keep getting thrown&lt;br /&gt;back into Quadrants I and III, reacting to the outside forces your life is centered on. Even if you're&lt;br /&gt;centered on yourself, you'll end up in I and II reacting to the impulse of the moment. Your&lt;br /&gt;independent will alone cannot effectively discipline you against your center.&lt;br /&gt;In the words of the architectural maxim, form follows function. Likewise, management follows&lt;br /&gt;leadership. The way you spend your time is a result of the way you see your time and the way you&lt;br /&gt;really see your priorities. If your priorities grow out of a principle center and a personal mission, if&lt;br /&gt;they are deeply planted in your heart and in your mind, you will see Quadrant II as a natural, exciting&lt;br /&gt;place to invest your time.&lt;br /&gt;It's almost impossible to say, "no" to the popularity of Quadrant III or to the pleasure of escape to&lt;br /&gt;Quadrant IV if you don't have a bigger "yes" burning inside. Only when you have the self-awareness&lt;br /&gt;to examine your program -- and the imagination and conscience to create a new, unique,&lt;br /&gt;principle-centered program to which you can say "yes" -- only then will you have sufficient&lt;br /&gt;independent will power to say "no," with a genuine smile, to the unimportant.&lt;br /&gt;Moving Into Quadrant II&lt;br /&gt;If Quadrant II activities are clearly the heart of effective personal management -- the "first things" we&lt;br /&gt;need to put first -- then how do we organize and execute around those things&lt;br /&gt;The first generation of time management does not even recognize the concept of priority. It gives&lt;br /&gt;us notes and "to do" lists that we can cross off, and we feel a temporary sense of accomplishment every&lt;br /&gt;time we check something off, but no priority is attached to items on the list. In addition, there is no&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;correlation between what's on the list and our ultimate values and purposes in life. We simply&lt;br /&gt;respond to whatever penetrates our awareness and apparently needs to be done.&lt;br /&gt;Many people manage from this first-generation paradigm. It's the course of least resistance.&lt;br /&gt;There's no pain or strain; it's fun to "go with the flow." Externally imposed disciplines and schedules&lt;br /&gt;give people the feeling that they aren't responsible for results.&lt;br /&gt;But first-generation managers, by definition, are not effective people. They produce very little, and&lt;br /&gt;their life-style does nothing to build their Production Capability. Buffeted by outside forces, they are&lt;br /&gt;often seen as undependable and irresponsible, and they have very little sense of control and self-esteem.&lt;br /&gt;Second-generation managers assume a little more control. They plan and schedule in advance and&lt;br /&gt;generally are seen as more responsible because they "show up" when they're supposed to.&lt;br /&gt;But again, the activities they schedule have no priority or recognized correlation to deeper values&lt;br /&gt;and goals. They have few significant achievements and tend to be schedule-oriented.&lt;br /&gt;Third-generation managers take a significant step forward. They clarify their values and set goals.&lt;br /&gt;They plan each day and prioritize their activities.&lt;br /&gt;As I have said, this is where most of the time-management field is today. But this third generation&lt;br /&gt;has some critical limitations. First, it limits vision -- daily planning often misses important things that&lt;br /&gt;can only be seen from a larger perspective. The very language "daily planning" focuses on the urgent&lt;br /&gt;-- the "now." While third generation prioritization provides order to activity, it doesn't question the&lt;br /&gt;essential importance of the activity in the first place -- it doesn't place the activity in the context of&lt;br /&gt;principles, personal mission, roles, and goals. The third-generation value-driven daily planning&lt;br /&gt;approach basically prioritizes the Quadrant I and III problems and crises of the day.&lt;br /&gt;In addition, the third generation makes no provision for managing roles in a balanced way. It lacks&lt;br /&gt;realism, creating the tendency to over-schedule the day, resulting in frustration and the desire to&lt;br /&gt;occasionally throw away the plan and escape to Quadrant IV. And its efficiency, time-management&lt;br /&gt;focus tends to strain relationships rather than build them.&lt;br /&gt;While each of the three generations has recognized the value of some kind of management tool,&lt;br /&gt;none has produced a tool that empowers a person to live a principle-centered, Quadrant II life-style.&lt;br /&gt;The first-generation note pads and "to do" lists give us no more than a place to capture those things that&lt;br /&gt;penetrate our awareness so we won't forget them. The second-generation appointment books and&lt;br /&gt;calendars merely provide a place to record our future commitments so that we can be where we have&lt;br /&gt;agreed to be at the appropriate time.&lt;br /&gt;Even the third generation, with its vast array of planners and materials, focuses primarily on helping&lt;br /&gt;people prioritize and plan their Quadrant I and III activities. Though many trainers and consultants&lt;br /&gt;recognize the value of Quadrant II activities, the actual planning tools of the third generation do not&lt;br /&gt;facilitate organizing and executing around them.&lt;br /&gt;As each generation builds on those that have preceded it, the strengths and some of the tools of each&lt;br /&gt;of the first three generations provide elemental material for the fourth. But there is an added need for&lt;br /&gt;a new dimension, for the paradigm and the implementation that will empower us to move into&lt;br /&gt;Quadrant II, to become principle-centered and to manage ourselves to do what is truly most important.&lt;br /&gt;The Quadrant II Tool&lt;br /&gt;The objective of Quadrant II management is to manage our lives effectively -- from a center of sound&lt;br /&gt;principles, for a knowledge of our personal mission, with a focus on the important as well as the urgent,&lt;br /&gt;and within the framework of maintaining a balance between increasing our Production and increasing&lt;br /&gt;our Production Capability&lt;br /&gt;This is, admittedly, an ambitious objective for people caught in the thick of thin things in Quadrants&lt;br /&gt;THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart&lt;br /&gt;III and IV. But striving to achieve it will have a phenomenal impact on personal effectiveness.&lt;br /&gt;A Quadrant II organizer will need to meet six important criteria.&lt;br /&gt;Coherence: Coherence suggests that
