Lori Gottlieb worked as a TV scriptwriter, entered and then left med school, gave birth to a child, and got a job as a journalist, but she was dissatisfied. She wanted to make a

difference in people’s lives, not just write about them. She thought of becoming a

psychiatrist. But that’s mostly prescribing medication, she worried. One day, her former med school dean told her, “You should go to graduate school and get a degree in clinical psychology.” If you do that, the dean continued, you’ll be able to get to know your patients better. The work will be deeper and leave lasting benefits...

At a certain point in life, we have to find the career that we will devote ourselves to, the way we will make a difference in the world—whether it’s a job or parenting or something else entirely. While confronting this task, Erikson argues, a person must achieve career consolidation or experience drift...

Sébastien Bras is the owner of Le Suquet, a restaurant in Laguiole, France, that earned

three Michelin stars, the world’s highest culinary distinction, for eighteen consecutive years. Then one year he asked the Michelin folks to stopcoming to his restaurant and never come back again. He’d realized that his desire to please the Michelin system had imposed

tremendous pressure, crushing his creativity.

The 7 Habits of Highly Effective People - Stephen R. Covey

PART ONE: Paradigms and Principles

Inside-Out

“In stark contrast, almost all the literature in the first 150 years or so focused on what could be called the Character Ethic as the foundation of success—things like integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, and the Golden Rule. Benjamin Franklin’s autobiography is representative of that literature. It is, basically, the story of one man’s effort to integrate certain principles and habits deep within his nature.

The Character Ethic taught that there are basic principles of effective living, and that people can only experience true success and enduring happiness as they learn and integrate these principles into their basic character. But shortly after World War I the basic view of success shifted from the Character Ethic to what we might call the Personality Ethic. Success became more a function of personality, of public image, of attitudes and behaviors, skills and techniques, that lubricate the processes of human interaction. This Personality Ethic essentially took two paths: one was human and public relations techniques, and the other was positive mental attitude (PMA). Some of this philosophy was expressed in inspiring and sometimes valid maxims such as “Your attitude determines your altitude,” “Smiling wins more friends than frowning,” and “Whatever the mind of man can conceive and believe it can achieve.”

Other parts of the personality approach were clearly manipulative, even deceptive, encouraging people to use techniques to get other people to like them, or to fake interest in the hobbies of others to get out of them what they wanted, or to use the “power look,” or to intimidate their way through life.

Some of this literature acknowledged character as an ingredient of success, but tended to compartmentalize it rather than recognize it as foundational and catalytic. Reference to the Character Ethic became mostly lip service; the basic thrust was quick-fix influence techniques, power strategies, communication skills, and positive attitudes.

PART TWO: Private Victory

Habit 1: Be Proactive - Principles of Personal Vision

“In fact, until we take how we see ourselves (and how we see others) into account, we will be unable to understand how others see and feel about themselves and their world. Unaware, we will project our intentions on their behavior and call ourselves objective. This significantly limits our personal potential and our ability to relate to others as well. But because of the unique human capacity of self-awareness, we can examine our paradigms to determine whether they are reality- or principle-based or if they are a function of conditioning and conditions.

Habit 4: Think Win/Win - Principles of Interpersonal Leadership

“As with many, many problems between people in business, family, and other relationships, the problem in this company was the result of a flawed paradigm. The president was trying to get the fruits of cooperation from a paradigm of competition. And when it didn’t work, he wanted a technique, a program, a quick fix antidote to make his people cooperate. But you can’t change the fruit without changing the root. Working on the attitudes and behaviors would have been hacking at the leaves. So we focused instead on producing personal and organizational excellence in an entirely different way by developing information and reward systems which reinforced the value of cooperation.

Seeking first to understand, diagnosing before you prescribe, is hard. It’s so much easier in the short run to hand someone a pair of glasses that have fit you so well these many years. But in the long run, it severely depletes both P and PC. You can’t achieve maximum interdependent production from an inaccurate understanding of where other people are coming from. And you can’t have interpersonal PC—high Emotional Bank Accounts—if the people you relate with don’t really feel understood. Empathic listening is also risky. It takes a great deal of security to go into a deep listening experience because you open yourself up to be influenced. You become vulnerable. It’s a paradox, in a sense, because in order to have influence, you have to be influenced. That means you have to really understand. That’s why Habits 1, 2, and 3 are so foundational. They give you the changeless inner core, the principle center, from which you can handle the more outward vulnerability with peace and strength.