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| Manufacturer | - |
|---|---|
| Brand | Dr Stephen R Covey |
| Item model number | Simon & Schuster |
| Color | - |
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| Product Id | 1327829 |
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| User Reviews and Ratings | 4.9 (76 ratings) 4.9 out of 5 stars |
| UPC | 642688056247 |
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The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change - Paperback
Reviews: 76
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If you only ever read one self help book in your life, read this one. It purifies wisdom from all disciplines and human history into simple principles with insight into practical application into our work and personal lives. The writing is both enjoyable and also challenges us to examine ourselves deeply
Lots of good advice
This is a wonderful self-help book with a Christian focus. But even if you are not Christian, the basic concepts are still worthwhile. Covey requires you to really look inside yourself and discipline yourself. I could only read the book in short spurts because he makes you THINK!! And not only think, but to apply these concepts takes serious focus and determination.
This book is the main text of a secular religion. Stephen Covey is/was a practicing Mormon; this, however, is his personal religion and faith. Reading his preface, Covey says that the more he practices his own principles, the more he realizes that he has not actually put his own principles into practice. This is a religion of salvation by works, though Covey does not say that in so many words. On page 11, Covey wrote that the ultimate source of his principles is God. I say this is a secular religion because there are scant references to God or Scripture, but each principle is referred to as an ultimate principle. A Jew, Muslim, Hindu, Mormon, Catholic, Unitarian, or Baptist could all equally practice Covey's principles without equivocation. So, the principles are useful insofar as they are also utilitarian; Covey's ideas are dangerous insofar as they place human effort above God's Sovereignty and Grace. There is no mercy here, only work and self effort. Be careful reading and implementing the principles of this books to not lose sight of Whose we are, and Who is really in control.
Stephen had a tremendous impact not only on my life, but through me, on the lives of those I had the privilege to lead. It started indirectly, when, after a period of reflection and tough going I discovered the 7 Habits of Highly Effective People. The overall approach of private victory then public victory, describing our growth as proceeding from dependence through independence to interdependence struck me as incredibly simple yet powerful. I applied what I learned to my life immediately. Later, when assigned to command the USS Santa Fe, I applied his 7 Habits approach at the organizational level. I gave every officer and chief who reported a copy of his book. We would have seminars discussing the various habits and the application of those habits made Santa Fe a more effective submarine. It turned out that Stephen was doing some work for the navy and learned about what we were doing on Santa Fe. He expressed an interest in riding the ship and the navy set it up. We were scheduled to conduct a one-day transit from the port of Lahaina on the neighboring island of Maui back to Pearl Harbor. This would be a perfect time for him to ride. It was also when we had set up a family member cruise and were expecting about 80 family members to ride as well. I was apprehensive about having both events at the same time. I thought the presence of the family members would present a distorted picture of how Santa Fe operated. Further, I wasn't sure how I'd appropriately apportion my time between running Santa Fe, Stephen, and the family members. It worked out perfectly! Stephen was working on a book for families and held a special talk just for the family members. His message was that they played a critically important role in the success of the ship and placed high value on family. It was a win-win. Stephen spent the entire day onboard, talking with crew members, looking through the periscope and driving the ship. He was tremendously interested in the people, and how they worked together. Everyone he talked to felt better about themselves afterward, especially me. He remained interested in how Santa Fe did and was happy to hear of the subsequent successes the ship had, including the selection of 9 of the officers for submarine command. I was honored that he included USS Santa Fe in his book, The Eight Habit, and agreed to write the foreword to Turn the Ship Around!
Disappointing in a way. Some good points, but the good advice is scattered between long-winded buzzspeak. The stories are the weakest part. All the people involved talk exactly like the author and the situations are stretched. There's little, if any, followup with the people who "sudden stand up during meeting x and see the light" to see if it really helped or if they're just the type of people who seek attention by doing this type of thing. I can tell stories too, but that doesn't make the scenarios any more likely to happen. Some of the management stuff reminded me of peopleware, which I preferred. The whole part about mission statements seems a little...well, hollow. (What if there was a great team, but they never came up with a mission statement? Was there ever an only adquate or bad group and they became successful because they came up with a mission statement? The latter is what I'm more curious about.
Much of the advice is good. Unfortunately it is couched in sexist, dated, annoying terms that make me want to fling the book at the author's head, even when I agree with him. Which I don't, always; some of this also is personality-dependent, and isn't going to work for my style. The author appears to believe that's my fault.
Disappointing in a way. Some good points, but the good advice is scattered between long-winded buzzspeak. The stories are the weakest part. All the people involved talk exactly like the author and the situations are stretched. There's little, if any, followup with the people who "sudden stand up during meeting x and see the light" to see if it really helped or if they're just the type of people who seek attention by doing this type of thing. I can tell stories too, but that doesn't make the scenarios any more likely to happen. Some of the management stuff reminded me of peopleware, which I preferred. The whole part about mission statements seems a little...well, hollow. (What if there was a great team, but they never came up with a mission statement? Was there ever an only adquate or bad group and they became successful because they came up with a mission statement? The latter is what I'm more curious about.
I have read this book numerous times and come away convicted to work harder at being more effective every time I read it. I think that the content and principles in this book are, for the most part, spot on and very helpful. The deficit that this book carries is that these are seven habits for a very specific personality group and mindset. If you are a flighty, creative type save yourself the frustration of trying to cram yourself into a different shaped mold. Read it once, figure out a personal application, and then turn it into paper mache.
I can't take any more. Yes, despite how little effort this takes to read, it's DNF. Maybe because all the good ideas have already been stolen by other books and leadership seminars I've been to? Maybe because so much of it seems like the author took a lot of techniques and discrete skills, understood that they need to be tied together and the closest tie he could identify was character? It feels like looking at a puzzle after someone put it together in the dark: all I can see are the missing and misplaced pieces and it distracts me from the whole. Also, it's a lot more Jesus-y than I was expecting. Which I could deal with, if the rest of it was better, but it's not, so... I'm done. That said, if you like Jesus-y stuff, you might like this entire thing more than I did.