英文个习惯培训

高效人群的七种习惯，希望和大家分享。

成功无捷径一个青年职员平时工作懒懒散散，在转正前一个月他问老板：“如果我兢兢业业工作一个月，我能转正吗？”老板答道：“你的问题让我想到一个冷房间的温度计，你用热手捂着它，能使表上显示温度上升，不过房间一点也不会温暖。”今天的成就是因为昨天的积累，明天的成功则有赖于今天的努力。其实真正的成功是一个过程，是将勤奋和努力融入每天的生活中，融入每天的工作中。这要靠我们的意志，但更重要的是建立一个良好的生活习惯和工作习惯。培训中有一句话：“因为你有选择，你主载自己的人生。”BeproactiveProactive/TakeInitiativeProactivemeansthatashumanbeings,weareresponsibleforourownlives.Ourbehaviorisafunctionofourdecisions,notourconditions.Wecansubordinatefeelingstovalues.Wehavetheinitiativeandtheresponsibilitytomakethingshappen.Thewordresponsibility－"response-ability"－theabilitytochooseyourresponse."IamwhatIamtodaybecauseofthechoicesImadeyesterday,"thatpersoncannotsay,"Ichooseotherwise."Proactive/TakeInitiativeIt'snotwhathappenstous,butourresponsetowhathappenstousthathurtsus.Theproblemswefacefallinoneofthreeareas:directcontrol(problemsinvolvingourownbehavior);indirectcontrol(problemsinvolvingotherpeople'sbehavior);ornocontrol(problemswecandonothingabout,suchasourpastorsituationalrealities).Proactive/TakeInitiativeReactiveLanguageProactiveLanguageThere'snothingIcando.That'sjustthewayIam.Hemakesmesomad.Theywon'tallowthat.Ihavetodothat.Ican't.Imust.Ifonly.Let'slookatouralternatives.Icanchooseadifferentapproach.Icontrolmyownfeelings.Icancreateaneffectivepresentation.Iwillchooseanappropriateresponse.Ichoose.Iprefer.Iwill.找问题 上初中时，老师给我们讲了一个故事：有三只猎狗追一只土拨鼠，土拨鼠钻进了一个树洞。这只树洞只有一个出口，可不一会儿，从树洞里钻出一只兔子。兔子飞快地向前跑，并爬上一棵大树。兔子在树上，仓皇中没站稳，掉了下来，砸晕了正仰头看的三只猎狗，最后，兔子终于逃脱了。 故事讲完后，老师问：“这个故事有什么问题吗？”我们说：“兔子不会爬树。”，“一只兔子不可能同时砸晕三只猎狗。”“还有哪？”老师继续问。

在追求人生目标的过程中，我们有时也会被途中的细枝末节和一些毫无意义的琐事分散精力，扰乱视线，以至中途停顿下来，或是走上岔路，而放弃了自己原先追求的目标。 不要忘了时刻提醒自己，土拨鼠哪去了？自己心目中的目标哪去了？Beginwiththeendinmind 直到我们再找不出问题了，老师才说：“可是还有一个问题，你们都没有提到，土拨鼠哪里去了？”BeginwiththeEndinMindTobeginwiththeendinmindmeanstostartwithaclearunderstandingofyourdestination.Itmeanstoknowwhereyou'regoingsothatyoubetterunderstandwhereyouarenowandsothatthestepsyoutakearealwaysintherightdirection."BeginwiththeEndinMind"isbasedontheprinciplethatallthingsarecreatedtwice.There'samentalorfirstcreation,andaphysicalorsecondcreationtoallthings.BeginwiththeEndinMindTotheextenttowhichweunderstandtheprincipleoftwocreationsandaccepttheresponsibilityforboth,weactwithinandenlargethebordersofourCircleofInfluence.Totheextenttowhichwedonotoperateinharmonywiththisprincipleandtakechargeofthefirstcreation,wediminishit.LeadershipandManagement

-TheTwoCreations"Managementisdoingthingsright,leadershipisdoingtherightthings."Managementisefficiencyinclimbingtheladderofsuccess;Leadershipdetermineswhethertheladderisleaningagainsttherightwall.Effectiveness-oftenevensurvival-doesnotdependsolelyonhowmucheffortweexpand,butonwhetherornottheeffortweexpendisintherightjungle.Andthemetamorphosistakingplaceinmosteveryindustryandprofessiondemandsleadershipfirstandmanagementsecond.APersonalMissionStatementApersonalmissionstatementbasedoncorrectprinciplesbecomethesamekindofstandardforindividual.Itbecomesapersonalconstitution,thebasisofmakingmajor,life-directingdecisions,thebasisformakingdailydecisionsinthemidstofcircumstancesandemotionsthataffectourlives.Itempowersindividualswiththesametimelessstrengthinthemidstofchange.AtTheCenterCENTERGuidancePowerSecurityWisdomWhateverisatthecenterofourlifewillbethesourceofoursecurity,guidance,wisdom,andpower.IdentifyingYourCenterPRINCIPLESFamilyMoneyEnemyFriendSpouseWorkChurchPleasureSelfPossessionsPutfirstthingsfirstPutFirstThingsFirstEffectivemanagementisPutFirstThingsFirst.Whileleadershipdecideswhat"firstthings"are,itismanagementthatputsthemfirst,day-by-day,moment-by-moment.Managementisdiscipline,carryingitout.TimeManagement:Nottomanagetime,buttomanageourselves.Notfocusingonthingsandtime,butfocusingonpreservingandenhancingrelationshipsandonaccomplishingresults.TheTimeManagementMatrixUrgentNotUrgentImportantⅠActivities:CrisesPressingproblemsDeadline-drivenprojectsⅡActivities:Prevention,PCactivitiesRelationshipbuildingRecognizingnewopportunitiesPlanning,recreationNotImportantⅢActivities:Interruptions,somecallsSomemeetings,repots,mailsProximate,pressingmattersPopularactivitiesⅣActivities:Trivia,busyworkSomemails,callsTimewastersPleasantactivitiesTheTimeManagementMatrixUrgentNotUrgentImportantⅠResults:StressBurnoutCrisismanagementAlwaysputtingoutfiresⅡNotImportantⅢⅣTheTimeManagementMatrixUrgentNotUrgentImportantⅠⅡNotImportantⅢResults:Short-termfocusCrisismanagementReputation-chameleoncharacterSeegoalsandplansasworthlessFeelvictimized,outofcontrolShalloworbrokenrelationshipsⅣTheTimeManagementMatrixUrgentNotUrgentImportantⅠⅡNotImportantⅢⅣResults:TotalirresponsibilityFiredfromjobsDependenttoothersorinstitutionsforbasicsTheTimeManagementMatrixUrgentNotUrgent

Results:Vision,perspectiveBalanceDisciplineControlFewcrises

ⅠⅡWhatItTakestoSay"No"BeproactivetoworkonQuadrantⅡbecauseQuadrantⅠandⅢworkonyou.Tosay"yes"toimportantQuadrantⅡpriorities,andtohavethecourage–pleasantly,smilingly,non-apologetically-tolearntosay"no"tootheractivities,sometimesapparentlyurgentthings.WhatItTakestoSay"No"Ifyouweretofaultyourselfinoneofthreeareas,whichwoulditbe:theinabilitytoprioritizetheinabilityordesiretoorganizearoundthoseprioritiesorthelackofdisciplinetoexecutearoundthem,tostaywithyourprioritiesandorganization?TheQuadrantⅡToolAQuadrantⅡⅡorganizerwillneedtomeetsiximportantcriteria:CoherenceBalanceQuadrantⅡfocusA"people"dimensionFlexibilityPortabilityBecomeAQuadrantSelf-managerQuadrantⅡorganizinginvolvesfourkeyactivities.IdentifyingRolesSelectingGoalsSchedulingDailyAdapting简单道理从前，有两个饥饿饿的人得到了一位位长者的恩赐：一一根鱼杆和一篓鲜鲜活硕大的鱼。经经过谈判，其中，，一个人得到了一一篓鱼，另一个得得到了一根鱼杆。。得到鱼的人原地地就用干柴搭起篝篝火煮起了鱼，他他狼吞虎咽，还没没有品出鲜鱼的肉肉香，转瞬间，连连鱼带汤就被他吃吃了个精光，不久久，他便饿死在空空空的鱼篓旁。另另一个人则提着鱼鱼杆继续忍饥挨饿饿，一步步艰难地地向海边走去，可可当他已经看到不不远处那片蔚蓝色色的海洋时，他浑浑身的最后一点力力气也使完了，他他也只能眼巴巴地地带着无尽的遗憾憾撒手人间。又有两个饥饿的人人，他们同样得到到了长者恩赐的一一根鱼杆和一篓鱼鱼。只是经过谈判判，他们并没有各各奔东西，而是商商定共同去找寻大大海，他俩每次只只煮一条鱼，他们们经过遥远的跋涉涉，来到了海边，，从此，两人开始始了捕鱼为生的日日子，几年后，他他们盖起了房子，，有了各自的家庭庭、子女，有了自自己建造的渔船，，过上了幸福安康康的生活。Win–lost，Lose–Lose的想法，得到的终终将是短暂的欢愉愉；Win-win的想法，才有可能能得到长久的欢愉愉；有时候，一个简单单的道理，却足以以给人意味悠长的的生命启示。Thinkwin-winThinkWin/WinWin/Winisnotatechnique;it'satotalphilosophyofhumaninteraction.Sixparadigmsofinteractionare:Win/WinWin/LoseLose/WinLose/LoseWinWin/WinorNoDealWin/WinWin/Winisaframeofmindandheartthatconstantlyseeksmutualbenefitinallhumaninteractions.Win/Winmeansthatagreementsorsolutionsaremutuallybeneficial,mutuallysatisfying.WithaWin/Winsolution,allpartiesfeelgoodaboutthedecisionandfeelcommittedtotheactionplan.Win/Winseeslifeasacooperative,notacompetitivearena.Win/Winnotyourwayormyway;it'sabetterway,ahigherway.Win/Lose"IfIwin,youlose."Win/Loseistheauthoritarianapproach:"Igetmyway,youdon'tgetyours".Win/Losescriptedby:family,peergroup,academicword,athletic,law…CertainlythereisaplaceforWin/Losethinkingintrulycompetitiveandlow-trustsituation.Butmostoflifeisaninterdependent,notanindependent/acompetition,reality.Lose/Win"Ilose,youwin."or"I'maloser.I'vealwaysbeenaloser.'Lose/WinisworsethanWin/Losebecauseithasnostandards-nodemands,noexpectations,novision.Lose/Winisseenascapitulation:givinginorgivinguppermissivenessorindulgencebeinganiceguyBothWin/LoseandLose/Winareweekpositions,basedonpersonainsecurities.Lose/Winisweakandchaoticfromtheoutset!Lose/LoseLose/Loseisthephilosophyofadversarialconflict,thephilosophyofwar.Centeredonanenemy,andtotallyobsessedwiththebehaviorofanotherpersonthattheybecomeblindtoeverythingexcepttheirdesireforthatpersontolose,evenifitmeanslosingthemselves."Ifnobodyeverwins,perhapsbeingaloserisn'tnobad."WhichOptionisBest?Win/Win,Win/Lose,Lose/Win,Lose/Lose,whichisthemosteffective?Thebestchoice,dependsonreality.ThechallengeistoreadthatrealityaccuratelyandnottotranslateWin/Loseorotherscriptingintoeverysituation.Theansweris,"Itdepends."Win/WinorNoDealNoDealbasicallymeansthatifwecan'tfondasolutionthatwouldbenefitusboth,weagreetodisagreeagreeably-NoDeal.Noexpectationshavebeencreated,andnoperformancecontractsestablished.Win/WinorNoDealprovidestremendousemotionalfreedominfamilyrelationshipandbusinessrelationship.Inmanycases,it'spossibletogointonegotiationwithafullWin/WinorNoDealattitude.Andthefreedominthatattitudeisincredible.RememberthatNoDealisalwaysanoption.FiveDimensionsofWin/WinTheprincipleofWin/Winisfundamentaltosuccessinalloutinteractions,anditembracesfiveinterdependentdimensionsoflife.1Win/WinCharacter2Win/WinRelationships3Win/WinAgreementsSupportiveSystem(4)andProcess(5)CharacterCharacteristhefoundationofWin/Win,andeverythingelsebuildsonthatfoundation.Integrity.Maturity.AbundanceMentality.Win/LoseLose/LoseWin/WinLose/WinLowHighCourageConsiderationLowHighRelationshipsFromthefoundationofCharacter,webuildandmaintainWin/Winrelationship.Therelationshipneithermakestheissuesanylessrealorimportant,noreliminatesthedifferencesinperspective.Butitdoeseliminatethenegativeenergynormallyfocusedondifferencesinpersonalityandpositionandcreatesapositive,cooperativeenergyfocusonthoroughlyunderstandingtheissuesandresolvingtheminamutuallybeneficialway.It'simportanttorealizethatnotalldecisionsneedtobeWin/Win,evenwhentheEmotionalBankAccountishigh.Again,thekeyistherelationship.AgreementsIntheWin/Winagreement,thefollowingfiveelementsaremadeveryexplicit:Desiredresults(notmethods)identifywhatistodoneandwhen.Guidelinesspecifytheparameters(principles,policies,etc.)withinwhichresultsaretobeaccomplished.Resourcesidentifythehuman,financial,technical,ororganizationalsupportavailabletohelpaccomplishtheresults.Accountabilitysetupthestandardsofperformanceandthetimeofevaluation.Consequencesspecify–goodandbad,naturalandlogical–whatdoesandwillhappenasaresultoftheevaluation.有两位武士不不约而同的走走入森林里，，第一位武士在在树下看到金金色的盾牌，，第二位武士在在同一棵树下下看到了银色色的盾牌，金盾牌银盾牌牌两个人为为此争吵不休休，气得两人拔出出剑来准备一一决胜负。两人整整撕杀杀了几天都分分不出胜负。。当两人累得坐坐在地上喘息息时才发现，，盾牌的正面是是金色反面是是银色，原来这是一个个双面盾牌。。冲突一个坚持己见见者将会失去去通融性。Seekfirsttounderstand,thentobeunderstood运用智慧英国皇家海军军有一次招考考雇员，口试试题目为：在在一个大风雪雪的夜晚，你你开着一辆车车，经过一个个车站，有三三个人在等车车。一位是快快病死的老太太太、一位是是救过你命的的医生、一位位是你梦寐以以求的情人。。你会载哪一一位？说明你你的理由。载老太太，因因为救人第一一？载医生，因为为知恩图报？？载情人，因为为可能一辈子子再也碰不到到？二百多位应征征者，录取的的那位没有申申论说明，只只有答案：““把车钥匙给给医生，让医医生载老太太太去医院，我我留下来陪梦梦寐以求的情情人等车。””几乎每个人都都认为这是最最好的答案，，但是居然没没人能事先说说出同样的答答案。是因为为我们思维习习惯受限制？？还是因为我我们把持原有有的利益，不不愿放手（没没想过要放弃弃自己的车））？1+1>2，，可能吗？Synergize师从大师一位音乐系的的学生走进练练习室，钢琴琴上，摆着一一份全新的乐乐谱。“超高难度.....””他翻动着，，喃喃自语，，感觉自己对对弹奏钢琴的的信心似乎跌跌到了谷底，，消磨殆尽。。已经三个月月了！自从跟跟了这位新的的指导教授之之后，他不知知