Last week we looked at a new level of thinking and I would like to stress this week on how we focus on the problems in our journey towards effectiveness; these are some solid thoughts from Dr. Stephen R Covey who has authored the book on Seven Habits of Highly Effective people.

People are intrigued when they see good things happening in the lives of individuals, families, and organizations that are based on solid principles. They admire such personal strength and maturity, such family unity and teamwork, such adaptive synergistic organizational culture. And their immediate request is very revealing of their basic paradigm. "How do you do it? Teach me the techniques.'' What they're really saying is, "Give me some quick fix advice or solution that will relieve the pain in my own situation.'' They will find people who will meet their wants and teach these things; and for a short time, skills and techniques may appear to work.

Mr. Ameer Ahamed is the CEO (Sri Lanka, Maldives & Bangl.) for Franklin Covey South Asia. Master Trainer for 7 Habits of Highly Effective People Process & Leadership.

They may eliminate some of the cosmetic or acute problems through social aspirin and band-aids. But the underlying chronic condition remains, and eventually new acute symptoms will appear. The more people are into quick fix and focus on the acute problems and pain, the more that the very approach contributes to the underlying chronic condition.

The way we see the problem is the problem. Look at the impact of Personality Ethic thinking. I've taken course after course on effective management training. I expect a lot out of my employees and I work hard to be friendly toward them and treat them right. But I don't feel any loyalty from them. Why can't I train them to be independent and responsible - or find employees who can be?

The Personality Ethic tells me I could take some kind of dramatic action - shake things up, make heads roll - that would make my employees shape up and appreciate what they have. Or I could find some motivational training programme that would get them committed. Or I could even hire new people that would do a better job.

But is it possible under that apparently disloyal behaviour, these employees question whether I really act in their best interests? Do they feel I'm treating them as mechanical objects? Is there some truth in that?

Deep inside, is that really the way I see them? Is there a chance that the way I look at the people who work for me is part of the problem?

There's so much to do. And there's never enough time. I feel pressured and hassled all day, every day and seven days a week. I've attended time management seminars and I've tried half a dozen different planning systems. They've helped some, but I still don't feel I'm living the happy, productive, peaceful life I want to live.

The Personality Ethic tells me there must be something out there - some new planner or seminar that will help me handle all these pressures in a more efficient way.

But is there a chance that efficiency is not the answer? Is getting more things done in less time going to make a difference-or will it just increase the pace at which I react to the people and circumstances that seem to control my life?

Can you see how fundamentally the paradigms of the Personality Ethic affect the very way we see our problems as well as the way we attempt to solve them?

Whether people see it or not, many are becoming disillusioned with the empty promises of the Personality Ethic.

As I travel around the country and the region and work with organizations/people, I find that long-term thinking executives are simply turned off by psych up psychology and ''motivational'' speakers who have nothing more to share than entertaining stories mingled with platitudes.

They want substance; they want process. They want more than aspirin and band-aids. They want to solve the chronic underlying problems and focus on the principles that bring long-term results.
That's why we need to look at the Character Ethic than the Personality Ethic. We need to build our Character deep inside which affects our behaviour and which in turn produces results.

We will look at many aspects of how to build a lasting effectiveness in our coming weeks.
“We must not cease from exploration and the end of all our exploring will be to arrive where we began and to know the place for the first time”.

T. S. Eliot
Your feedback to the writer:
ameer@franklincoveysouthasia.com