Todd Davis

Put your mask on first, not because you're selfish, but because by doing so, you can do then so much more for everybody else to be that much more effective. So sharpening the saw is Habit 7, and it's really the gas in the engine for all the other habits.

Put your mask on first, not because you're selfish, but because by doing so, you can do then so much more for everybody else to be that much more effective. So sharpening the saw is Habit 7, and it's really the gas in the engine for all the other habits.

Put your mask on first, not because you're selfish, but because by doing so, you can do then so much more for everybody else to be that much more effective. So sharpening the saw is Habit 7, and it's really the gas in the engine for all the other habits.

That's a great, yeah, such a great question. So obviously reading the book, this book has sold over 40 million copies. It's just, it blows my mind. It's translated into, I think, 38 different languages now around the world, 40 million copies, and continues to sell thousands of copies every month. So we can read it. But to your point, okay, I can read this and say, gosh, this makes sense.

That's a great, yeah, such a great question. So obviously reading the book, this book has sold over 40 million copies. It's just, it blows my mind. It's translated into, I think, 38 different languages now around the world, 40 million copies, and continues to sell thousands of copies every month. So we can read it. But to your point, okay, I can read this and say, gosh, this makes sense.

That's a great, yeah, such a great question. So obviously reading the book, this book has sold over 40 million copies. It's just, it blows my mind. It's translated into, I think, 38 different languages now around the world, 40 million copies, and continues to sell thousands of copies every month. So we can read it. But to your point, okay, I can read this and say, gosh, this makes sense.

How do I become this? In the work sessions, and we update the work session, the seven habits, it's called the seven habits effect. We update that about every eight to 10 years. We just launched our newest version, seven habits 5.0. And so that's why we appreciate you inviting us on the podcast and why I'm out traveling the globe to do overviews of what we're talking about here.

How do I become this? In the work sessions, and we update the work session, the seven habits, it's called the seven habits effect. We update that about every eight to 10 years. We just launched our newest version, seven habits 5.0. And so that's why we appreciate you inviting us on the podcast and why I'm out traveling the globe to do overviews of what we're talking about here.

How do I become this? In the work sessions, and we update the work session, the seven habits, it's called the seven habits effect. We update that about every eight to 10 years. We just launched our newest version, seven habits 5.0. And so that's why we appreciate you inviting us on the podcast and why I'm out traveling the globe to do overviews of what we're talking about here.

But in the work sessions, we dive deep. It's two days worth of content that can be delivered, concentrated over two days back to back, spread out, virtual, on demand. And in the work sessions, we go in and study a particular habit. Let me back up here. The most significant thing about learning any habit is But particularly the seven habits is something we call the see-do-get model.

But in the work sessions, we dive deep. It's two days worth of content that can be delivered, concentrated over two days back to back, spread out, virtual, on demand. And in the work sessions, we go in and study a particular habit. Let me back up here. The most significant thing about learning any habit is But particularly the seven habits is something we call the see-do-get model.

But in the work sessions, we dive deep. It's two days worth of content that can be delivered, concentrated over two days back to back, spread out, virtual, on demand. And in the work sessions, we go in and study a particular habit. Let me back up here. The most significant thing about learning any habit is But particularly the seven habits is something we call the see-do-get model.

It's our paradigms. The way we see things influences everything we do. And of course, we know what we do gives us the results we get. But what is so powerful about developing any habit is backing up and saying, wait a minute, am I seeing this situation, this person, this relationship accurately? Or am I seeing it how I'm just convinced myself that it is?

It's our paradigms. The way we see things influences everything we do. And of course, we know what we do gives us the results we get. But what is so powerful about developing any habit is backing up and saying, wait a minute, am I seeing this situation, this person, this relationship accurately? Or am I seeing it how I'm just convinced myself that it is?

It's our paradigms. The way we see things influences everything we do. And of course, we know what we do gives us the results we get. But what is so powerful about developing any habit is backing up and saying, wait a minute, am I seeing this situation, this person, this relationship accurately? Or am I seeing it how I'm just convinced myself that it is?

For example, if I'm a micromanager, I bet people are familiar with micromanagement. If I'm a micromanager, how do I see my people? Well, I probably see them as incompetent. So I got to do everything for them or I got to criticize, hover over, triple check. And if that's what I do, what kind of results do we get? Poor, mediocre at best. And then I see those poor results.

For example, if I'm a micromanager, I bet people are familiar with micromanagement. If I'm a micromanager, how do I see my people? Well, I probably see them as incompetent. So I got to do everything for them or I got to criticize, hover over, triple check. And if that's what I do, what kind of results do we get? Poor, mediocre at best. And then I see those poor results.

For example, if I'm a micromanager, I bet people are familiar with micromanagement. If I'm a micromanager, how do I see my people? Well, I probably see them as incompetent. So I got to do everything for them or I got to criticize, hover over, triple check. And if that's what I do, what kind of results do we get? Poor, mediocre at best. And then I see those poor results.

And what do I say to myself as the micromanager? See, they are idiots. I got to micromanage even more. It becomes this self-fulfilling prophecy all driven by an inaccurate or an incomplete paradigm. So to your question, with each habit, we start out with a paradigm. Habit one, be proactive. An ineffective paradigm might be, hey, this is just the way things are. There's not much I can do about it.

And what do I say to myself as the micromanager? See, they are idiots. I got to micromanage even more. It becomes this self-fulfilling prophecy all driven by an inaccurate or an incomplete paradigm. So to your question, with each habit, we start out with a paradigm. Habit one, be proactive. An ineffective paradigm might be, hey, this is just the way things are. There's not much I can do about it.