“Inside-Out” continued

A New Level Of Thinking

Quotes from the author:

“As we look around us and within us and recognize the problems created as we live and interact within the Personality Ethic, we begin to realize that these are deep, fundamental problems that cannot be solved on the superficial level on which they were created.

We need a new level, a deeper level of thinking—a paradigm based on he principles that accurately describe he territory of effective human being and interacting—to solve these deep concerns.

This new level of thinking is what Seven Habits of Highly Effective people is about. It’s a principle-centered, character-based, ‘inside-out’ approach to personal and interpersonal effectiveness.

‘Inside-Out means to start first with self, even more fundamentally, to start with the most inside part of self—with your paradigms, your character, and your motives.

If you want to have more freedom, more latitude in your job, be a more responsible, a more helpful, a more contributing employee. If you want to be trusted, be trustworthy. If you want the secondary greatness of recognized talent, focus first on primary greatness of character.

The inside-out approach says that private victories precede public victories, that making and keeping promises to ourselves precede making and keeping promises to others. It say it is futile to put personality ahead of character, to try to improve relations with others before improving ourselves.

What I have seen result from the outside-in paradigm is unhappy people who feel victimized and immobilized, who focus on the weaknesses of other people and the circumstances they feel are responsible for their own stagnant situation.

Inside-out is a dramatic paradigm shift for most people, largely because of the powerful impact of conditioning and the current paradigm of the Personality Ethic.”

Personal comments:

In a conversing with an individual a couple of weeks ago, the issue of leadership came up, specifically related to the role of leaders. This individual stated that employees need to learn how to relate/adapt to their bosses. But as I told them, the opposite is true. Leaders, to be leaders, need to understand that each employee is unique, and that they are responsible for adapting to each one, as individuals, not as a group. Expecting employees to adapt to their manager does not make them happy, motivated, service-oriented and committed.

Unfortunately, in my years of working with managers, I found those who truly did not care about improving themselves, or their leadership skills. Possibly because they worked for someone who didn’t care either.

“Leaders are like eagles; they don’t flock; you find them one at a time”

Next: The Seven Habits—An Overview

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

1 thought on ““Inside-Out” continued”

  1. You are so unbelieveable. I’m in awe and speechless. Your thoughts…your mind. You are a special man. I’m glad you are in my life. K.

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