On 309-318

In this final chapter, Covey shares what he believes to be an extremely important point in life: the key to growth and happiness is how we use the gap space between stimulus and response. It's important to realize how much control we do have on our situations, primarily how we perceive and react to worldly stimuli. Why are some people happier? Not always because their life is "better"; they are just better at dealing with it.

Covey says, "It's great for children to be able to identify themselves with the "tribe," to feel that many people know and care about them, even though they're spread all over the country." Three words: United States Army. When I was in my (incredibly long) decision process about whether I should contract, my aunt who is an Army colonel, told me no matter what base you're on, you'll always feel at home.

Anyway, Covey says we have to achieve unity. He ends the book with a sentence worth quoting on my final blog:

"By centering our lives on correct principles and creating a balanced focus between doing and increasing our ability to do, we become empowered in the task of creating effective, useful, and peaceful lives...for ourselves, and for our posterity."

Book=done

On 287-307

Incorporating time into our schedules for "renewal" activities (sharpening the saw) will not be easy. It's very Quadrant II-esque, and difficult at first to make time for it. But, I think when a person begins to see the benefits of living like that, it will become easier, because you will find yourself having more time.

This is why crafting a mission statement is important. When "renewing" yourself, it will be important to consult your mission, and make sure your life is congruent with your principles.

In this chapter, Covey points out how important a true focus on the self is. But he doesn't end without emphasizing the cruciality of "scripting others." This is especially important for ROTC and the Army, because we as MSIIIs, MSIVs, and officers will have a lot of influence over subordinates. Let's script them well.

On 261-284

Synergy "catalyzes, unifies, and unleashes the greatest powers within people." In this chapter, Covey makes a strong link to the Win/Win chapter, and he focuses on the relationships between people that lead to such outcomes. He emphasizes risk. Covey claims that synergy is exciting, and that the best outcome is more likely to happen if the people involved take risk by being open--they have to really want a superior third alternative. This is directly tied to the "Levels of Communication" graph of trust against cooperation. Trust is necessary for good communication and truly positive results.

And, dichotomous thinking is usually a no-no. Covey talks about valuing the differences, and really listening to what another person has to say...trying to rid yourself of "there is the right opinion (mine), and there is the other opinion (his)" kind of thinking. There are lots of opinions, and a right/wrong line is not necessarily clearly drawn.

I am an exception to this. I'm always right. :) :) :) And now I'm off to fire at juniors and defend by bunker. Yay.

On 235-260

"Communication is the most important skill in life" (Covey 237). This chapter emphasized empathy, which we have learned a lot about in MS classes. Soldiers that we lead will need an effective listener. It's a true challenge to try to understand someone--I mean you haven't grown up in his or her neighborhood, gotten yelled at by his or her parents, gone to his or her school, etc. It's probably not possible to completely understand someone, because you are not that person. But, just like a compromise is a lower form of the ideal "Win/Win," there is also a lower form of complete understanding. Use Covey's methods, and try.

Inserting your own autobiography is super-interesting to me. Just listen to people's conversations. Sometimes the person talking is barely done speaking, and the other person immediately relates it to his or her own life. That's fine for some conversations, but constantly thinking about something relates to you isn't even healthy. It's something a lot of people (including me) can improve.

On MS1 Paper

A few comments about the mission statement paper:

I found a quote by Theodore M. Hesburgh to sum up my paper: “The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.”

I used the tools CPT Ambrose gave us, like the mind maps and value lists, and spent a lot of time crafting my personal mission statement. These tools were helpful, because I began to see connections with values I had identified as important and my role models. I admire people for their values. And, negatively, I look down upon those who do not have some values I define as very important. This is probably not good, but I learned it was true. For example, dependability and responsibility (getting things done on time and doing things you say you’ll do) are super-important to me. If I don’t admire you, it very well could be because you aren’t dependable or responsible.

So, my mission statement boils down to continuing my own dependability, with a high degree of realism, congruency, and practicality. Also guiding me will be want of competence and confidence, and incorporating fun, humor, and zeal in everyday activities.

The SMART goal I set is being as competent and confident as other MSIIs on the NDFTX. I then outlined actions I plan to take to reach this goal, such as attending OPORD classes given by MSIIIs and attending the CFTX to gain experience.

On 204-234

While the best model for a given situation is very dependent upon circumstances, Covey asserts that we should generally strive for Win/Win. Win/Wins are great. No one denies that; but I think, despite how Covey defends it, that the concept is idealistic. The world is too "mean" for people to act this "nice." Just the fact that he suggested looking to literature for a good example (because there aren't enough in real life!) makes me believe a world of win/wins isn't going to happen, no matter how great it would be.

That being said, Covey does redeem himself by mentioning compromise several times in the chapter. He says compromise is a lower form of win/win. So, if we strive for the limit (win/win), hopefully we'll at least reach a decent compromise. Remembering that going for what you both want is probably one of the best ways of getting what you want.

On 183-203

I want to point out the similarities in this chapter to the 7 Army Values.

We start in this chapter with the "Public Victory" portion of the book, and Covey uses the running metaphor of an Emotional Bank Account. You have to build up a reserve of trust with people. There are six major deposits. One is understanding the individual. I equate this with the Army Value of respect because Covey explains it by saying, "Treat them all the same by treating them differently." As MSG Wood loves to say, "treat people as they should be treated," is the Army definition of respect. Second, we can parallel Covey's showing personal integrity and keeping committments with the Army value of integrity. Keeping promises and true to your word is important. Third, we can see a similarity between Covey's apologizing sincerely when you make a withdrawal to the Army value of personal courage. Covey says it takes a great deal of character strength to apologize quickly...a great deal of courage. Fourth, I'm going to combine the Army values of duty and selfless service with Covey's attending to the little things. Putting a coat over his cold child shows both a duty as a father and selfless service. Fifth, I want to equate Covey's clarifying expectations with the Army value of leadership. Covey says "That's why it's so important whenever you come into a new situation to get all the expectations out on the table." I hope we all can see the similarity between this quote and being a new 2LT. And finally, the Army value of honor is upholding all the other values. And, Covey says that all six deposits are important.