At last I've finished! Below is my last installment.
I'm reading this and "teaching" it: that is, talking and writing about what I'm learning, as I go along, as part of the 8th Habit challenge to solidify the ideas in my head. Condensed, the 8th Habit is "Find your voice and inspire others to find theirs." The book is broken down into "Discover Your Voice" and "Inspire Others to Find Theirs." Here is the twelfth installment of my summary: Chapter 15.
Chapter 15: Using Our Voices Wisely to Serve Others
The final chapter of the 8th Habit pulls together the lessons learned in earlier chapters and identifies the why of it all. Finding one’s voice and inspiring others to find theirs embodies one overarching principle: to serve human needs.
The Age of Wisdom
At the beginning of the book, Covey discusses the Five Ages of Civilization’s Voice: the Hunter-Gatherer Age, the Agricultural Age, the Industrial Age, the Information/Knowledge Worker Age and the Age of Wisdom. Each age has its own symbol—in chronological order, the bow and arrow, farm equipment, the factory, the person and in the Age of Wisdom, the compass. The twentieth century witnessed the end of the Industrial Age, and as has happened in previous ages, over 90 percent of the workforce is in the process of being downsized. “I personally believe that over 20 percent of the present workforce is becoming obsolete, and that unless they rededicate and reinvent themselves, within a few years, another 20 percent will become obsolete” (p. 295). Constantly educating oneself will prepare one for this transition into the Knowledge Worker Age, and Covey posits that this era will eventually turn into the Age of Wisdom.
Where is Wisdom?
The Age of Wisdom is an improvement on the Information/Knowledge Worker Age in that information and knowledge are guided by purpose and principles. Knowledge and information are not wisdom; rather, wisdom is coming to understand that the more one knows, the more one knows one doesn’t know (p. 295). Covey presents a diagram with one’s knowledge represented by a circle and one’s ignorance represented by the space around it. As a person learns more, the circle of knowledge expands, but here’s the rub: the space around the circle, one’s ignorance, gets larger as well. If a person wants to accomplish something greater than his or her knowledge, one can draw on the expertise and intuition of others. Creating a complementary, synergistic team compensates for that ever-growing circle of ignorance and puts the ever-growing circle of knowledge to good use.
Recognizing the interdependence of human beings, Covey states, should increase one’s commitment to “continual mentored learning,” especially in areas of leadership and personal growth (p. 296). With this commitment comes a belief in vision, worthy purposes and direction—the essence of wisdom.
Wisdom and the abundance mentality are the children of integrity. Integrity is the child of humility and courage. “Wisdom comes to people who educate and obey their conscience. The abundance mentality is cultivated because integrity breeds inner security. When a person is not dependent upon external judgments and comparisons for his sense of personal worth, he can be genuinely happy for the successes of others” (p. 297). Possessing humility, courage, integrity, wisdom and the abundance mentality produce paradigms that make the 8th habit possible: belief in others, affirming both one’s own worth and potential and that of others, and a focus on release rather than control. Those practicing the 8th habit will find their perspectives and conduct both creating and reinforcing this approaching Age of Wisdom. They will be filled with gratitude, abundance and respect and will find continuous opportunities for growth and learning.
Moral Authority and Servant Leadership
Moral authority is the product of dedicating oneself to service and contribution. At the top of truly great organizations one finds servant-leaders. These servant-leaders possess formal authority because of moral authority; that is, they are humble, teachable, respectful and caring, and this behavior differentiates them as great rather than simply good. Servant-leaders, further, rarely if ever use (read: abuse) their positions of formal authority by “throwing their weight around,” instead relying on moral authority based on trustworthiness to influence and encourage others.
Leadership as a choice (moral authority) creates a distinct contrast with leadership as a position (formal authority), with the first representative of empowering and release and the second of command and control.
Leadership Based on Moral Authority:
• Right makes might
• The “wrong” is in doing wrong
• Be a model, not a critic
• There is enough and to spare
Leadership Based on Formal Authority (without Moral Authority):
• Might makes right
• The “wrong” is in getting caught
• The top people don’t “live” moral authority or integrity
• There is only so much
In chapter 15, Covey discusses several leaders who depended on moral authority to lead, including Ghandi, Kim Dae-Jung and Joshua Lawrence Chamberlain.
Moral Authority as an Ecosystem
Moral authority, as with all other aspects of the 8th habit (as well as the 7 habits), develops from the inside out. One must establish personal moral authority (being individually trustworthy), and this leads to visionary moral authority, whereby others come to respect and emulate one’s moral authority. Once moral authority becomes firmly entrenched within an organization, an organization has institutionalized moral authority. As moral authority continues to expand, the result is cultural moral authority, wherein a civil society grows that respects and enforces the rule of law, honesty, trust and the meeting of needs of the society’s members. Cultural moral authority develops extremely slowly and is constantly evolving, even after it has been established. But, like any ecosystem, moral authority develops and expands outward, yet all parts are interrelated and interdependent.
Birth-Gifts, Our Cultural Overlay and Wisdom
To review, in an earlier chapter, Covey identifies birth-gifts: the power to choose, natural laws and principles and the four native intelligences (physical, mental, emotional and spiritual). In chapter 15, Covey also identifies a “flawed cultural overlay,” a misleading, quick-fix cultural norm that cripples the use of these birth-gifts and lead one down the road to mediocrity rather than greatness (p. 309). Wisdom comes in finding a Third Alternative that transcends these poisonous cultural norms and puts these birth-gifts to use in achieving greatness.
At the personal level, most people want quality relationships and personal peace. The flawed cultural overlay is that most people also want to keep their habits and lifestyles. Wisdom dictates that those habits and lifestyles that hurt relationships and rob one of peace must be sacrificed in favor of stronger, morally-grounded ones that build relationships and bestow peace.
At the relationship level, most people must trust and be trusted in order to have quality relationships, and trust comes through serving and keeping one’s word. At the same time, the flawed cultural overlay indicates that most people also have a “what’s in it for me?” approach to relationships, an attitude that is murder to quality relationships. Wisdom dictates that “me” be sacrificed for “we,” and in so doing one builds the trust necessary to have quality relationships.
At the organizational level, management wants more for less and employees want more money for less time and effort, but in both cases, the relationship must be mutually beneficial in order to be beneficial at all. Wisdom dictates that management and the workforce work out a win-win agreement, whereby productive, empowered employees contribute to a common purpose and in turn are compensated physically and spiritually for their efforts.
At the societal level, society operates by dominant social mores, but these mores often conflict with natural laws and principles. Society is responsible for its actions and has to live with the consequences of violating those natural laws and principles. Wisdom dictates aligning social mores and values to respect the general welfare of society as well as the natural environment so that natural laws are respected and negative consequences are minimal.
Problem Solving through a Principle-Centered Model
Covey identifies several personal and professional challenges facing people today, including financial survival, uncertainty, insufficient time and resources, lack of meaning and lack of peace.
“Finding Your Voice is a synergistic concept of the whole being greater than the sum of the parts, so that when you respect, develop, integrate and balance the four parts of your nature, you’re led to realize your full potential and lasting fulfillment” (p. 312-313). Facing challenges and solving problems through a principle-centered model involves employing the four human intelligences. The catchphrase is “open your heart:”
• Physically, keep your heart strong through proper diet and exercise.
• Emotionally, recognize the potential of others to solve problems and unleash that synergistic potential by involving them in the problem-solving process.
• Mentally, learn constantly and see people as whole people.
• Spiritually, open your heart so that your life is driven by a higher purpose; open your heart so that you are “doing well by doing good” (p. 313).