The 7 Habits of Highly Effective People

CIRCLE OF CONCERN/CIRCLE OF INFLUENCE

Another excellent way to become more self-aware regarding our own degree of proactivity is

to look at where we focus our time and energy. We each have a wide range of concerns—our

health, our children, problems at work, the national debt, nuclear war. We could separate those

from things in which we have no particular mental or emotional involvement by creating a

“Circle of Concern.”As we look at those things within our Circle of Concern, it becomes apparent that there are

some things over which we have no real control and others that we can do something about. We

could identify those concerns in the latter group by circumscribing them within a smaller Circle

of Influence.

By determining which of these two circles is the focus of most of our time and energy, we can

discover much about the degree of our proactivity.

Proactive people focus their efforts in the Circle of Influence. They work on the things they

can do something about. The nature of their energy is positive, enlarging and magnifying,

causing their Circle of Influence to increase.

Reactive people, on the other hand, focus their efforts in the Circle of Concern. They focus on

the weakness of other people, the problems in the environment, and circumstances over which

they have no control. Their focus results in blaming and accusing attitudes, reactive language,

and increased feelings of victimization. The negative energy generated by that focus, combined

with neglect in areas they could do something about, causes their Circle of Influence to shrink.

As long as we are working in our Circle of Concern, we empower the things within it to

control us. We aren’t taking the proactive initiative necessary to effect positive change.

Earlier, I shared with you the story of my son who was having serious problems in school.

Sandra and I were deeply concerned about his apparent weaknesses and about the way other

people were treating him.

But those things were in our Circle of Concern. As long as we focused our efforts on those

things, we accomplished nothing, except to increase our own feelings of inadequacy and

helplessness and to reinforce our son’s dependence.

It was only when we went to work in our Circle of Influence, when we focused on our own

paradigms, that we began to create a positive energy that changed ourselves and eventually

influenced our son as well. By working on ourselves instead of worrying about conditions, we

were able to influence the conditions.

Because of position, wealth, role, or relationships, there are some circumstances in which a

person’s Circle of Influence is larger than his or her Circle of Concern.

This situation reflects a self-inflicted emotional myopia—another reactive selfish life-style

focused in the Circle of Concern.

Though they may have to prioritize the use of their influence, proactive people have a Circle

of Concern that is at least as big as their Circle of Influence, accepting the responsibility to use

their influence effectively.

DIRECT, INDIRECT, AND NO CONTROL

The problems we face fall in one of three areas: direct control (problems involving our own

behavior); indirect control (problems involving other people’s behavior); or no control (problems

we can do nothing about, such as our past or situational realities). The proactive approach puts

the first step in the solution of all three kinds of problems within our present Circle of Influence.

Direct control problems are solved by working on our habits. They are obviously within our

Circle of Influence. These are the “Private Victories” of Habits 1, 2, and 3.

Indirect control problems are solved by changing our methods of influence. These are the

“Public Victories” of Habits 4, 5, and 6. I have personally identified over 30 separate methods of

human influence—as separate as empathy is from confrontation, as separate as example is from

persuasion. Most people have only three or four of these methods in their repertoire, starting

usually with reasoning, and, if that doesn’t work, moving to flight or fight. How liberating it is to

accept the idea that I can learn new methods of human influence instead of constantly trying to

use old ineffective methods to “shape up” someone else!

No control problems involve taking the responsibility to change the line on the bottom on our

face—to smile, to genuinely and peacefully accept these problems and learn to live with them,

even though we don’t like them. In this way, we do not empower these problems to control us.

We share in the spirit embodied in the Alcoholics Anonymous prayer, “Lord, give me the

courage to change the things which can and ought to be changed, the serenity to accept the things

which cannot be changed, and the wisdom to know the difference.”

Whether a problem is direct, indirect, or no control, we have in our hands the first step to the

solution. Changing our habits, changing our methods of influence and changing the way we see

our no control problems are all within our Circle of Influence.

EXPANDING THE CIRCLE OF INFLUENCE

It is inspiring to realize that in choosing our response to circumstance, we powerfully affect

our circumstance. When we change one part of the chemical formula, we change the nature of

the results.

***

I worked with one organization for several years that was headed by a very dynamic person. He

could read trends. He was creative, talented, capable, and brilliant—and everyone knew it. But

he had a very dictatorial style of management. He tended to treat people like “gofers,” as if they

didn’t have any judgment. His manner of speaking to those who worked in the organization was,

“Go for this… go for that… now do this… now do that—I’ll make the decisions.”

The net effect was that he alienated almost the entire executive team surrounding him. They

would gather in the corridors and complain to each other about him. Their discussion was all

very sophisticated, very articulate, as if they were trying to help the situation. But they did it

endlessly, absolving themselves of responsibility in the name of the president’s weaknesses.

“You can’t imagine what’s happened this time,” someone would say. “The other day he went

into my department. I had everything all laid out. But he came in and gave totally different

signals. Everything I’d done for months was shot, just like that. I don’t know how I’m supposed

to keep working for him. How long will it be until he retires?”

“He’s only fifty-nine,” someone else would respond. “Do you think you can survive for six

more years?”

“I don’t know. He’s the kind of person they probably won’t retire anyway.”

But one of the executives was proactive. He was driven by values, not feelings. He took the

initiative—he anticipated, he empathized, he read the situation. He was not blind to the

president’s weaknesses; but instead of criticizing them, he would compensate for them. Where

the president was weak in his style, he’d try to buffer his own people and make such weaknesses

irrelevant. And he’d work with the president’s strengths—his vision, talent, creativity.

This man focused on his Circle of Influence. He was treated like a gofer, also. But he would

do more than what was expected. He anticipated the president’s need. He read with empathy the

president’s underlying concern, so when he presented information, he also gave his analysis and

his recommendations based on that analysis.

As I sat one day with the president in an advisory capacity, he said, “Stephen, I just can’t

believe what this man has done. He’s not only given me the information I requested, but he’s

provided additional information that’s exactly what we needed. He even gave me his analysis of

it in terms of my deepest concerns, and a list of his recommendations.

“The recommendations are consistent with the analysis, and the analysis is consistent with the

data. He’s remarkable! What a relief not to have to worry about this part of the business.”

At the next meeting, it was “go for this” and “go for that” to all the executives… but one. To

this man, it was “What’s your opinion?” His Circle of Influence had grown.

This caused quite a stir in the organization. The reactive minds in the executive corridors

began shooting their vindictive ammunition at this proactive man.

It’s the nature of reactive people to absolve themselves of responsibility. It’s so much safer to

say, “I am not responsible.” If I say “I am responsible,” I might have to say, “I am irresponsible.”

It would be very hard for me to say that I have the power to choose my response and that the

response I have chosen has resulted in my involvement in a negative, collusive environment,

especially if for years I have absolved myself of responsibility for results in the name of someone

else’s weaknesses.

So these executives focused on finding more information, more ammunition, more evidence

as to why they weren’t responsible.

But this man was proactive toward them, too. Little by little, his Circle of Influence toward

them grew also. It continued to expand to the extent that eventually no one made any significant

moves in the organization without that man’s involvement and approval, including the president.

But the president did not feel threatened because this man’s strength complemented his strength

and compensated for his weaknesses. So he had the strength of two people, a complementary

team.

This man’s success was not dependent on his circumstances. Many others were in the same

situation. It was his chosen response to those circumstances, his focus on his Circle of Influence,

that made the difference.

***

There are some people who interpret “proactive” to mean pushy, aggressive, or insensitive; but

that isn’t the case at all. Proactive people aren’t pushy. They’re smart, they’re value driven, they

read reality, and they know what’s needed.

Look at Gandhi. While his accusers were in the legislative chambers criticizing him because

he wouldn’t join in their Circle of Concern rhetoric condemning the British Empire for their

subjugation of the Indian people, Gandhi was out in the rice paddies, quietly, slowly,

imperceptibly expanding his Circle of Influence with the field laborers. A groundswell of

support, of trust, of confidence followed him through the countryside. Though he held no office

or political position, through compassion, courage, fasting, and moral persuasion he eventually

brought England to its knees, breaking political domination of three hundred million people with

the power of his greatly expanded Circle of Influence.