《Seven Habits of Highly Effective People》经典读后感10篇

　　《Seven Habits of Highly Effective People》是一本由Stephen R. Covey著作，Simon & Schuster出版的Paperback图书，本书定价：USD 26.00，页数：1989-08-15，文章吧小编精心整理的一些读者的读后感，希望对大家能有帮助。

　　《Seven Habits of Highly Effective People》读后感(一)：An insightful book with the advantages of Western thinking style

　　It's quite insightful. The 7 habits touch the very essence of leading a life of happiness and fulfillment. It's worth reading over and over again at different stages of our life.

　　The author suggests, to name a few: Focus on cultivating character ethics instead of narrowing ourselves to personality ethics, or say techniques, quick fix. Be principle-centered and seek internal security. Only through empathic listening can we really understand others and then by articulate and sincere presentation to be well understood. Take Quadrant II activities always as our priorities.

　　Highly effective life is a process of synergy and spiral renewal. I was deeply impressed by Stephen R. Covey’s vivid account of his personal experiences, sharp illustrations and quotations that facilitate my understanding and really add colors to this book.

　　In the end, I just want to reaffirm the 7 habits Steven has mentioned in a compelling manner: Private Victory— 1. Be proactive. 2. Begin with the end in mind. 3. Put first things first. Public Victory: 4. Think Win/Win 5.Seek first to understand then to be understood. 6. Synergize 7. External Circle: Renewal. Those 7 habits are useful for our self-reflection and enable us to better contribute to others as well as to the world. I really appreciate N. Eldon Tanner’s saying: Service is the rent we pay for the privilege of living on this earth. I will reach back to this book from time to time to refresh and sharpen the saw of my understanding. Thank you Steven for your instructive and inspiring accompany.

　　《Seven Habits of Highly Effective People》读后感(二)：值得一读再读

　　这本书还真不是心灵鸡汤。仅仅是第一条Be Proactive就对被中国教育体制摧残的我们有非常大的启示。我们生活的准则，到底是依循社会传统，父母期许，还是经过独立思考后形成的只属于自己的认知？在关于个人独立方面的Begin with the End in Mind和Put First Things First都是值得一读再读的好建议。这本书的英文版不难，强烈推荐大家直接阅读。以下是自己读后的一些胡思乱想：

　　1、 读书和健身都是重要而不紧急的事情，但却是我们真正要投入时间去做的事情。多做重要而不紧急的事，长期来看生活会有很大的改善；

　　2、 人不要把自己的幸福寄托在外界（父母，爱人，朋友，事业等等），因为这些都是会变化的，并且这种变化是不可控的。我们应该向内寻找，锻炼出成熟稳定的内心。因为人最后的自由，就是选择自己态度的自由，这是我们唯一可控的因素。这样的幸福才能长久；

　　3、 整个生活就像是一个大的拼图，而每一天就是其中的一小块儿。心里时常装着整幅图景，每一天的那一块儿才不会放错位置。这样到了最后，才能形成自己期待的独特画面，才能得到自己最初时向往的生活。“不忘初心，方得始终”，说的就是这个道理。从全局的角度来反观日常生活，以防自己跑偏。

　　《Seven Habits of Highly Effective People》读后感(三)：Some quotes

　　21. The significant problems we face cannot be solved at the same level of thinking we were at when we created them. -- Albert Einstein

　　22.

　　We must not cease from exploration and the end of all our exploring will be to arrive where we began and to know the place for the first time. -- T. S. Eliot

　　We are what we repeatedly do. Excellence, then, is not an act, but a habit. - Aristotle

　　26. The P/PC Balance: P stands for production of desired results, the golden eggs. PC stands for production capability, the ability or asset that produces the golden eggs.

　　28. Too much focus on PC is like a person who runs for three or four hours a day, bragging about the extra 10 years of life it creates, unaware he's spending them running. Or a person endlessly going to school, never producing, living on other people's golden eggs -- the eternal student syndrome.

　　30.

　　o one can persuade another to change. Each of us guards a gate of change that can only be opened from the inside. -- Marilyn Ferguson

　　e patient with yourself.

　　That which we obtain too easily, we esteem too lightly. It is dearness only which gives everything its value. Heaven knows how to put a proper price on its goods. -- Thomas Paine

　　*****BE PROACTIVE*****

　　34....But until a person can say deeply and honestly, "I am what I am today because of the choices I made yesterday," that person cannot say, "I choose otherwise."

　　38.

　　-"You don't understand. The feeling of love just isn't there."

　　-"Then love her. If the feeling isn't there, that's a good reason to love her."

　　-"But how do you love when you don't love？"

　　-"My friend, love is a verb. Love -- the feeling -- is a fruit of love the verb. So love her. Sacrifice. Listen to her. Empathize. Appreciate. Affirm her. Are you willing to do that？"

　　40. "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."

　　43. Chasing after the poisonous snake that bites us will only drive the poison through our entire system.

　　*****BEGIN WITH THE END IN MIND*****

　　45. What lies behind us and what lies before us are tiny matters compared to what lies within us -- Oliver Wendell Holmes

　　46. Measure twice, cut once.

　　48. Efficient management without effective leadership is, as one individual phrased it, "like straightening deck chairs on the Titanic."

　　51. Hear both sides before judging.

　　52. The key to the ability to change is a changeless sense of who you are, what you are about and what you value.

　　61. We are free to choose our actions, based on our knowledge of correct principles, but we are not free to choose the consequences of those actions. Remember, "If you pick up one end of the stick, you pick up the other."

　　65. He that is good with a hammer tends to think everything is a nail. -- Abraham Maslow

　　67. One of the main things his [Dr. Charles Garfield] research showed was that almost all of the world-class athletes and other peak performers are visualizers. They see it; they feel it; they experience it before they actually do it. They Begin with the End in Mind.

　　*****PUT FIRST THINGS FIRST*****

　　78. Even when the urgent is good, the good can keep you from your best, keep you from your unique contributions, if you let it.

　　79.

　　The way you spend your time is a result of the way you see your time and the way you really see your priorities.

　　It's almost impossible to say "no" to the popularity of Quadrant III or to the pleasure of escape to Quadrant IV if you don't have a bigger "yes" burning inside.

　　81. Many people seem to think that success in one area can compensate for failure in other areas of life. But can it really？ Perhaps it can for a limited time in some areas. But can success in your profession compensate for a broken marriage, ruined health, or weakness in personal character？ True effectiveness requires balance.

　　84. Use a compass instead of using a road map.

　　*****PARADIGMS OF INTERDEPENDENCE*****

　　91.

　　There can be no friendship without confidence, and no confidence without integrity. -- Samuel Johnson

　　You can't talk your way out of problems you behave yourself into.

　　92.

　　ome people say that you have to like yourself before you can like others. I think that idea has merit, but if you don't know yourself, if you don't control yourself, if you don't have mastery over yourself, it's very hard to like yourself, except in some short-term, psych-up, superficial way.

　　The most important ingredient we put into any relationship is not what we say or what we do, but what we are.

　　99. It is one thing to make a mistake, and quite another thing not to admit it. People will forgive mistakes, because mistakes are usually of the mind, mistakes of judgment. But people will not easily forgive the mistakes of the heart, the ill intention, the bad motives, the prideful justifying cover-up of the first mistake.

　　101. P Problems are PC Opportunities.

　　105. ...But the problem is that lose-win people bury a lot of feelings. And unexpressed feelings never die; they're buried alive and come forth in uglier ways.

　　112. [Talking about win-win] No deal is always an option.

　　*****SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD*****

　　120. The real key to your influence with me is your example, your actual conduct. Your example flows naturally out of your character, of the kind of person you truly are -- not what others say you are or what you may want me to think you are.

　　121.

　　Most people do not listen with the intent to understand; they listen with the intent to reply. They're either speaking or preparing to speak.

　　A father once told me, "I can't understand my kid. He just won't listen to me at all."

　　quot;Let me restate what you just said," I replied. "You don't understand your son because he won't listen to you？"

　　quot;That's right," he replied.

　　“Let me try again," I said. "You don't understand your son because he won't listen to you？"

　　quot;That's what I said," he impatiently replied.

　　quot;I thought that to understand another person, you needed to listen to him," I suggested.

　　130. Our perceptions can be vastly different. And yet we both have lived with our paradigms for years, thinking they are "facts", and questioning the character or the mental competence of anyone who can't "see the facts".

　　*****SYNERGIZE*****

　　136. That which is most personal is most general. -- Carl Rogers

　　142. ...And the key to valuing those differences is to realize that all people see the world, not as it is, but as they are.

　　*****SHARPEN THE SAW*****

　　147. Sometimes when I consider what tremendous consequences come from little things.... I am tempted to think...there are no little things. -- Bruce Barton

　　155. Treat a man as he is and he will remain as he is. Treat a man as he can and should be and he will become as he can and should be. -- Goethe

　　《Seven Habits of Highly Effective People》读后感(四)：这本书本来应该更流行的。

　　1 书中的很多原则如 P/PC balance，Qurdrant Ⅱ，To begin with end in mind，都是一些非常流行同时非常深刻的道理。作者将它整理出来，形成了一个体系，并且以极大的耐心反复训导你。从这个角度来说，我们应该向作者致敬。可惜，我没有耐心读后4个原则，因为目前的经历很难跟作者形成共鸣。只好大致浏览了一下中文版。

　　2 这本书每一个人都应该看看。它在美帝国主义那儿几乎人手必备。在中国之所以不流行，是因为翻译成中文后，语言亦或文化差异把它毁了。

　　3 一下是书摘：

　　ome of this literature acknowledged character as an ingredient of success, but tended to compartmentalize it rather than recognize it as foundational and catalytic.

　　The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which we have been influenced by our experience, the more we can take responsibility for those paradigms, examine them, test them against reality, listen to others and be open to their perceptions, thereby getting a larger picture and a far more objective view.

　　The degree to which our mental maps accurately describe the territory does not alter its existence.

　　It is contrary to nature, and attempting to seek such a shortcut only results in disappointment and frustration.

　　Had I been more mature, I could have relied on my own intrinsic strength—my understanding of sharing and of growth and my capacity to love and nurture—and allowed my daughter to make a free choice as to whether she wanted to share or not to share.

　　In order to see our son differently, Sandra and I had to be differently.We can’t go very far to change our seeing without simultaneously changing our being, and vice versa.

　　rinciples are not values. A gang of thieves can share values, but they are in violation of the fundamental principles we are talking about.Principles are the territory. Values are maps. Principles are guidelines for human conduct that are proven to have enduring, permanent value.

　　The way we see the problem is the problem.

　　Albert Einstein observed, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”

　　It’s a principle-centered, character-based, “inside-out” approach to personal and interpersonal effectiveness.

　　Our character, basically, is a composite of our habits.

　　You can’t invert that process anymore than you can harvest a crop before you plant it.

　　It simply wasn’t effective.

　　Keeping P and PC in balance makes a tremendous difference in the effective use of physical assets.

　　It balances short term with long term.

　　The P/PC Balance is the very essence of effectiveness.

　　It’s validated in every arena of life. We can work with it or against it, but it’s there. It’s a lighthouse. It’s the definition and paradigm of effectiveness upon which the Seven Habits in this book are based.

　　The ability to subordinate an impulse to a value is the essence of the proactive person.

　　The commitments we make to ourselves and to others, and our integrity to those commitments, is the essence and clearest manifestation of our proactivity.

　　Knowing that we are responsible—“response-able”—is fundamental to effectiveness and to every other habit of effectiveness we will discuss.

　　y keeping that end clearly in mind, you can make certain that whatever you do on any particular day does not violate the criteria you have defined as supremely important, and that each day of your life contributes in a meaningful way to the vision you have of your life as a whole.

　　In our personal lives, if we do not develop our own self-awareness and become responsible for first creations, we empower other people and circumstances outside our Circle of Influence to shape much of our lives by default.

　　ut another way, Habit 1 says, “You are the creator.” Habit 2 is the first creation.

　　ut another way, Habit 1 says, “You are the creator.” Habit 2 is the first creation.

　　eople can’t live with change if there’s not a changeless core inside them.

　　We live in a world where instant gratification is available and encouraged.

　　The difference between your activity before and after you have formed a habit is a difference in facility and readiness. After practice, you can do the same thing much better than when you started. That is what it means to say practice makes perfect.

　　When we speak of a man as skilled in any way, we do not mean that he knows the rules of making or doing something, but that he possesses the habit of making or doing it.

　　ut it is just as true of reading as it is of skiing that you cannot coalesce a lot of different acts into one complex, harmonious performance until you become expert at each of them.

　　Our security comes from knowing that, unlike other centers based on people or things which are subject to frequent and immediate change, correct principles do not change. We can depend on them.

　　y centering our lives on timeless, unchanging principles, we create a fundamental paradigm of effective living.

　　Writing or reviewing a mission statement changes you because it forces you to think through your priorities deeply, carefully, and to align your behavior with your beliefs.

　　He that is good with a hammer tends to think everything is a nail.

　　Important matters that are not urgent require more initiative, more proactivity.

　　We must act to seize opportunity, to make things happen. If we don’t practice Habit 2, if we don’t have a clear idea of what is important, of the results we desire in our lives, we are easily diverted into responding to the urgent.

　　The only relief they have is in escaping to the not important, not urgent activities of Quadrant IV.

　　Quadrant II is the heart of effective personal management.

　　Our effectiveness takes quantum leaps when we do them.

　　Your crises and problems would shrink to manageable proportions because you would be thinking ahead, working on the roots, doing the preventive things that keep situations from developing into crises in the first place.

　　And the way you do that is by having a bigger “yes” burning inside. The enemy of the “best” is often the “good.”

　　ut without a principle center and a personal mission statement, they don’t have the necessary foundation to sustain their efforts.

　　A Quadrant II focus is a paradigm that grows out of a principle center.

　　Returning once more to the computer metaphor, if Habit I says “You’re the programmer” and Habit 2 says “Write the program,” then Habit 3 says “Run the program,” “Live the program.”

　　Effective delegation is perhaps the best indicator of effective management simply because it is so basic to both personal and organizational growth.

　　Integrity in an interdependent reality is simply this: you treat everyone by the same set of principles.

　　When we make withdrawals from the Emotional Bank Account, we need to apologize and we need to do it sincerely.

　　A person must possess himself and have a deep sense of security in fundamental principles and values in order to genuinely apologize.

　　They feel it makes them appear soft and weak, and they fear that others will take advantage of their weakness.

　　y recognizing that the P/PC balance is necessary to effectiveness in an interdependent reality, we can value our problems as opportunities to increase PC.

　　ersonal P/C must be pressed upon until it becomes second nature, until it becomes a kind of healthy addiction.

　　Exercise is one of those Quadrant II, high-leverage activities that most of us don’t do consistently because it isn’t urgent.

　　Endurance comes from aerobic exercise, from cardiovascular efficiency—the ability of your heart to pump blood through your body.

　　Flexibility comes through stretching. Most experts recommend warming up before and cooling down/stretching after aerobic exercise. Before, it helps loosen and warm the muscles to prepare for more vigorous exercise. After, it helps to dissipate the lactic acid so that you don’t feel sore and stiff.

　　trength comes from muscle resistance exercises—like simple calisthenics, push-ups, pull-ups, and sit-ups, and from working with weights.

　　As you act based on the value of physical well-being instead of reacting to all the forces that keep you from exercising, your paradigm of yourself, your self-esteem, your self-confidence, and your integrity will be profoundly affected.

　　《Seven Habits of Highly Effective People》读后感(五)：对所有人来说，实践七个习惯都是一场长期的斗争

　　这本书的名字看起来很鸡汤，我看的英文原版，作者谈每个习惯都是从心理建设开始谈起，然后再讲方法论。作者的初衷并不是想要改变别人的价值观，而是试图让读者理解外部的原则。

　　另外，作者本身并没有站在一个成功人士的角度谈论自己多么成功，作者承认“对所有人来说，实践七个习惯都是一场长期的斗争。每个人都会在每个习惯上出现失误，有时会同时在七个习惯上出现失误。七个习惯很好理解，但难以持之以恒”。

　　作者阐述的七个习惯层层递进，每一个都可以通过手帐来观察自己的表现、做出详细步骤来逐渐养成。

　　很多时候我们被第一象限的事物拖着走，然后偶尔拿出时间做第四象限的事情，按照柯维的总结“他们把90％的时间花在第一类事务上，而余下的l0％中的大部分则用在第四类事务上，用在第二和第三类事务上的时间则少而又少，几乎可以忽略不计。”这就是大部分时间精力都用于处理危机的人过的生活：

　　柯维提出，高效能人士投入更多时间精力在第二象限的事物上，以此来减少第一类事物的数量。

　　想来不禁觉得很有道理，自我发现，建立目标，建立人际关系，等等防患于未然，你的人生质量都是由这些半衰期很长的事情组成的。这些事情做一两次是看不到效果的，只有回头看，你才知道自己走了多远。大家都知道这些很重要，可是因为不是迫在眉睫，所以常常避重就轻。

　　也是在习惯三中，柯维提到了一个方法，叫做个人管理四步骤：

　　2017年开始，我在手帐上的月计划和周目标中已经采用了这种方法，目前看来，行之有效，第一先确定你即将扮演的社会角色，第二确认自己在这些角色中，你想要达成的目标，第三分配具体时间。

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