Stephen Covey's book The 7 Habits of Highly Effective People is very popular among business people who want to improve their careers.{#blank#}1{#/blank#}For example,Covey's principles can be used to improve relationships between parents and children or to improve the way you manage your time.

    Covey begins by discussing habits and effectiveness,and why they are both important to success.According to Covey,for an action,such as listening to others,to become a habit,you must know what to do and why you should do it.However,you also must want to do.On the other hand,effectiveness means having a balance between success and a good relationship with the people around you.{#blank#}2{#/blank#}However,if the company does not respect its workers,the profits will eventually decline.

    {#blank#}3{#/blank#}The first three habits focus on personal growth.The next three habits are about how to get along with others.The seventh habit shows how to achieve physical,emotional and mental health.

    Covey includes exercises to help you analyse your life.He challenges you to identify what you want to contribute to society in your lifetime.He does this by asking you to think about what people to say about you after you die{#blank#}4{#/blank#}For example,if you want your children to say that you were always willing to spend time with them, then you will spend more time with them and less time at work{#blank#}5{#/blank#}

A.It has the potential to really improve your life.

B.In this way,you can challenge yourself to make your dreams and ambitions come true.

C.However,its principles can be applied to any area of life.

D.In order to be successful,you must have habits that make you able to deal effectively with others and your own personal life.

E.For example,a company might focus completely on making a profit.

F.Your answer to this question will help you make better decisions about how to spend your time.

G.Covey also introduces the seven habits of highly effective people.

    Some years ago industries had more freedom than they now, and they did not need to be as careful as they must today. They did not need to worry a lot about the safety of the new products that they developed. They took little notice of the health and safety of the people who worked for them. Often new products were dangerous for the people who used them and conditions in the work place had very bad effects on the health of the workers.

    Of course, sometimes there were real disasters which attracted the attention of governments and which showed the need for changes. Also scientists who were doing research into the health of workers sometimes produced information which governments could not ignore. At such times, there were inquiries into the causes of the disasters or the problems. New safety rules were often introduced as a result of these inquiries; however, the new rules came too late to protect the people who died or who became seriously ill.

    Today many governments have special departments which protect customers and workers. In the U. S, for example, there is a department which tests new airplanes and gives warnings about possible problems. It also makes the rules that aircraft producers must follow. Another department controls the foods and drugs that companies sell. A third department looks at the places where people work, and then reports any companies that are breaking the laws which protect the health and safety of workers. Of course, new government departments and new laws cannot prevent every accident or illness, but they are having some good results. Our work places are safer and cleaner than before. The planes and cars which we use for travel are better. Producers are thinking more about the safety and health of the people who buy and use their products.

    I stood at the edge of the cliff. The wind stung my eyes, cutting into my skin. Dark-feathered birds circled the air, swooping (俯冲) low over the ocean every now and then to catch their dinner. Hundreds of feet below, the deep ocean beat against the rough sandy shore. I took a deep breath, filling my lungs with excitement — and at the same time, fear.

    Behind me, I heard the rest of the crew start to mutter. I was here for the shooting of a movie as I was one of the lead actors in the film Dangerous Things, and this scene was right in the middle of the climax (故事的高潮). It was vital that this went right.

The director had talked to me about getting a stunt double (替身演员), but I'd persuaded him that I could handle the dive. I'd taken a diving course a few years ago, and I'd been taking swimming lessons since I was five years old. I had been pretty confident that I could do this — up till now.

    Someone called out, “Ceria, you don't have to do this! Are you sure you want to dive?” It was one of the producers, Callie Evans. I knew I couldn't turn back now. I couldn't bear to see the disappointed look on the director's face when he was told that I couldn't do it.

    At that moment, all my fears and worries broke free. The expectation of adventure and victory seemed to move all the hesitation. I swooped downwards. The air on either side of me cut into my extended arms. I knew that this wonderful feeling of flight would only last a few seconds, yet time seemed to slow down so I could hear the thrilled whoops of my crew and a round of applause that seemed to echo in my pounding ears.

Fighting the curse of presenteeism

    "It's true hard work never killed anybody, but I figure, why take the chance?" Beyond a certain level, extra effort seems to be self­defeating. Studies suggest that, after 10 hours a week, employee productivity falls sharply.

    But that doesn't stop some managers from demanding that workers stay chained to their desk for long periods. Jack Ma, the founder of Alibaba, recently applauded the "996" model, where employees work from 9am to 9pm, six days a week, as a huge blessing". However, to modern office workers presenteeism is a curse.

    There will be days when you do not have much to do, just waiting for someone else to respond to a request. As the clock ticks past 5pm, there may be no purpose in staying at your desk. But you can see your boss hard at work and, more important, they can see you. So you make an effort to look busy.

    If bosses do not like to go home before their underlings (下属)and underlings fear leaving before their bosses, everyone is trapped. Staff may feel that they will not get a pay rise, or a promotion, if they are not seen to be putting in maximum effort. This is easily confused with long hours. Managers, who are often no good at judging employees5 performance, use time in the office as a measurement.

    But presenteeism has more serious consequences. As well as reducing productivity, this can increase medical expenses for the employer. According to a study, these costs can be six time: higher for employers than the costs of absenteeism among workers. To take one example, research found that Japanese employees with lower­back pain were three times more likely to turn up for work than in Britain. As a result, those workers were more likely to experience greater pain and to suffer from depression. What could be more discouraging than being in pain while feeling trapped at work?

    "None of this is to say that employers are not entitled to expect workers to be in the office for a small amount of time. Unavoidably there will be a need for some (preferably short)meetings. Dealing with colleagues face-­to­-face develops friendships, allows for a useful exchange of ideas and enables workers to have a better sense of their common needs.

    With portable smart phones and laptops, we can work at home as easily as in the office. Turning an office into a prison does nothing for the creativity that is increasingly demanded of office workers as routine tasks are automatic. To be productive you need presence of mind, not being present in the flesh.

    When Dan Shaw gets up from the sofa in his home, Cuddles is never far away. When he wants to go outside, he doesn't take Cuddles out for walk—Cuddles takes him for a walk. Cuddles is clearly no ordinary family pet. It is a two-foot-high miniature horse and serves as the guiding eyes of Shaw, who is blind.

    When Shaw lost his sight, his wife suggested he apply for a guide dog. Shaw, an animal lover, said he couldn't bear to part with a dog (which usually lives about eight to ten years) and get used to a new one, perhaps several times in his life.

    Then Shaw heard of a program about the tiny guide horses. He learned that the horse possess many qualities that make them an excellent choice for guiding people. They are clean friendly, smart and have great memories. They can be trained to remain calm in noisy and crowded places. Best of all, they live for 25-25years, which would enable Shaw to have the same guide companion for most or all of his life.

    Shaw immediately applied to be and was accepted as the first person to receive a guide horse. The instant he met Cuddles, he knew he was making the right choice. Then he began his training.

    Through training ,Shaw and Cuddles learned to find way on busy streets, step over curbs (便道沿儿) and find elevator buttons. Cuddles even demonstrated (显示)its ability to step in front of Shaw and block him, to prevent him from walking into a dangerous situation. The little horse also expertly led Shaw through busy shopping malls. They got along without any difficulties. Now Shaw is confident that Cuddles will change his life for the better.