Habits Build Character Quotes

Practice builds habits. Our habits are our character. When it comes to virtue, practice “makes a very great difference—or rather, all the difference.

build inner character first—private victory before public victory.

It is my job to create universes, as the basis of one novel after another. And I have to build them in such a way that they do not fall apart two days later. Or at least that is what my editors hope. However, I will reveal a secret to you: I like to build universes which do fall apart. I like to see them come unglued, and I like to see how the characters in the novels cope with this problem. I have a secret love of chaos. There should be more of it. Do not believe — and I am dead serious when I say this — do not assume that order and stability are always good, in a society or in a universe. The old, the ossified, must always give way to new life and the birth of new things. Before the new things can be born the old must perish. This is a dangerous realization, because it tells us that we must eventually part with much of what is familiar to us. And that hurts. But that is part of the script of life. Unless we can psychologically accommodate change, we ourselves begin to die, inwardly. What I am saying is that objects, customs, habits, and ways of life must perish so that the authentic human being can live. And it is the authentic human being who matters most, the viable, elastic organism which can bounce back, absorb, and deal with the new.

While determination builds character, quitting is habit forming.

Unless you’re influenced by my uniqueness, I’m not going to be influenced by your advice. So if you want to be really effective in the habit of interpersonal communication, you cannot do it with technique alone. You have to build the skills of empathic listening on a base of character that inspires openness and trust. And you have to build the Emotional Bank Accounts that create a commerce between hearts.

She said we couldn’t be too careful what habits we formed and what ideals we acquired in our teens, because by the time we were twenty our characters would be developed and the foundation laid for our whole future life. And she said if the foundation was shaky we could never build anything really worth while on it.

One of the most important variables in whether an enterprise remains great lies in a simple question: what is the truth about the inner motivations, character, and ambition of those who hold power? Their true, internal motivations will absolutely show up in their decisions and actions—if not immediately, then over time, and certainly under duress—no matter what they say or how they pose. And thus, we return full circle to a central tenet of Covey’s framework: build inner character first—private victory before public victory.

At the very heart of our Circle of Influence is our ability to make and keep commitments and promises. The commitments we make to ourselves and to others, and our integrity to those commitments, is the essence and clearest manifestation of our proactivity. It is also the essence of our growth. Through our human endowments of self-awareness and conscience, we become conscious of areas of weakness, areas for improvement, areas of talent that could be developed, areas that need to be changed or eliminated from our lives. Then, as we recognize and use our imagination and independent will to act on that awareness—making promises, setting goals, and being true to them—we build the strength of character, the being, that makes possible every other positive thing in our lives. It is here that we find two ways to put ourselves in control of our lives immediately. We can make a promise—and keep it. Or we can set a goal—and work to achieve it. As we make and keep commitments, even small commitments, we begin to establish an inner integrity that gives us the awareness of self-control and the courage and strength to accept more of the responsibility for our own lives. By making and keeping promises to ourselves and others, little by little, our honor becomes greater than our moods.

If your mind has developed a certain cast—the habit of panicking, in Seneca’s example—then it won’t matter how good things get for you. You’re still primed for panic. Your mind will still find things to worry about, and you’ll still be miserable. Perhaps more so even, because now you have more to lose. This is why it’s foolish to hope for good fortune. If you were to hope for one thing, you could hope for the strength of character that’s able to thrive in good fortune. Or better, work for that kind of character and confidence. Consider every action and every thought—think of them as building blocks of your indestructible character. Then work to make each one strong and significant in its own right.

There is one further point about the virtues that ought to be noticed. There is a difference between doing some particular just or temperate action and being a just or temperate man. Someone who is not a good tennis player may now and then make a good shot. What you mean by a good player is the man whose eye and muscles and nerves have been so trained by making innumerable good shots that they can now be relied on. They have a certain tone or quality which is there even when he is not playing, just as a mathematician's mind has a certain habit and outlook which is there even when he is not doing mathematics. In the same way a man who perseveres in doing just actions gets in the end a certain quality of character. Now it is that quality rather than the particular actions which we mean when we talk of 'virtue.' This distinction is important for the following reason. If we thought only of the particular actions we might encourage three wrong ideas. (1) We might think that, provided you did the right thing, it did not matter how or why you did it—whether you did it willingly or unwillingly, sulkily or cheerfully, through fear of public opinion or or its own sake. But the truth is that right actions done for the wrong reason do not help to build the internal quality or character called a 'virtue,' and it is this quality or character that really matters. (If the bad tennis player hits very hard, not because he sees that a very hard stroke is required, but because he has lost his temper, his stroke might possibly, by luck, help him to win that particular game; but it will not be helping him to become a reliable player.)

CHARACTER-BUILDING TAKES TIME For this very reason, make every effort to supplement your faith with goodness, goodness with knowledge, knowledge with self-control, self-control with endurance, endurance with godliness. 2 Peter 1:5-6 HCSB Character is built slowly over a lifetime. It is the sum of every right decision, every honest word, every noble thought, and every heartfelt prayer. It is forged on the anvil of honorable work and polished by the twin virtues of generosity and humility. Character is a precious thing—difficult to build but easy to tear down. As believers in Christ, we must seek to live each day with discipline, honesty, and faith. When we do, integrity becomes a habit. And God smiles. There is something about having endured great loss that brings purity of purpose and strength of character. Barbara Johnson Each one of us is God’s special work of art. Through us, He teaches and inspires, delights and encourages, informs and uplifts all those who view our lives. God, the master artist, is most concerned about expressing Himself—His thoughts and His intentions—through what He paints in our characters. Joni Eareckson Tada A TIMELY TIP When your words are honest and your intentions are pure, you have nothing to fear.

QWERTY was designed with commonly used characters spaced far apart. This layout prevented typists from jamming the metal type bars of early machines.11 This physical limitation is an anachronism in the digital age, yet QWERTY keyboards remain the standard despite the invention of far better layouts.

A strong leader builds a habit of conviction, knowing that the times when no one is watching are when true character is built.

Good habits build strong characters; people with strong character create success. - Sandhya Jane

strong leader builds a habit of conviction, knowing that the times when no one is watching are when true character is built.

So the place to begin building any relationship is inside ourselves, inside our Circle of Influence, our own character. As we become independent—proactive, centered in correct principles, value driven and able to organize and execute around the priorities in our life with integrity—we then can choose to become interdependent—capable of building rich, enduring, highly productive relationships with other people.

You have to build the skills of empathic listening on a base of character that inspires openness and trust. And you have to build the Emotional Bank Accounts that create a commerce between hearts.

It is also the essence of our growth. Through our human endowments of self-awareness and conscience, we become conscious of areas of weakness, areas for improvement, areas of talent that could be developed, areas that need to be changed or eliminated from our lives. Then, as we recognize and use our imagination and independent will to act on that awareness—making promises, setting goals, and being true to them—we build the strength of character, the being, that makes possible every other positive thing in our lives. It is here that we find two ways to put ourselves in control of our lives immediately. We can make a promise—and keep it. Or we can set a goal—and work to achieve it. As we make and keep commitments, even small commitments, we begin to establish an inner integrity that gives us the awareness of self-control and the courage and strength to accept more of the responsibility for our own lives. By making and keeping promises to ourselves and others, little by little, our honor becomes greater than our moods.

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

The encounter with the demoniacs of Gergesa had a lesson for the disciples. It showed the depths of degradation to which Satan is seeking to drag the whole human race, and the mission of Christ to set men free from his power. Those wretched beings, dwelling in the place of graves, possessed by demons, in bondage to uncontrolled passions and loathsome lusts, represent what humanity would become if given up to satanic jurisdiction. Satan’s influence is constantly exerted upon men to distract the senses, control the mind for evil, and incite to violence and crime. He weakens the body, darkens the intellect, and debases the soul. Whenever men reject the Saviour’s invitation, they are yielding themselves to Satan. Multitudes in every department in life, in the home, in business, and even in the church, are doing this today. It is because of this that violence and crime have overspread the earth, and moral darkness, like the pall of death, enshrouds the habitations of men. Through his specious temptations Satan leads men to worse and worse evils, till utter depravity and ruin are the result. The only safeguard against his power is found in the presence of Jesus. Before men and angels Satan has been revealed as man’s enemy and destroyer; Christ, as man’s friend and deliverer. His Spirit will develop in man all that will ennoble the character and dignify the nature. It will build man up for the glory of God in body and soul and spirit. “For God hath not given us the spirit of fear; but of power, and of love, and of a sound mind.” 2 Tim. 1:7. He has called us “to the obtaining of the glory”—character—“of our Lord Jesus Christ;” has called us to be “conformed to the image of His Son.” 2 Thess. 2:14; Rom. 8:29. And souls that have been degraded into instruments of Satan are still through the power of Christ transformed into messengers of righteousness, and sent forth by the Son of God to tell what “great things the Lord hath done for thee, and hath had compassion on thee.

Our thoughts become our actions, our actions become our habits, our habits become our character, and our character defines who we are. Who we are determines how we do everything.

Developing your character is like going to the gym—working through exercise and habit to strengthen a set of universal virtues: honesty, courage, determination, and humility. In this model, character building is something you can do on your own.

But every parent will know that it makes perfect sense. After his birth, the logic is different. Instantly it became clear that the life of the child has infinite dignity. Of course it is worth the grief, even if the candle is only lit for such a short time. Once a kid is born you’ve been seized by a commitment, the strength of which you couldn’t even have imagined beforehand. It brings you to the doorstep of disciplined service. When a parent falls in love with a child, the love arouses amazing energy levels; we lose sleep caring for the infant. The love impels us to make vows to the thing we love; parents vow to always be there for their kid. Fulfilling those vows requires us to perform specific self-sacrificial practices; we push the baby in a stroller when maybe we’d rather go out alone for a run. Over time those practices become habits, and those habits engrave a certain disposition; by the time the kid is three, the habit of putting the child’s needs first has become second nature to most parents. Slowly, slowly, by steady dedication, you’ve transformed a central part of yourself into something a little more giving, more in harmony with others and more in harmony with what is good than it was before. Gradually the big loves overshadow the little ones: Why would I spend my weekends playing golf when I could spend my weekends playing ball with my children? In my experience, people repress bad desires only when they are able to turn their attention to a better desire. When you’re deep in a commitment, the distinction between altruism and selfishness begins to fade away. When you serve your child it feels like you are serving a piece of yourself. That disposition to do good is what having good character is all about. In this way, moral formation is not individual; it is relational. Character is not something you build sitting in a room thinking about the difference between right and wrong and about your own willpower. Character emerges from our commitments. If you want to inculcate character in someone else, teach them how to form commitments—temporary ones in childhood, provisional ones in youth, permanent ones in adulthood. Commitments are the school for moral formation.

In hard, trying times the Lord is building in us the patience, endurance, and character that will eventually produce the habit of joyful and confident hope. When you and I are in the midst of a spiritual battle against our enemy, every round we go through produces valuable experience and strength. Each time we resist a temptation or endure an attack, we become stronger. If we are patient through the trial and refuse to give up, sooner or later we will gain victory in the situation and enjoy increased patience, hope, and spiritual maturity in our lives. God always gives us the victory if we remain steadfast and refuse to give up.

Alas! as I turned around, I perceived towering above me the last red columns of the old palace of Saladin. Upon the remains of that glorious example of boldness and grace in architecture, with the delicate slightness of a building raised by genii, there had recently been set up a square building, all marble and alabaster, without a trace of elegance or character, which looked like a corn market, though it was destined to be a mosque. It will, in fact, be as much a mosque as the Madeleine is a church: modern architects always take care to provide God with a habitation which can be made to serve some other purpose when people cease to believe in him.

Critics first discounted Twitter’s 140-character message limitation as gimmicky and restrictive. But little did they realize the constraint actually increased users’ ability to create. A few keyboard taps and users were sharing.

build inner character first—private victory before public victory.

Although Breaking Bad owes a great deal of its success to its talented cast and crew, fundamentally the program utilized a simple formula to keep people tuning in. At the heart of every episode — and also across each season’s narrative arc — is a problem the characters must resolve. For example, during an episode in the first season, Walter White must find a way to dispose of the bodies of two rival drug dealers. Challenges prevent resolution of the conflict and suspense is created as the audience waits to find out how the storyline ends. In this particular episode, White discovers one of the drug dealers is still alive and is faced with the dilemma of having to kill someone he thought was already dead. Invariably, each episode’s central conflict is resolved near the end of the show, at which time a new challenge arises to pique the viewer’s curiosity. By design, the only way to know how Walter gets out of the mess he is in at the end of the latest episode is to watch the next episode.     The cycle of conflict, mystery and resolution is as old as storytelling itself, and at the heart of every good tale is variability. The unknown is fascinating and strong stories hold our attention by waiting to reveal what happens next. In a phenomenon called “experience-taking,

As we step into the character’s shoes we experience his or her motivations — including the search for rewards of the tribe, hunt and self. We empathize with characters because they are driven by the same things that drive us.

Passivity is one of the main enemies of biblical masculinity and it’s most obvious where it’s needed most. It’s a pattern of waiting on the sidelines until you’re specifically asked to step in. Even worse than that, it can be a pattern of trying to duck out of responsibilities or to run away from challenges. Men who think conflict should be avoided, or who refuse to engage with those who would harm the body of Christ or their family, not only model passivity but fail in their responsibilities as protectors. Running to the battle means routinely taking a step toward the challenge — not away from it. Instead of running and hiding, it means running into the burning building or into any other situation that requires courage and/or strength. It means having a burden of awareness and consistently asking yourself, “Is there any testosterone needed in this situation?” That doesn’t mean being a fool who just rushes in, but simply being a leader with the instinct to go where the need is. So show leadership, protection and provision in your family, work, church, and community by consistently moving toward the action. Demonstrate your availability by consistently asking those you encounter, “Do you need anything?” Watch for needs and challenges in whatever situation you’re in and cultivate a habit of running to the battle. Keep your head Whether it was a bear attacking his sheep, Goliath looming in the distance, Saul hurling a spear at him or any other crisis David faced, he moved toward the action with calm resolve. He didn’t panic. He was a man of action and engagement. When there is a crisis, leaders don’t panic. Crisis reveals character and capacity. This is the point when true leaders are distinguished from others. So keep your head. Be anxious for nothing (Phil 4:6-7). Time is wasted while you panic. Just step forward. Be unflappable and resilient.

There is a difference between craft and success. Craft is when you have a profound sense of gratitude that you even get to do this. Craft is when you relish the details. Craft is your awareness that all the hours you’re putting in are adding up to something, that they’re producing in you skill and character and substance. Craft is when you meet up with someone else who’s serious about her craft and you can talk for hours about the subtle nuances and acquired wisdom of the work. Craft is when you realize that you’re building muscles and habits that are helping you do better what you do. Craft is when you have a deep respect for the form and shape and content of what you’re doing. Craft is when you see yourself part of a long line of people who have done this particular work.

the very heart of our Circle of Influence is our ability to make and keep commitments and promises. The commitments we make to ourselves and to others, and our integrity to those commitments, is the essence and clearest manifestation of our proactivity. It is also the essence of our growth. Through our human endowments of self-awareness and conscience, we become conscious of areas of weakness, areas for improvement, areas of talent that could be developed, areas that need to be changed or eliminated from our lives. Then, as we recognize and use our imagination and independent will to act on that awareness—making promises, setting goals, and being true to them—we build the strength of character, the being, that makes possible every other positive thing in our lives.

From the foundation of character, we build and maintain Win/Win relationships. The trust, the Emotional Bank Account, is the essence of Win/Win. Without trust, the best we can do is compromise; without trust, we lack the credibility for

Freedom from Uncontrolled Thinking A big habit I’m working on is trying to turn off my “monkey mind.” When we’re children, we’re pretty blank slates. We live very much in the moment. We essentially just react to our environment through our instincts. We live in what I would call the “real world.” Puberty is the onset of desire—the first time you really, really want something and you start long-range planning. You start thinking a lot, building an identity and an ego to get what you want. If you walk down the street and there are a thousand people in the street, all thousand are talking to themselves in their head at any given point. They’re constantly judging everything they see. They’re playing back movies of things that happened to them yesterday. They’re living in fantasy worlds of what’s going to happen tomorrow. They’re just pulled out of base reality. That can be good when you do long-range planning. It can be good when you solve problems. It’s good for us as survival-and-replication machines. I think it’s actually very bad for your happiness. To me, the mind should be a servant and a tool, not a master. My monkey mind should not control and drive me 24/7. I want to break the habit of uncontrolled thinking, which is hard. [4] A busy mind accelerates the passage of subjective time. There is no endpoint to self-awareness and self-discovery. It’s a lifelong process you hopefully keep getting better and better at. There is no one meaningful answer, and no one is going to fully solve it unless you’re one of these enlightened characters. Maybe some of us will get there, but I’m not likely to, given how involved I am in the rat race. The best case is I’m a rat who might be able to look up at the clouds once in a while. I think just being aware you’re a rat in a race is about as far as most of us are going to get. [8] The modern struggle: Lone individuals summoning inhuman willpower, fasting, meditating, and exercising… Up against armies of scientists and statisticians weaponizing abundant food, screens, and medicine into junk food, clickbait news, infinite porn, endless games, and addictive drugs.

Don’t worry about your schedule, your business, your family, or your friends. Just focus with me and really open your mind. In your mind’s eye, see yourself going to the funeral of a loved one. Picture yourself driving to the funeral parlor or chapel, parking the car, and getting out. As you walk inside the building, you notice the flowers, the soft organ music. You see the faces of friends and family you pass along the way. You feel the shared sorrow of losing, the joy of having known, that radiates from the hearts of the people there. As you walk down to the front of the room and look inside the casket, you suddenly come face-to-face with yourself. This is your funeral, three years from today. All these people have come to honor you, to express feelings of love and appreciation for your life. As you take a seat and wait for the services to begin, you look at the program in your hand. There are to be four speakers. The first is from your family, immediate and also extended—children, brothers, sisters, nephews, nieces, aunts, uncles, cousins, and grandparents who have come from all over the country to attend. The second speaker is one of your friends, someone who can give a sense of what you were as a person. The third speaker is from your work or profession. And the fourth is from your church or some community organization where you’ve been involved in service. Now think deeply. What would you like each of these speakers to say about you and your life? What kind of husband, wife, father, or mother would you like their words to reflect? What kind of son or daughter or cousin? What kind of friend? What kind of working associate? What character would you like them to have seen in you? What contributions, what achievements would you want them to remember? Look carefully at the people around you. What difference would you like to have made in their lives? Before you read further, take a few minutes to jot down your impressions. It will greatly increase your personal understanding of Habit 2.

Your happiness and excellence as men depend greatly upon the use you make of your time while you are boys, for now you are building, habit by habit and thought by thought, the characters which you will have when you are men.

Character isn’t something that magically appears simply by virtue of having a birthday and a describable physical identity; it is something that is built by action and error, out of anxiety and a longing that compels great efforts in the face of eternal hopelessness. A character in a story fights to get what s/he wants, just as the dramatic writer must fight to penetrate his or her own stubborn habits, prejudices and expectations, to get to the heart of the story. Drama builds character - that’s why it exists, both inside and outside the screenplay.

But I think the most important aspect of The 7 Habits—what makes it not just practical, but profound—is its emphasis on building character rather than “attaining success.” There is no effectiveness without discipline, and there is no discipline without character.

Character modification requires active participation in challenging new experiences, but without reflection upon our encounters in life and the purposeful alteration in our base philosophy new experiences alone will not result in core personality changes. Our thoughts become our habits, and our habits reveal our character. Only by thinking and acting differently will a person attain the quality of character that they seek.

First things first: God. The most basic habit you should develop is putting God first. It is the foundation of all the other character-building habits you can have to be a successful Christian. God is not only your Creator, He is your life. The

It is also the essence of our growth. Through our human endowments of self-awareness and conscience, we become conscious of areas of weakness, areas for improvement, areas of talent that could be developed, areas that need to be changed or eliminated from our lives. Then, as we recognize and use our imagination and independent will to act on that awareness—making promises, setting goals, and being true to them—we build the strength of character, the being, that makes possible every other positive thing in our lives.

That leadership is primarily a function of who you are, for this is the foundation for everything you do. How do you build leaders? You first build character.

almost naturally flow from a truly independent character. So the place to begin building any relationship is inside ourselves, inside our Circle of Influence, our own character.

So the place to begin building any relationship is inside ourselves, inside our Circle of Influence, our own character.

For example, advancing a character through the popular online game World of Warcraft unlocks new abilities for the player (figure 25). The thirst to acquire advanced weaponry, visit uncharted lands, and improve their characters’ scores motivates players to invest more hours in the game.

to its talented cast and crew, fundamentally the program utilized a simple formula to keep people tuning in. At the heart of every episode—and also across each season’s narrative arc—is a problem the characters must resolve. For example, during an episode in the first season, Walter White must find a way to dispose of the bodies of two rival drug dealers. Challenges prevent resolution of the conflict and suspense is created as the audience waits to find out how the story line ends. In this particular episode White discovers one of the drug dealers is still alive and is faced with the dilemma of having to kill someone he thought was already dead. Invariably, each episode’s central conflict is resolved near the end of the show, at which time a new challenge arises to pique the viewer’s curiosity. By design, the only way to know how Walter gets out of the mess he is in at the end of the latest episode is to watch the next episode.

I love my generation, but we are flaky sometimes. I’ve had several conversations with people my age who say the reason it’s so tough to build relationships or keep them going is because we come into them with only half of our hearts sometimes. We like to keep one foot out the door in case a better option comes along. I used to be guilty of this. I would make plans with someone, but I would be flaky about the confirmation. We’d leave the time or the place open-ended. There were plenty of times when, as the meet-up approached, I’d pray that they would duck out. I’m learning you miss out on a lot of things in life when you are indecisive about your yes. Saying yes and following through builds a lot of character. It makes you a reliable person. I had to place the habit of flakiness—as sacred as it felt to me—on the altar and sacrifice it to the gods of consistency once I decided to stay in Atlanta. Sometimes you don’t even realize how much people need you to show up.

Life is full of journeys, and you must choose one. Choose the path that builds your character, instills strong habits, and transforms you into someone who leaves the world better than you found it.