Stephen Covey
Stephen Covey
Stephen Richards Coveywas an American educator, author, businessman, and keynote speaker. His most popular book was The 7 Habits of Highly Effective People. His other books include First Things First, Principle-Centered Leadership, The 7 Habits of Highly Effective Families, The 8th Habit, and The Leader In Me — How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time. He was a professor at the Jon M. Huntsman School of Business at Utah State University at the...
NationalityAmerican
ProfessionSelf-Help Author
Date of Birth24 October 1932
CitySalt Lake City, UT
CountryUnited States of America
Despite all our gains in technology, product innovation and world markets, most people are not thriving in the organizations they work for.
Effective interdependence can only be built on true independence.
In this knowledge-worker age, it's now increasingly tied to doing well in school so you can get into better grad schools so you can get better jobs - so the pressure to do well is really high.
Visualising something organises one's ability to accomplish it.
Whether you're on a sports team, in an office or a member of a family, if you can't trust one another there's going to be trouble.
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.
Trust is the glue that holds everything together. It creates the environment in which all of the other elements win-win stewardship agreements, self-directing individuals and teams, aligned structures and systems, and accountability can flourish.
Leadership without mutual trust is a contradiction in terms.
When we value correct principles, we have truth - a knowledge of things as they are.
If the big rocks don't go in first, they aren't going to fit in later.
We must seek to understand the intent of communication without prejudging or rejecting the content... Communication, after all, is not so much a matter of intellect as it is of trust and acceptance of others, of their ideas and feelings, acceptance of the fact that they're different, and that from their point of view, they are right.
The first job of a leader-at work or at home-is to inspire trust. It's to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust interaction inspires creativity and possibility.
They [Nazi captors]had more liberty, more options to choose from in their environment; but he [Viktor Frankl] had more freedom, more internal power to exercise his options.
Our capacity for production and enjoyment is ?a function, in the last analysis, of our character, our integrity.