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
Leadership without mutual trust is a contradiction in terms.
When people seriously undertake to identify what really matters most to them in their lives, what they really want to be and do, they become very reverent. They start to think in larger terms than today and tomorrow.
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 process of building trust is an interesting one, but it begins with yourself, with what I call self trust, and with your own credibility, your own trustworthiness. If you think about it, it's hard to establish trust with others if you can't trust yourself.
Trust is equal parts character and competence... You can look at any leadership failure, and it's always a failure of one or the other.
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.
We think we see the world as it is, when in fact we see the world as we are.
Our capacity for production and enjoyment is ?a function, in the last analysis, of our character, our integrity.
We are free to choose our response in any situation, but in doing so we chose the attendant consequence. If we pick up one end of the stick, we pick up the other.
The core of any family is what is changeless, what is going to be there──shared vision and values.
Happen to things, don't let things happen to you