Stephen R. Covey

Over his lifetime, Stephen inspired millions with the power of universal principles. As he traveled the globe many times over, his message was a simple one: for true success and meaning in life, we must be principle-centered in all areas of life. A teacher at heart, he often taught, "There are three constants in life: change, choice and principles." From the oval office, the board room, community halls and to the school house and family room, Stephen taught the mindset, skillset and toolset found in The 7 Habits of Highly effective people, his seminal work. His legacy is woven in The 7 habits, and, just as these habits are universal and timeless, so is Stephen R. Covey, who is admired around the world for his simple, yet powerful, universal, timeless teachings. Recognized as one of Time magazine’s 25 most influential Americans, Stephen R. Covey was one of the world’s foremost leadership authorities, organizational experts, and thought leaders.

  • Breaking Deeply Embedded Habits

    Breaking Deeply Embedded Habits

    Well-intentioned resolutions will fall flat in the face of stiff restraining forces without character and social reinforcements.Every organization and individual struggles

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  • Paradigms


    Paradigm comes from the Greek root, paradigma. It basically means a pattern, a model, a representation, something that stands for something else.

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  • Examples of Servant Leaders

    Examples of Servant Leaders

    In many organizations I've worked in or with, I've seen examples of servant leaders who have really made a difference.

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  • Flying High

    Flying High

    I once had an experience that for me was a simulation of servant leadership. I was working with the Oregon Air National Guard and was scheduled to go up in an F-15.

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  • New Wine - Old Bottles

    New Wine - Old Bottles

    The adage that "you can't put new wine in old bottles" still holds true, as evidenced by attempts to profit senior executives with new leadership styles.

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  • Keys to Total Quality

    Keys to Total Quality

    The key to a total quality company is a total quality person who knows how to program and use a compass. I've always liked the expression, "If it's going to be, it's up to me."

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  • Subordinate the Clock to Compass

    Subordinate the Clock to Compass

    For many executives, the dominant metaphor of life is still the clock. We value the clock for its speed and efficiency. The clock has its place, efficiency has its place - after effectiveness.

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  • Currents in the Stream

    Currents in the Stream

    When I talk of the "stream," I mean the external forces and the powerful, deep currents that influence all we do in business. Changes in technology have totally revolutionized our world.

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  • Moral Compassing

    Moral Compassing

    When managing in the wilderness of the changing times, a map is of limited worth. What's needed is a moral compass.

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  • Roots Yield Fruits

    Roots Yield Fruits

    With the humility that comes from being principle-centered, we can better learn from the past, have hope for the future, and act with confidence, not arrogance, in the present.

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  • Nurturing Our Unique Gifts

    Nurturing Our Unique Gifts

    Enhancing these endowments requires us to nurture and exercise them continuously. Sharpening the saw once a week or once a month just isn't enough.

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  • Four Human Endowments

    Four Human Endowments

    As human beings, we have four unique endowments: self-awareness, conscience, independent will, and creative imagination.

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  • The Humility of Principles

    The Humility of Principles

    Yes, we may control our actions, but not the consequences of our actions. Those are controlled by principles, by natural laws.

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  • Center on Principles

    Center on Principles

    Real character development begins with the humble recognition that we are not in charge, that principles ultimately govern.

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  • Lack of Integrity

    Lack of Integrity

    Once I was at the Canadian border, and I went into this store where there was a "half-price sale" going on. I started looking at a leather coat marked 50 percent off.

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  • Logical Conclusion

    Logical Conclusion

    A manager of a remote service station trained his new attendants how to make higher-margin revenue from customers who drove into the station by teaching the attendants how to find problems.

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  • Loyal Integrity

    Loyal Integrity

    One time I told this story in a speech. After my speech, an executive vice president of a large bank came up to me and said, "I've had a similar experience.

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  • Embarrassing Duplicity

    Embarrassing Duplicity

    Once I was a faculty member at a university in Hawaii. I was very upset about our housing situation, and so I went directly to the president, since he worked with me on my visiting professorship.

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  • Be Loyal to Those Absent

    Be Loyal to Those Absent

    Being loyal to those who are absent and assuming good faith of others are keys to building trust in a culture. The ultimate test of principle-centered leadership is to be loyal to the absent.

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  • Partnerships of Principle

    Partnerships of Principle

    Executives create openness and trust with all internal and external stakeholders by entering into strategic partnerships with employees, suppliers, owners, shareholders, distributors, and customers.

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