FranklinCovey Blog

Newest articles and blog posts from our thought leaders and subject matter experts.

  • Do you want to start benefiting from feedback, but don’t know where to begin?

    Do you want to start benefiting from feedback, but don’t know where to begin?

    Making It Safe to Tell the Truth (Practice #13 in Todd Davis’s bestselling book on effective relationships, Get Better) is an important theme when setting the groundwork for receiving feedback.

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  • Management vs. Leadership: The Great Debate

    Management vs. Leadership: The Great Debate

    Scott Miller explores the difference between management and leadership and the necessity of one over the other when it comes to working with people.

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  • We Are All Project Managers

    We Are All Project Managers

    Everyone is a project manager, regardless of their formal title. We all manage project constantly, and as leaders, the place we can influence the success of a project the most is with the people.

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  • An Appeal To CEOs: Stop Firing Your Sales Teams

    An Appeal To CEOs: Stop Firing Your Sales Teams

    Revenue growth and sales team development don’t have to be mutually exclusive. But, too often, CEOs tend to see it that way. Maybe that’s why, at companies that struggle with unpredictable sales.

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  • Peak, Trough, and Recovery

    Peak, Trough, and Recovery

    Three words that recently, and very practically, changed my leadership style. I’ve known Daniel Pink for nearly 10 years and found his books to be both inspiring and pragmatic.

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  • 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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  • Overcoming Appetites and Passions

    Overcoming Appetites and Passions

    In each of our lives, there are powerful restraining forces at work to pull down any new resolution or initiative. Among those forces are appetites and passions.

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  • Overcoming Pride and Pretension

    Overcoming Pride and Pretension

    In each of our lives, there are powerful restraining forces at work to pull down any new resolution or initiative. Among those forces are pride and pretension.

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  • Overcoming Unbridled Aspiration and Ambition

    Overcoming Unbridled Aspiration and Ambition

    In each of our lives, there are powerful restraining forces at work to pull down any new resolution or initiative. Among those forces are aspiration and ambition.

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  • Paradigms

    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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  • First Things First

    First Things First

    I've learned that the good is the enemy of the best when the first things in our lives are subordinated to other things.

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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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