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Covey, Stephen R. : Franklin Covey Co.
Stephen R. Covey is an internationally respected leadership authority, family expert, teacher, organizational consultant, founder of the former Covey Leadership Center, and cochairman of Franklin Covey Co. He has made teaching Principle-Centered Living and Principle-Centered Leadership his life's work. He holds an M.B.A. from Harvard and a doctorate from Brigham Young University, where he was a professor of organizational behavior and business management and also served as director of university relations and assistant to the president. For more than thirty years he has taught millions of individuals, families, and leaders in business, education, and government the transforming power of principles or natural laws that govern human and organizational effectiveness.
Dr. Covey is the author of several acclaimed books, including The 7 Habits of Highly Effective People, which has been at the top of the bestseller lists for over seven years and tied as the #1 Most Influential Business Book of the Twentieth Century in a survey of Chief Executive Magazine's readers. More than ten million copies have been sold in twenty-eight languages and seventy countries. His books Principle-Centered Leadership and First Things First are two of the bestselling business books of the decade.
Dr. Covey and other Franklin Covey authors, speakers, and spokespersons, all authorities on leadership and effectiveness, are consistently sought by radio and television stations, magazines, and newspapers throughout the world.
Among recent acknowledgments, Dr. Covey has received the Thomas More College Medallion for continuing service to humanity, the Toastmasters' International Top Speaker Award, Inc. magazine's National Entrepreneur of the Year Lifetime Achievement Award for Entrepreneurial Leadership, and several honorary doctorates. He has also been recognized as one of Time magazine's twenty-five most influential Americans.
Stephen, his wife, Sandra, and their family live in the Rocky Mountains of Utah.
Characteristics of Principle-Centered Leaders
From study and observation and from my own strivings, I have isolated eight discernible characteristics of people who are principle-centered leaders. These traits not only characterize effective leaders, they also serve as signs of progress for all of us. I will briefly discuss each in turn.
They Are Continually Learning
Principle-centered people are constantly educated by their experiences. They read, they seek training, they take classes, they listen to others, they learn through both their ears and their eyes. They are curious, always asking questions. They continually expand their competence, their ability to do things. They develop new skills, new interests. They discover that the more they know, the more they realize they don't know; that as their circle of knowledge grows, so does its outside edge of ignorance. Most of this learning and growth energy is self-initiated and feeds upon itself.
You will develop your abilities faster by learning to make and keep promises or commitments. Start by making a small promise to yourself; continue fulfilling that promise until you have a sense that you have a little more control over yourself. Now take the next level of challenge. Make yourself a promise and keep it until you have established control at that level. Now move to the next level; make the promise, keep it. As you do this, your sense of personal worth will increase; your sense of self-mastery will grow, as will your confidence that you can master the next level.
Be serious and intent in the whole process, however, because if you make this commitment to yourself and then break it, your self-esteem will be weakened and your capacity to make and keep another promise will be decreased.
They Are Service-Oriented
Those striving to be principle-centered see life as a mission, not as a career. Their nurturing sources have armed and prepared them for service. In effect, every morning they ''yoke up'' and put on the harness of service, thinking of others.
See yourself each morning yoking up, putting on the harness of service in your various stewardships. See yourself taking the straps and connecting them around your shoulders as you prepare to do the work assigned to you that day. See yourself allowing someone else to adjust the yoke or harness. See yourself yoked up to another person at your side -- a co-worker or spouse -- and learning to pull together with that person.
I emphasize this principle of service or yoking up because I have come to believe that effort to become principle-centered without a load to carry simply will not succeed. We may attempt to do it as a kind of intellectual or moral exercise, but if we don't have a sense of responsibility, of service, of contribution, something we need to pull or push, it becomes a futile endeavor.
They Radiate Positive Energy
The countenances of principle-centered people are cheerful, pleasant, happy. Their attitude is optimistic, positive, upbeat. Their spirit is enthusiastic, hopeful, believing.
This positive energy is like an energy field or an aura that surrounds them and that similarly charges or changes weaker, negative energy fields around them. They also attract and magnify smaller positive energy fields. When they come into contact with strong, negative energy sources, they tend either to neutralize or to sidestep this negative energy. Sometimes they will simply leave it, walking away from its poisonous orbit. Wisdom gives them a sense of how strong it is and a sense of humor and of timing in dealing with it.
Be aware of the effect of your own energy and understand how you radiate and direct it. And in the middle of confusion or contention or negative energy, strive to be a peacemaker, a harmonizer, to undo or reverse destructive energy. You will discover what a self-fulfilling prophecy positive energy is when combined with the next characteristic.
They Believe In Other People
Principle-centered people don't overreact to negative behaviors, criticism, or human weaknesses. They don't feel built up when they discover the weaknesses of others. They are not naive; they are aware of weakness. But they realize that behavior and potential are two different things. They believe in the unseen potential of all people. They feel grateful for their blessings and feel naturally to compassionately forgive and forget the offenses of others. They don't carry grudges. They refuse to label other people, to stereotype, categorize, and prejudge. Rather, they see the oak tree in the acorn and understand the process of helping the acorn become a great oak.
Once my wife and I felt uneasy about the labels we and others had attached to one of our sons, even though these labels were justified by his behavior. By visualizing his potential, we gradually came to see him differently. When we believed in the unseen potential, the old labels vanished naturally, and we stopped trying to change him overnight. We simply knew that his talent and potential would come in its own time. And it did, to the astonishment, frankly, of others, including other family members. We were not surprised because we knew who he was.
Truly, believing is seeing. We must, therefore, seek to believe in the unseen potential. This creates a climate for growth and opportunity. Self-centered people believe that the key lies in them, in their techniques, in doing ''their thing'' to others. This works only temporarily. If you believe it's ''in'' them, not ''in'' you, you relax, accept, affirm, and let it happen. Either way it is a self-fulfilling prophecy.
They Lead Balanced Lives
They read the best literature and magazines and keep up with current affairs and events. They are active socially, having many friends and a few confidants. They are active intellectually, having many interests. They read, watch, observe, and learn. Within the limits of age and health, they are active physically. They have a lot of fun. They enjoy themselves. They have a healthy sense of humor, particularly laughing at themselves and not at others' expense. You can sense they have a healthy regard for and honesty about themselves.
They can feel their own worth, which is manifest by their courage and integrity and by the absence of a need to brag, to drop names, to borrow strength from possessions or credentials or titles or past achievements. They are open in their communication, simple, direct, non-manipulative. They also have a sense of what is appropriate, and they would sooner err on the side of understatement than on the side of exaggeration.
They are not extremists -- they do not make everything all or nothing. They do not divide everything into two parts, seeing everything as good or bad, as either/or. They think in terms of continuums, priorities, hierarchies. They have the power to discriminate, to sense the similarities and differences in each situation. This does not mean they see everything in terms of situational ethics. They fully recognize absolutes and courageously condemn the bad and champion the good.
Their actions and attitudes are proportionate to the situation -- balanced, temperate, moderate, wise. For instance, they're not workaholics, religious zealots, political fanatics, diet crashers, food bingers, pleasure addicts, or fasting martyrs. They're not slavishly chained to their plans and schedules. They don't condemn themselves for every foolish mistake or social blunder. They don't brood about yesterday or daydream about tomorrow. They live sensibly in the present, carefully plan the future, and flexibly adapt to changing circumstances. Their self-honesty is revealed by their sense of humor, their willingness to admit and then forget mistakes, and to cheerfully do the things ahead that lie within their power.
They have no need to manipulate through either intimidating anger or self-pitying martyrdom. They are genuinely happy for others' successes and do not feel in any sense that these take anything from them. They take both praise and blame proportionately without head trips or overreactions. They see success on the far side of failure. The only real failure for them is the experience not learned from.
They See Life As An Adventure
Principle-centered people savor life. Because their security comes from within instead of from without, they have no need to categorize and stereotype everything and everybody in life to give them a sense of certainty and predictability. They see old faces freshly, old scenes as if for the first time. They are like courageous explorers going on an expedition into uncharted territories; they are really not sure what is going to happen, but they are confident it will be exciting and growth producing and that they will discover new territory and make new contributions. Their security lies in their initiative, resourcefulness, creativity, willpower, courage, stamina, and native intelligence rather than in the safety, protection, and abundance of their home camps, of their comfort zones.
They rediscover people each time they meet them. They are interested in them. They ask questions and get involved. They are completely present when they listen. They learn from them. They don't label them from past successes or failures. They see no one bigger than life. They are not overawed by top government figures or celebrities. They resist becoming any person's disciple. They are basically unflappable and capable of adapting virtually to anything that comes along. One of their fixed principles is flexibility. They truly lead the abundant life.
They Are Synergistic
Synergy is the state in which the whole is more than the sum of the parts. Principle-centered people are synergistic. They are change catalysts. They improve almost any situation they get into. They work as smart as they work hard. They are amazingly productive, but in new and creative ways.
In team endeavors they build on their strengths and strive to complement their weaknesses with the strengths of others. Delegation for results is easy and natural to them, since they believe in others' strengths and capacities. And since they are not threatened by the fact that others are better in some ways, they feel no need to supervise them closely.
When principle-centered people negotiate and communicate with others in seemingly adversarial situations, they learn to separate the people from the problem. They focus on the other person's interests and concerns rather than fight over positions. Gradually others discover their sincerity and become part of a creative problem-solving process. Together they arrive at synergistic solutions, which are usually much better than any of the original proposals, as opposed to compromise solutions wherein both parties give and take a little.
They Exercise For Self-Renewal
Finally, they regularly exercise the four dimensions of the human personality: physical, mental, emotional, and spiritual.
They participate in some kind of balanced, moderate, regular program of aerobic exercise, meaning cardiovascular exercise -- using the large leg muscles and working the heart and lungs. This provides endurance -- improving the capacity of the body and brain to use oxygen -- along with many other physical and mental benefits. Also valuable are stretching exercises for flexibility and resistance exercises for strength and muscle tone.
They exercise their minds through reading, creative problem-solving, writing, and visualizing. Emotionally they make an effort to be patient, to listen to others with genuine empathy, to show unconditional love, and to accept responsibility for their own lives and decisions and reactions. Spiritually they focus on prayer, scripture study, meditation, and fasting.
I'm convinced that if a person will spend one hour a day on these basic exercises, he or she will improve the quality, productivity, and satisfaction of every other hour of the day, including the depth and restfulness of sleep.
No other single hour of your day will return as much as the hour you invest in sharpening the saw -- that is, in exercising these four dimensions of the human personality. If you will do this daily, you will soon experience the impact for good on your life.
Some of these activities may be done in the normal course of the day; others will need to be scheduled into the day. They take some time, but in the long run they save us a great deal of time. We must never get too busy sawing to take time to sharpen the saw, never too busy driving to take time to get gas.
I find that if I do this hour of exercise early in the morning, it is like a private victory and just about guarantees public victories throughout the day. But if I take the course of least resistance and neglect all or part of this program, I forfeit that private victory and find myself uprooted by public pressures and stresses through the day.
These principles of self-renewal will gradually produce a strong and healthy character with a powerfully disciplined, service-focused will.
Copyright © 1990, 1991 by Stephen R. Covey
Preface: A Principle-Centered Approach
Section 1: PERSONAL AND INTERPERSONAL EFFECTIVENESS
Introduction to Section 1
Chapter 1 Characteristics of Principle-Centered Leaders
Chapter 2 Seven Habits Revisited
Chapter 3 Three Resolutions
Chapter 4 Primary Greatness
Chapter 5 A Break with the Past
Chapter 6 Six Days of Creation
Chapter 7 Seven Deadly Sins
Chapter 8 Moral Compassing
Chapter 9 Principle-Centered Power
Chapter 10 Clearing Communication Lines
Chapter 11 Thirty Methods of Influence
Chapter 12 Eight Ways to Enrich Marriage and Family Relationships
Chapter 13 Making Champions of Your Children
Section 2: MANAGERIAL AND ORGANIZATIONAL DEVELOPMENT
Introduction to Section 2
Chapter 14 Abundance Managers
Chapter 15 Seven Chronic Problems
Chapter 16 Shifting Your Management Paradigm
Chapter 17 Advantages of the PCL Paradigm
Chapter 18 Six Conditions of Empowerment
Chapter 19 Managing Expectations
Chapter 20 Organizational Control Versus Self-Supervision
Chapter 21 Involving People in the Problem
Chapter 22 Using Stakeholder Information Systems
Chapter 23 Completed Staff Work
Chapter 24 Manage from the Left, Lead from the Right
Chapter 25 Principles of Total Quality
Chapter 26 Total Quality Leadership
Chapter 27 Seven Habits and Deming's 14 Points
Chapter 28 Transforming a Swamp into an Oasis
Chapter 29 Corporate Constitutions
Chapter 30 Universal Mission Statement
Chapter 31 Principle-Centered Learning Environments
Epilogue: Fishing the Stream
A Personal Note
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