Stephen Covey, fully Stephen Richards Covey

Covey, fully Stephen Richards Covey

American Author, Educator, Businessman, Trainer, Motivational Speaker best known for his book, The Seven Habits of Highly Effective People

Author Quotes

When you make a commitment to yourself, do so with the clear understanding that you?re pledging your integrity.

Who?s going to raise my children ? today?s alarmingly destructive culture or me?

You are not your habits. You can replace old?with new.

When you make a mistake, admit it, correct it, and learn from it ? immediately.

Wife and children any more. I?m not even sure I know myself and what?s really important to me. I?ve had to ask myself?is it worth it? I?ve started a new diet?for the fifth time this year. I know I?m overweight, and I really want to change. I read all the new information, I set goals, I get myself all psyched up with a positive mental attitude and tell myself I can do it. But I don?t. After a few weeks, I fizzle. I just can?t seem to keep a promise I make to myself. I?ve taken course after course on effective management training. I expect a lot out of my employees and I work hard to be friendly toward them and to treat them right. But I don?t feel any loyalty from

You begin with the end in mind.

When you raise your children, you?re also raising your grandchildren.

Win-win agreements are tremendously liberating. But as the product of isolated techniques, they won't hold up. Even if you set them up in the beginning, there isno way to maintain them without personal integrity and a relationship of trust.

When you really listen to another person from their point of view, and reflect back to them that understanding, it's like giving them emotional oxygen.

Win-Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions.

When you show deep empathy toward others, their defensive energy goes down, and positive energy replaces it. That?s when you can get more creative in solving problems.

Win-Win or No Deal. Seek First to Understand, Then to Be Understood. Begin with the End in Mind. Put First Things First.

When you study the lives of all great achievers--those who have had the greatest influence on others, those who have made things happen--you will find a pattern. Through their persistent efforts and inner struggle, they have greatly expanded their four native human intelligences or capacities. The highest manifestations of these four intelligences are: for mental, vision; for the physical, discipline; for the emotional, passion; for the spiritual, conscience. These manifestations also represent our highest means of expressing our voice.

Wisdom is the beneficial use of knowledge; wisdom is information and knowledge impregnated with higher purposes and principles. Wisdom teaches us to respect all people, to celebrate their differences, to be guided by a single ethic ? service above self. Moral authority is primary greatness (character strengths); formal authority is secondary greatness (position, wealth, talent, reputation, popularity).

What happens when you manage people like things? They stop believing that leadership can become a choice.

When another person speaks, we're usually "listening" at one of four levels. We may be ignoring another person, not really listening at all. We may practice pretending. "Yeah. Uh-huh. Right." We may practice selective listening, hearing only certain parts of the conversation. We often do this when we're listening to the constant chatter of a preschool child. Or we may even practice attentive listening, paying attention and focusing energy on the words that are being said. But very few of us ever practice the fifth level, the highest form of listening, empathic listening.

When we look at the problem and the burden it comes from us, just when it is actually we who problematic. while the Chinese proverb says from the curse of darkness is better to take a candle and turn.

What is common sense isn't common practice.

When I look back on my life nowadays, which I sometimes do, what strikes me most forcibly about it is that what seemed at the time most significant and seductive, seems now most futile and absurd.

When we look through the lens of each other?s weaknesses, we make others? strengths irrelevant and their weaknesses more evident.

What is important to the other person must be as important to you as the other person is to you.

When I say empathic listening, I am not referring to the techniques of "active" listening or "reflective" listening, which basically involve mimicking what another person says. That kind of listening is skill-based, truncated from character and relationships, and often insults those "listened" to in such a way. It is also essentially autobiographical. If you practice those techniques, you may not project your autobiography in the actual interaction, but your motive in listening is autobiographical. You listen with reflective skills, but you listen with intent to reply, to control, to manipulate.

What is moral authority? It is the principled use of our freedom and power to choose. Natural laws (like gravity) and principles (like respect, honesty, kindness, integrity, service and fairness) control the consequences of our choices. By the principled, humble use of freedom and power, the humble person obtains moral authority with people, cultures, organization and entire societies.

When I say empathic listening, I mean listening with intent to understand. I mean seeking first to understand, to really understand. It's an entirely different paradigm. Empathic (from empathy) listening gets inside another person's frame of reference. You look out through it, you see the world the way they see the world, you understand their paradigm, you understand how they feel.

What is most personal, is most general.

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American Author, Educator, Businessman, Trainer, Motivational Speaker best known for his book, The Seven Habits of Highly Effective People