Stephen Covey, fully Stephen Richards Covey

Stephen
Covey, fully Stephen Richards Covey
1932
2012

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

Author Quotes

Treat them all the same by treating them differently? respecting their differences.

To focus on money making as a center will bring about its own undoing.

True discipline means channeling our best hours into first-order objectives, and that means being a nonconformist in the best sense.

Things which matter most must never be at the mercy of things which matter least.

To focus on technique is like cramming your way through school. You sometimes get by, perhaps even get good grades, but if you don't pay the price day in and day out, you'll never achieve true mastery of the subjects you study or develop an educated mind.

True effectiveness is a function of two things: what is produced (the golden eggs) and the producing asset (the goose).

Think about a person who typically sees things differently than you do. Consider ways in which those differences might be used as stepping-stones to third alternative solutions. Perhaps you could seek out his or her views on a current project or problem, valuing the different views you are likely to hear.

To ignore the unexpected (even if it were possible) would be to live without opportunity, spontaneity, and the rich moments of which "life" is made.

True effectiveness requires balance.

The power to distinguish between person and performance and to communicate intrinsic worth flows naturally out of our own sense of intrinsic worth.

The spirit of America has nurtured responsibility and community unlike any other country.

There are only two roles in organizations: customers and suppliers.

The power to make and keep commitments to ourselves is the essence of developing the? habits of effectiveness.

The successful person has the habit of doing the things failures don?t like to do.

There are principles that govern human effectiveness ? natural laws in the human dimension that are just as real, just as unchanging and unarguably there as laws such as gravity are in the physical dimension.

The principled exercise of free choice? almost always involves some form of sacrifice.

The term paradigm shift was introduced by Thomas Kuhn in his highly influential landmark book, The Structure of Scientific Revolutions. Kuhn shows how almost every significant breakthrough in the field of scientific endeavor is first a break with tradition, with old ways of thinking, with old paradigms.

There are times to teach and times not to teach.

The proactive approach is to change from the inside-out: to be different, and by being different, to effect positive change in what?s out there?I can be more resourceful, I can be more diligent, I can be more creative, I can be more cooperative.

The Three Lives We all lead three lives: our public life, our private life, and our deep inner life. Our public life takes place in a community setting, where we interact with others. Our private life is away from the public?we may be alone, with a friend, or with family members. But our deep inner life is our most significant life. It is where our heart is. It?s where we have the capacity to explore our own motives, to examine our own thoughts and desires, and to analyze our problems and our needs. We can go into this deep private life?we could call it a secret life?even when we are in a public or a private setting. Our secret life is where we are able to tap into the power of the four human endowments: self-awareness, conscience, imagination, and independent will. When you are dealing with the development of a personal mission statement, you need to go into the deep inner or secret life, which influences the other two. It is the part of you where you decide the most fundamental issues of your life. As the psalmist put it: Search your own heart with all diligence, for out of it flows the issues of your life. It truly is a secret life. No one knows the thoughts and intents of your heart. You alone have that awareness, and you can step in on your own deep inner life; you can examine, explore, and change it. Many people, unless they are in pain because of something they care about that is not being fulfilled, will not go into their deep inner life at all. In a sense, they?re not living. They?re just being lived, publicly and privately.

There can be no friendship without confidence, and no confidence without integrity.

The proactive approach to a mistake is to acknowledge it instantly, correct and learn from it.

The true identity theft is not financial. It's not in cyberspace. It's spiritual. It's been taken.

There is a heavy emphasis in Mormonism on initiative, on responsibility, on a work ethic, and on education. If you take those elements together with a free-enterprise system, you've got the chemistry for a lot of industry.

The problem is that Lose/Win people bury a lot of feelings. And unexpressed feelings never die: they?re buried alive and come forth later in uglier ways. Psychosomatic illnesses, particularly of the respiratory, nervous, and circulatory systems, often are the reincarnation of cumulative resentment, deep disappointment and disillusionment repressed by the Lose/Win mentality. Disproportionate rage or anger, overreaction to minor provocation, and cynicism are other embodiments of suppressed emotion.

Author Picture
First Name
Stephen
Last Name
Covey, fully Stephen Richards Covey
Birth Date
1932
Death Date
2012
Bio

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