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

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.

Until a person can say deeply and honestly, ?I am what I am today because of the choices I made yesterday,? that person cannot say, ?I choose otherwise.?

We are responsible for our own effectiveness, for our own happiness, and ultimately? for most of our circumstances.

We must look at the lens through which we see the world, as well as at the world we see, and understand that the lens itself shapes how we interpret the world.

Until we take how we see ourselves (and how we see others) into account, we will be unable to understand how others see and feel about themselves and their world. Unaware, we will project our intentions on their behavior and call ourselves objective.

We are responsible for our own lives.

We must never be too busy to take time to sharpen the saw.

Value the differences.

We become what we repeatedly do.

We must not cease from exploration and the end of all our exploring will be to arrive where we began and to know the place for the first time.

Vision is applied imagination.

We can make a promise and keep it. Or we can set a goal and work to achieve it.

Vision is greater than baggage.

We can only achieve quantum improvements in our lives as we quit hacking at the leaves of attitude and behavior and get to work on the root, the paradigms from which our attitudes and behaviors flow.

Vision is the breakfast. Feedback is the lunch. Self-correction is the dinner.

We can?t go very far to change our seeing without simultaneously changing our being, and vice versa.

Want balance in your life? Then sure, get your own act together, but don't forget four powerful disciplines of execution in your team and organization.

We can't live without eating, but we don't live to eat.

We accomplish all that we do through delegation -- either to time or to other people.

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