Stephen Covey Quotes
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I believe that correct principles are natural laws, and that God, the Creator and Father of us all, is the source of them, and also the source of our conscience. I believe that to the degree people live by this inspired conscience, they will grow to fulfill their natures; to the degree that they do not, they will not rise above the animal plane.
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Keep in mind that you are always saying "no" to something. If it isn't to the apparent and urgent things in your life, it is probably to the most fundamental, highly important things.
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I know it is possible not only to restore trust but to actually enhance it. The difficult things that we got through with the important people in our lives can become fertile ground for the growth of enduring trust - trust that is actually stronger because it's been tested and proved through challenge.
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Effective people stay out of Quadrants III and IV because, urgent or not, they aren't important. They also shrink Quadrant I down to size by spending more time in Quadrant II...Quadrant II is the heart of effective personal management.
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Without exception, empathy is always appropriate.
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When life does not go our way or we inadvertently make a mistake, it is so easy to make excuses, place blame on others, or argue that circumstances were against us. But we only progress in life to the extent that we take responsibility for our actions and attitudes, and put forth the initiative necessary to create our own circumstances.
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We tend to get what we expect - both from ourselves and from others. When we expect more, we tend to get more; when we expect less, we tend to get less.
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It's not enough to have values without vision ; you want to be good, but you want to be good for something. On the other hand, vision without values can create a Hitler . An empowering mission statement deals with both character and competence; what you want to be and what you want to do in your life.
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Affirm people. Affirm your children. Believe in them, not in what you see but in what you don't see - their potential.
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Only as we keep an open communication with our deep inner life will we have the wisdom to make effective choices.
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The way we see the problem is the problem.
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Priority is a function of context.
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Management is clearly different from leadership. Leadership is primarily a high-powered, right-brain activity. It's more of an art it's based on a philosophy. You have to ask the ultimate questions of life when you're dealing with personal leadership issues.
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When we listen with the intent to understand others, rather than with the intent to reply, we begin true communication and relationship building. Opportunities to then speak openly and to be understood come much more naturally and easily.
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We could not have gotten where we are without coming the way we came.
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The key to the many is often the one; it is how you regard and talk about the one in that one's absence or presence that communicates to the many how you would regard and talk about them in their presence or absence.
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If you want small changes in your life, work on your attitude. But if you want big and primary changes, work on your paradigm.
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My temptation is emotional, and resisting will further my needed weight loss and strengthen my character. Furthermore, nothing tastes as good as thin feels.
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How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.
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You think effectiveness with people and efficiency with things.
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One thing about trust is that everyone's for it.
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Trust is the glue that holds everything together.
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Belief is another word for paradigm. It's a synonymous. Your belief of the way things are. Values are the way things should be, it's a paradigm of the way things should be. Beliefs are the paradigms of the way things are.
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When one side benefits more than the other, that's a win-lose situation. To the winner it might look like success for a while, but in the long run, it breeds resentment and distrust.