Stephen Covey Quotes
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Almost all of the world-class athletes and other peak performers are visualizers. They see it; they feel it; they experience it before hey actually do it. They begin with the end in mind.
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It's sometimes a painful process. It's a change that has to be motivated by a higher purpose, by the willingness to subordinate what you think you want now for what you want later.
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Leadership is communicating people's worth and potential so clearly that they come to see it themselves.
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If you are an effective manager of your self, your discipline comes from within; it is a function of your independent will. You are a disciple, a follower, of your own deep values and their source. And you have the will, the integrity, to subordinate your feelings, your impulses, your moods to those values.
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The 'Inside-Out' approach to personal and interpersonal effectiveness means to start first with self; even more fundamentally, to start with the most inside part of self, with your paradigms, your character, and your motives. The inside-out approach says that private victories precede public victories, that making and keeping promises to ourselves recedes making and keeping promises to others. It says it is futile to put personality ahead of character, to try to improve relationships with others before improving ourselves.
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What you do has far greater impact than what you say.
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You can't have the fruits without the roots. It's the principle of sequencing: Private Victories proceed Public Victories. Self-mastery and self-discipline are the foundation of good relationships with others.
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You basically get what you reward. If you want to achieve the goals and reflect the values in your mission statement, then you need to align the reward system with these goals and values.
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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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When we say that leadership is a choice, it basically means you can choose the level of initiative you want to exercise in response to the question, ‘What is the best I can do under the given circumstances?’
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If you don't choose to do it in leadership time up front, you do it in crisis management time down the road.
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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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Management is efficiency in climbing the ladder of success
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If you don't set your goals based upon your Mission Statement, you may be climbing the ladder of success only to realize, when you get to the top, you're on the WRONG building.
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The nature of life is to be a study of contrasts: joy/sadness, full/empty. The Main Thing is to Keep The Main Thing The Main Thing.
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What is important to another person must be as important to you as the other person is to you
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I am fortunate to have a very helpful team that enables me to spend time doing things that are important but not necessarily urgent. People who have no such team need to also make these larger decisions so that they can cheerfully say No to that which is urgent but not important.
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The core of any family is what is changeless, what is going to be there──shared vision and values.
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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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None of us see the world as it is but as we are, as our frames of reference, or maps, define the territory.
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At some time in your life, you probably had someone believe in you when you didn't believe in yourself.
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We could not have gotten where we are without coming the way we came.
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Most people are basically a victim of the circumstances of their life. They have things like 9/11, they have terrorism threats, they have new war threats, they have economy problems, and they think, 'What can I do? I'm basically a victim.'
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The more authentic you become, the more genuine in your expression, particularly regarding personal experiences and even self-doubts, the more people can relate to your expression and the safer it makes them feel to express themselves. That expression, in turn, feeds on the other person's spirit, and genuine creative empathy takes place, producing new insights and learnings and a sense of excitement and adventure that keeps the process going.