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Stephen Covey        

Internationally Acclaimed Author, The 7 Habits Of Highly Effective People

The 8th Habit: From Effectiveness To Greatness

The world has profoundly changed since The 7 Habits of Highly Effective People was published. Now the challenges and complexity we face in our personal and professional lives and relationships are of a different order and magnitude. Surviving, thriving, innovating, excelling and leading in this new reality requires a new mindset, a new skill-set, a new toolset - a new habit.

In this presentation based on his best-selling book, Dr. Stephen Covey provides audiences with a roadmap towards the 8th habit, helping audiences find their voice so they can help others find theirs. Showing them how to tap into their talents and fuel their passion, Dr. Covey demonstrates the path towards fulfillment, relevance, significance and contribution in today's new landscape - not only their work and organizations, but also in their personal lives.

The 7 Habits of Highly Effective People

Based on his run-away best seller The 7 Habits of Highly Effective People, Dr. Stephen Covey shows audiences how the habits are more relevant now more than ever before. He details each of the following tenets and relates them to the audiences personal and professional lives:

Habit 1 - Be Proactive

Habit 2 - Begin With the End in Mind

Habit 3 - Put First Things First

Habit 4 - Think Win-Win

Habit 5 - Seek First to Understand, Then to be Understood

Habit 6 - Synergize

Habit 7 - Sharpen the Saw

FOCUS: Achieving Your Organization's Highest Priorities

A recent survey conducted by Harris Interactive (originators of the Harris Poll) found that less than HALF of the workforce (44%) says they have a clear understanding of what their company is trying to achieve. Only one in six workers think their organization has set clear goals. One in five claim they feel passionately committed to those goals, and only one in ten fully embrace the goals of the organization. When you add to these stunning findings the fact that most people admit that 50+% of their time is spent on that which is urgent but not truly important, you can see why most organizations fall short in executing on and achieving their highest priorities. In this presentation audiences will learn how to break the urgency addiction and to identify the individuals’, team’s and organization’s wildly important goals. They will also discover how to enable themselves, the team, and the organization to passionately focus on the highest priorities, and to create a culture of mutual accountability and results.

Cracking the Code: Unleashing Human Potential

Would you say that the vast majority of people in the workplace possess far more creativity, resourcefulness, ingenuity, intelligence, and talent than their jobs require or even allow? 90-plus percent of hundreds of thousands of people surveyed in organizations around the world say yes. In a time when individuals and organizations are under extreme pressure to do more with less, why are we straitjacketing human potential? Learn how many managers and organizations unknowingly stifle their people. Learn how to unleash the power of human potential by “Cracking the Code” of what truly drives individuals and inspires passion and productivity within them. Learn of the four parts of human nature and how to discover and develop the highest intelligences associated with each. Unleash your organization’s full potential by aligning the individual’s “voice” (unique talent, contribution to the world) with the organization’s voice.

Managing Change in the Face of Crisis – or – Principle-Centered Leadership

We live in a world changing at a rate unthinkable only a few years ago. Each day brings new challenges and demands. When successive challenges keep raising the bar, the tendency is to turn to old successful patterns, processes, and practices. The problem is they no longer work. So how do we keep up? During this presentation, audiences will learn how to better manage unexpected situations and lead during troubled times by focusing on the three constants in life: 1) change, 2) principles, and 3) choice—the power to adapt and respond to the first two constants. They will learn how principle-centered leadership is the key to unleashing individual human potential. It is about instilling principles into the hearts and minds of people, then into the culture, where they begin to permeate and affect all relationships. Successful leadership inspires people to commit to a common vision, a common purpose, and a common set of principles thereby giving a clear sense of direction. This is the surest way to create strength and success in today’s volatile, frenetic world.

Using an Industrial Age Model in a Knowledge Worker Age?

Do you believe that the current Knowledge Age will out-produce the Industrial Age by fifty times? It will. Do you believe it will bring about a downsizing of 90% of the Industrial Age workforce? Believe it. The new capital is people—intellectual and social capital. If you have intellectual capital without high-trust (social capital) in your culture, it won’t produce. Guess where we got our management philosophy that you have to control/manage people? Guess where we got our carrot & sticking motivational philosophy? They came from the Industrial Age, working with manual workers who you could control and churn. People were necessary but replaceable. The problem is that managers today still apply the Industrial Age model to Knowledge Age workers. It insults and alienates them, depersonalizes work, and creates low-trust, unionized, litigious cultures. Why? Management is another word for control. You control things, so you also control people. You disallow the full use of their capabilities and talents. During this presentation audiences will learn the new mindset, the new skill-set, and the new toolset of the Information/Knowledge-Worker Age.

Leadership is a Choice! Not a Position

Not many people really believe that leadership is a choice - most think of it as a position. Making leadership a choice is a freedom that must be learned—only then can leadership become a choice. Until then, people think that only those in positions of authority should decide what must be done. Even if they perceive a need, they don’t take the initiative to act. They wait to be told what to do by the person with the formal title, and then respond as directed. Consequently, they blame the formal leader when things go wrong and give him or her the credit when things go well. This widespread reluctance to take initiative, to act independently, only fuels formal leaders’ imperative to direct, or manage their subordinates. This, they believe, is what they must do in order to get followers to act. And this cycle quickly escalates into co-dependency. They disempower themselves by believing that others must change before their own circumstances can improve.

Only when we truly understand and accept the concept of leadership as a choice, are we able to replace the notion of leadership as position with leadership as influence. And then we can even become the leaders of the people we report to. This presentation enables audiences to increase their power and capacity to lead, to help them choose to exert influence, regardless of their position.

The High Cost of Low Trust

A recent business section front-page newspaper headline: “Employees New Motto: Trust No One.” The article cites a USA TODAY/CNN/Gallup poll: “Only 10% of adults surveyed think corporations can be trusted a great deal to look out for the interests of their employees.” And, ”Nearly 50% say corporations can be trusted only a little or not at all to look out for the interests of their employees.” Imagine the enormous cost of such low trust. Most organizations have no clue of its reach -- and because most executives have no means of measuring its bottom-line impact, they have little motivation to seriously address it. To compound the problem, many employees feel like helpless victims of the problems in their organizations and see no clear way to influence their leaders. Almost all the work of the world is done through relationships with people and in organizations. But what is communication like when there is no trust? It’s impossible. During this presentation audiences will learn ten specific, powerful steps they can use that will profoundly impact the level of trust in their relationships, their teams, their families, and their organizations.

Measuring Impact: The Holy Grail of Training

Research shows that the primary goal of most public company CEOs is the creation of shareholder wealth or what some may call shareholder value. This is certainly a very worthy goal—as long as people realize that long-term sustained increases in shareholder wealth are produced by an ecosystem of many connected stakeholders—each of which has their own criteria and needs that must be satisfied. Accordingly, wise leaders are insisting that every business activity, including training and development, demonstrate its measurable economic value added before decisions are made to sustain or increase its funding. Audiences learn in this presentation how you can measure the impact of their training efforts and show how they are enabling the organization’s highest strategic priorities.

Peacemaking: Synergy in the Prevention and Settlement of Problems

The most difficult, challenging, costly problems in life, whether at home, at work, or elsewhere, often deal with conflict—how you deal with human differences. What if you had both the inner strength and the skill to resolve differences synergistically—that is, to find solutions that are better than those anyone has proposed? During this presentation Dr. Stephen Covey presents two powerful steps to producing Third-Alternative Solutions to problems and differences. The Third Alternative is a product of sheer creative effort and emerges from the overlapping vulnerabilities of two or more people—from their openness, their willingness to really listen, their desire to search. During this presentation, audiences will learn how to 1) prevent and solve seemingly intractable problems without hiring attorneys, and 2) save millions of dollars spent by organizations on costly legal disputes by educating attorneys and leaders who hire them in Third-Alternative problem solving.

About Dr. Stephen Covey

Stephen Covey’s The 7 Habits of Highly Effective People was named one of the two most influential books of the 20th Century.

Author of Influence: Stephen Covey is the author of the single most influential guide for personal and professional success in publishing history — The 7 Habits of Highly Effective People. The book has sold 15 million copies in 38 languages and remains on business best seller lists more than a decade after its release. His latest book, The 8th Habit: From Effectiveness to Greatness, takes his organizational prescription for success to the next level. His other books include: Principle-Centered Leadership, The Nature of Leadership, 7 Habits of Highly Effective Families, Living the 7 Habits: Stories of Courage and Inspiration and First Things First.

Hands-On Know-How: As vice-chairman of FranklinCovey, he guides the largest management and leadership development organization in the world. FranklinCovey offers learning and performance solutions to help professionals and organizations significantly increase their effectiveness in productivity, leadership, communication and sales. Dr. Covey has been honored with numerous awards including the National Entrepreneur of the Year Lifetime Achievement Award for Entrepreneurial Leadership. He was also recently recognized as one of TIME’s “25 Most Influential Americans.”

Ideas That Transform: Covey transforms individuals and organizations by teaching principle-centered leadership and living skills that build trust, teamwork, innovation and effectiveness. He helps unleash the power of individuals and organizations to focus on and execute their highest priorities. He shows that where you’re headed is more important than where you’re going, so make certain your to-do list is in sync with your compass.

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I admire Stephen Covey the most. I teach his 7 Habits during my leadership training programs. I have been highly influenced by his writings and speeches. Professor M.S.Rao, Specialist in Soft Leadership, Founder of MSR Leadership Consultants India

Professor M.S. Rao · Founder of MSR Leadership Consultants India

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