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Stephen R. Covey quotes Showing 541-570 of 1,247

“To try to change outward attitudes and behaviors does very little good in the long run if we fail to examine the basic paradigms from which those attitudes and behaviors flow. This”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“As Emerson once put it, “What you are shouts so loudly in my ears I cannot hear what you say.”
Stephen R. Covey, The 7 Habits of Highly Effective People
“All of us are interested in things outside of our stewardships, and we should be, but the most important way to do anything about them is to magnify our own stewardships. When you focus on your own responsibility, you become relatively unconcerned with other peoples stewardships...The highest form of influence is to be a model, not a critic; a light, not a judge.”
Stephen R. Covey
“As Emerson once put it, “What you are shouts so loudly in my ears I cannot hear what you say.” There are, of course,”
Stephen R. Covey, The 7 Habits of Highly Effective People
“Proactive people subordinate feelings to values.”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“Our basic nature is to act, and not be acted upon. As well as enabling us to choose our response to particular circumstances, this empowers us to create circumstances. Taking initiative does not mean being pushy, obnoxious, or aggressive. It does mean recognizing our responsibility to make things happen.”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“if there is little or no trust, there is no foundation for permanent success.”
Stephen R. Covey, The 7 Habits of Highly Effective People
“For our purposes, a simple way to understand paradigms is to see them as maps. We all know that “the map is not the territory.” A map is simply an explanation of certain aspects of the territory. That’s exactly what a paradigm is. It is a theory, an explanation, or model of something else.”
Stephen R. Covey, The 7 Habits of Highly Effective People
“You must be open and influenceable; then ironically, you will also discover an increase in your own power to influence”
Stephen R. Covey
“Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the Titanic.”
Stephen R. Covey, The 7 Habits of Highly Effective People
“I’ve set and met my career goals and I’m having tremendous professional success. But it’s cost me my personal and family life. I don’t know my wife and children anymore. I’m not even sure I know myself and what’s really important to me. I’ve had to ask myself—is it worth it?”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“The two additional unique human endowments that enable us to expand our proactivity and to exercise personal leadership in our lives are imagination and conscience.”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“organizations are composed of people, and the more effective those people, the stronger the organization.”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“If our sense of emotional worth comes primarily from our marriage, then we become highly dependent upon that relationship. We become vulnerable to the moods and feelings, the behavior and treatment of our spouse, or to any external event that may impinge on the relationship—a new child, in-laws, economic setbacks, social successes, and so forth. When responsibilities increase and stresses come in the marriage, we tend to revert to the scripts we were given as we were growing up. But so does our spouse. And those scripts are usually different. Different ways of handling financial, child discipline, or in-law issues come to the surface. When these deep-seated tendencies combine with the emotional dependency in the marriage, the spouse-centered relationship reveals all its vulnerability. When we are dependent on the person with whom we are in conflict, both need and conflict are compounded. Love-hate over-reactions, fight-or-flight tendencies, withdrawal, aggressiveness, bitterness, resentment, and cold competition are some of the usual results. When these occur, we tend to fall even further back on background tendencies and habits in an effort to justify and defend our own behavior and we attack our spouse’s. Inevitably, anytime we are too vulnerable we feel the need to protect ourselves from further wounds. So we resort to sarcasm, cutting humor, criticism—anything that will keep from exposing the tenderness within. Each partner tends to wait on the initiative of the other for love, only to be disappointed but also confirmed as to the rightness of the accusations made. There is only phantom security in such a relationship when all appears to be going well. Guidance is based on the emotion of the moment. Wisdom and power are lost in the counterdependent negative interactions. FAMILY CENTEREDNESS. Another common center is the family. This, too, may seem to be natural and proper. As an area of focus and deep investment, it provides great opportunities for deep relationships, for loving, for sharing, for much that makes life worthwhile. But as a center, it ironically destroys the very elements necessary to family success. People who are family-centered get their sense of security or personal worth from the family tradition and culture or the family reputation. Thus, they become vulnerable to any changes in that tradition or culture and to any influences that would affect that reputation. Family-centered parents do not have the emotional freedom, the power, to raise their children with their ultimate welfare truly in mind. If they derive their own”
Stephen R. Covey, The 7 Habits of Highly Effective People
“Self-mastery and self-discipline are the roots of good relationships with others.”
Stephen R. Covey, Principle-Centered Leadership
“There might be exceptions—and if so, you might rethink their employment—but few people really want to be mediocre. Most of your team members want to make a valued contribution—to find purpose in their work.”
Stephen R. Covey, Predictable Results in Unpredictable Times
“Dependent people need others to get what they want. Independent people can get what they want through their own effort. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success. If I were physically dependent—paralyzed or disabled or limited”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“It is the love and the discipline of the one student, the one child, that communicates love for the others. It's how you treat the one that reveals how you regard the ninety-nine, because everyone is ultimately a one.”
Stephen R. Covey
“Until we see ourselves from the outside objectively, we will automatically project our motives on other people.”
Stephen R. Covey
“At the height of maturity, there is no difference between knowledge and sentiment.”
Stephen R. Covey
“The language of reactive people absolves them of responsibility.

Reactive vs. Proactive Voice

"There's nothing I can do" vs. "Let's look at our alternatives"
"That's just the way I am" vs. "I can choose a different approach"
"He makes me so mad" vs. "I control my own feelings"
"They won't allow that" vs. "I can create an effective presentation"
"I have to do that" vs. "I will choose an appropriate response"
"I can't" vs. "I choose"
"I must" vs. "I prefer"
"If only" vs. "I will”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“Expand Perspective Sometimes we are knocked out of our left brain environment and thought patterns and into the right brain by an unplanned experience. The death of a loved one, a severe illness, a financial setback, or extreme adversity can cause us to stand back, look at our lives, and ask ourselves some hard questions: “What’s really important? Why am I doing what I’m doing?”
Stephen R. Covey, The 7 Habits of Highly Effective People
“Culpar a los demás y al entorno de nuestros problemas y dificultades puede convertirse en una norma; puede atenuar temporalmente nuestro dolor, pero al mismo tiempo nos encadena a esos mismos problemas. Muéstrenme”
Stephen R. Covey, Los 7 hábitos de la gente altamente efectiva. Ed. revisada y actualizada
“It takes an enormous amount of internal security to begin with the spirit of adventure, the spirit of discovery, the spirit of creativity. Without doubt, you have to leave the comfort zone of base camp and confront an entirely new and unknown wilderness. You become a trailblazer, a pathfinder. You open new possibilities, new territories, new continents, so that others can follow.”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“maps of the way things are, or realities, and maps of the way things should be, or values.”
Stephen R. Covey, The 7 Habits of Highly Effective People: The Reader's Guide Edition
“It is much more ennobling to the human spirit to let people judge themselves than to judge them. And”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“Our language, for example, is a very real indicator of the degree to which we see ourselves as proactive people.”
Stephen R. Covey, The 7 Habits of Highly Effective People
“Habits are like a cable. We weave a strand of it every day and soon it cannot be broken.”
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
“Take an inside-out approach, and read with the purpose in mind of sharing or discussing what you learn with someone else within 48 hours after you learn it.”
Stephen R. Covey, The 7 Habits of Highly Effective People: The Reader's Guide Edition
“no se puede pensar en términos de eficiencia cuando se trata de personas. Se piensa en términos de efectividad con la gente y de eficiencia con las cosas.”
Stephen R. Covey, Los 7 hábitos de la gente altamente efectiva. Ed. revisada y actualizada


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