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Instead, I have an abundance mentality: When people are genuinely happy at the successes of others, the pie gets larger.

Stephen Covey

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Stephen Covey
Age: 79 †
Born: 1932
Born: October 24
Died: 2012
Died: July 16
Author
Businessperson
Professor
Writer
Salt Lake City
Utah
Stephen Richards Covey
Abundance
Larger
Gets
Instead
Successes
Morning
Pie
Happy
Genuinely
Others
People
Mentality

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Principles are natural laws that are external to us and that ultimately control the consequences of our actions. Values are internal and subjective and represent that which we feel strongest about in guiding our behavior.
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We value the clock for its speed and efficiency. The clock has its place, efficiency has its place, after effectiveness. The symbol of effectiveness is the compass a sense of direction, purpose, vision, perspective, and balance. But the empowerment process itself is not efficient.
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Self-mastery and self-discipline are the foundation of good relationships with others.
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Principles don't die. They aren't here one day and gone the next. They can't be destroyed by fire, earthquake or theft. Principles are deep, fundamental truths, classic truths.
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To achieve goals you've never achieved before, you need to start doing things you've never done before.
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Effective communication is built on the cement of trust. And trust is based on trustworthiness, not politics.
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Principles are the simplicity on the far side of complexity.
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Unfortunately, too many executives believe the myths about trust. Myths like how trust is soft and is merely a social virtue. The reality is that trust is hard-edged and is an economic driver.
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If you don't have confidence in the diagnosis, you won't have confidence in the prescription.
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Management is efficiency in climbing the ladder of success
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We must look at the lens through we see the world, as well as the world we see, and that the lens itself shapes how we interpret the world.
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Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underline it. No involvement, no commitment.
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The world has entered an era of the most profound and challenging change in human history.
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A moment of choice is a moment of truth. It's the testing point of our character and competence.
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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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The power to distinguish between person and performance and to communicate intrinsic worth flows naturally out of our own sense of intrinsic worth.
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By behaving in ways that build trust with one, you build trust with many.
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