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The challenge is not to manage time, but to manage ourselves.

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
Manage
Challenge
Challenges
Time

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The universal elements are integrity, vision, discipline, passion, governed by conscience. Conscience has been educated through studying and pondering the universal, timeless principles of all six major world religions.
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There's strong data that, within companies, the No. 1 reason for ethical violations is the pressure to meet expectations, sometimes unrealistic expectations.
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We can never really change someone people must change themselves.
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Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.
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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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If you want to be trusted, be trustworthy.
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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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The commitments we make to ourselves and to others, and our integrity to those commitments, is the essence and clearest manifestation of our proactivity.
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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.
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Through imagination, we can visualize the uncredited worlds of potential that lie within us.
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If there's one thing that's certain in business, it's uncertainty.
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You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, nonapologetically, to say “no” to other things. And the way you do that is by having a bigger “yes” burning inside. The enemy of the “best” is often the “good.
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Highly effective people tend to be proactive. They decide to find a better job or to have better health, rather than of responding to whatever curves life throws at them.
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Where there's no gardener, there's no garden.
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Trust is the glue that holds everything together. It creates the environment in which all of the other elements win-win stewardship agreements, self-directing individuals and teams, aligned structures and systems, and accountability can flourish.
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We immediately become more effective when we decide to change ourselves rather than asking things to change for us.
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Perhaps a sense of possessing needs to come to come before a sense of genuine sharing.
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When your happiness comes primarily from the happiness of others, you know you have moved from a 'me' experience to a 'we' experience. And the whole problem-solving and opportunity-seizing process changes.
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It's like the more you know the more you know you don't know.
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We think we see the world as it is, when in fact we see the world as we are.
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