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Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
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
Poor
Execution
Hands
Strategy
Better
Leaders
Always
Average
Would
Agree
Motivational
Superb
Leader
Execute
Hand
Upper
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Be a light, not a judge, be a model not a critic. Little by little, your circle of influence will explode and you will avoid the emotional metastasizing cancers of complaining, criticizing, competing, comparing and cynicism, all which reflect victimization, all of which are the opposite of being proactive.
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Live simply and appreciate what you have. Give more. Expect less.
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Where there's no gardener, there's no garden.
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Most people define greatness through wealth and popularity and position in the corner office. But what I call everyday greatness comes from character and contribution.
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If I really want to improve my situation, I can work on the one thing over which I have control - myself.
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We don't invent our missions, we detect them.
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In the long run, you can never accomplish a worthy end with an unworthy means.
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What one thing could you do in your personal and professional life that, if you did on a regular basis, would make a tremendous positive difference in your life? Quadrant II activities have that kind of impact. Our effectiveness takes quantum leaps when we do them.
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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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Effective people are not problem-minded they're opportunity minded. They feed opportunities and starve problems.
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You can buy a person's hands but you can't buy his heart. His heart is where his enthusiasm, his loyalty is.
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Link yourself to your potential, not to your past.
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In a very real sense, there are only two roles in organisations: customers and suppliers. Everybody functions simultaneously in both roles, whether inside or outside the organisation the essence of good business, therefore, is the quality of the relationship between customer and supplier.
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Frustration is a function of our expectations.
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