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More essential than working on attitudes and behaviors is examining the paradigms out of which those attitudes and behaviors flow.

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
Essential
Essentials
Flow
Behavior
Paradigms
Attitude
Behaviors
Belief
Examining
Working
Paradigm
Attitudes

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In the absence of wake-up calls, many of us never really confront the critical issues of life.
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Trust is clearly a key competency. A competency or skill that can be learned, taught, and improved and one that talent can be screened for.
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It's easy to say ''no!'' when there's a deeper ''yes!'' burning inside.
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You always reap what you sow there is no shortcut.
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Our ultimate freedom is the right and power to decide how anybody or anything outside ourselves will affect us.
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The highest challenge inside organizations is to enable each person to contribute his or her unique talents and passion to accomplish the organization's purpose.
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Effective interdependence can only be built on true independence.
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If you don't choose to do it in leadership time up front, you do it in crisis management time down the road.
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What we are communicates far more eloquently than anything we say or do. There are people we trust because we know their character. Whether they're eloquent or not, whether they have human-relations techniques or not, we trust them and work with them.
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It's like the more you know the more you know you don't know.
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I teach people how to treat me by what I will allow.
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The core of any family is what is changeless, what is going to be there──shared vision and values.
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Empathy takes time, and efficiency is for things, not people.
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We simply assume that the way we see things is the way they really are or the way they should be. And our attitudes and behaviors grow out of these assumptions.
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It takes a great deal of character strength to apologize quickly out of one's heart rather than out of pity.
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People and organizations don't grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses
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It is one thing to make a mistake, and quite another thing not to admit it.
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We see the world, not as it is, but as we are -- or, as we are conditioned to see it. When we open our mouths to describe what we see, we in effect describe ourselves, our perceptions, our paradigms.
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