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Without exception, empathy is always appropriate.
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
Empathy
Appropriate
Without
Always
Exception
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You can't have the fruits without the roots.
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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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Moral authority comes from following universal and timeless principles like honesty, integrity, treating people with respect.
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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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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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Private victories precede public victories.
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When the trust account is high, communication is easy, instant, and effective.
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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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When you make a commitment to yourself, do so with the clear understanding that you're pledging your integrity.
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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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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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The key to motivation is motive. It's the why. It's the deeper yes! burning inside that makes it easier to say no to the less important.
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If we spend most of our time concerned about things we cannot truly directly influence, what we can influence will be reduced. If we spend our energies on those things over which we can expect positive results, we will expand our influence.
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There is so much we can do to render service, to make a difference in the world - no matter how large or small our circle of influence.
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Principle-centered people are constantly educated by their experiences.
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Our greatest joy and our greatest pain comes in our relationships with others.
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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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Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly.
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It's sometimes a painful process. It's a change that has to be motivated by a higher purpose, by the willingness to subordinate what you think you want now for what you want later.
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What is common sense isn't common practice.
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