Dr. STEPHEN RICHARDS COVEY –
the founder and chairman of the Covey
Leadership Center and the Institute for
Principle-Center Leadership in the US.
(October 24, 1932 – July 16, 2012) was
an American educator, author,
businessman, and keynote keynote
• Dr. Covey earned a Bachelor of
Science degree in business administration
from the University of Utah, an
MBA from Harvard University, and
a Doctor of Religious Education (DRE)
from Brigham Young University. He was a
member of Pi Kappa Alpha International
Fraternity. He was awarded ten honorary
• “ When managing in the
wilderness of the changing
times, a map is of limited
worth. What’s needed is a
• A compass represents or
points to the “true north”.
• “True north” – the
magnetic principle of
respect for people and
• “ When managing in the wilderness of the
changing times, a map is of limited worth.
What’s needed is a moral compass.”
• A compass represents or points to the “true
• “True north” – the magnetic principle of
respect for people and property.
• “Principles are like a compass. A compass
has a true north that is objective and
external, that reflects natural laws or
principles; as opposed to values that are
subjective and internal.
- “We must develop our value system with
deep respect for “true north” principles.
• “Principles are proven, enduring guidelines
for human conduct”
- e.g. “you reap what you sow”; “actions
speak louder than words”.
• “Principles empower people to create a wide
variety of practices to deal with different
We must center our lives on “correct
principles” which are the key to developing
rich internal power in our lives. Whatever
lies at the center of our lives become the
primary source of our life-support system.
• Life-support system is represented by
four fundamental dimensions and
cultivates these internal sources of
“Focusing on alternative centers –
work, possessions, friends, family,
and others – weakens and disorients
PCL is practiced at different levels:
1.Personal – relationship with oneself;
2.Interpersonal – relationship and interactions
3. Managerial – responsibility to get a job
done with others; and,
4. Organizational – need to recruit, train, and
compensate people, build teams, solve
problems, and create aligned structure,
strategy and systems.
Eight Characteristics of People
who are PC Leaders:
1.They are continually learning;
2.They are service-oriented;
3.They radiate positive energy –
hope and enthusiasm;
4.They believe in other people;
They lead balanced lives;
They see life as an adventure;
They complement their weaknesses with the
strengths of others; and,
They exercise for self-renewal.
If you want to make slow incremental
improvement, change your attitude or
behavior. But if you want to improve in
revolutionary ways, either as an individual or
organization, change your paradigm, your
scheme for understanding and explaining
certain aspects of reality.”
1. The Scientific Management Paradigm
- People are seen primarily as STOMACHS
– motivated primarily by their quest for
- Management style is authoritarian.
2. The Human Relations Paradigm
- People are acknowledged not only as STOMACHS but also
HEARTS, social beings who need to be liked and
- Management is in charge, but at least people are treated
with kindness and courtesy.
- People are seen with MINDS, with latent talent and
capacity, in addition to STOMACHS and HEARTS.
- As managers, the goal is to identify and develop the
capacities to accomplish the objectives of the
3. The Human Resource Paradigm
4. Principle-Centered Leadership
- People are seen as SPIRITUAL BEINGS who
want meaning, they are the most valuable
organizational assets – stewards of certain
- Work must be made challenging and fulfilling.
People – it is based on the effectiveness of the
people; it recognizes the value of people because
people produce everything else.
Self – change and improvement must begin with
Style – participative styles of management create
more innovation, initiative and commitment, but
also more unpredictable behavior.
Skills - skills such as delegation, communication,
negotiation, and self-management are
fundamental to high performance.
5. Shared Vision and Principles – a win-win performance
agreement, where both parties share a common vision
based on common principles.
6. Structure and System – in organizations, relationships
and interactions requires some kind of structure and
certain kinds of system, just like the ”human body”.
Strategy – should be congruent with the professed
mission, with available resources, and with market
Streams – these are the environments (inside and
outside) which needs to be monitored to ensure that
everything are in alignment with the organization’s vision,
systems and the rest vis-à-vis external realities.
“Ineffective people try to manage their
time around priorities. Effective people
lead their lives according to
“The key to quality products
and services is a quality