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Franklin Covey Co. Announces the Passing of Dr. Stephen R. Covey

18 Jul
SALT LAKE CITY–(BUSINESS WIRE)–Jul. 16, 2012– Franklin Covey Co. (NYSE:FC) today announced that Dr. Stephen R. Covey, co-founder and a former vice-chairman and director of FranklinCovey, passed away peacefully this morning due to the residual effects of a bicycle accident he suffered this past April. He was in his 80th year. In his final hours, he was surrounded by his loving wife and each of his children and their spouses.

Dr. Covey made a decision early in his life that his greatest contribution and life’s work would be as a teacher. Beginning with his role as a university professor at Brigham Young University and then as an internationally-renowned author, speaker, and consultant, he has impacted the lives of countless millions worldwide. From grade school and university students, to Fortune 100 CEOs and numerous heads of state, he made teaching principle-centered leadership his life’s work.

In 1996, Dr. Covey was recognized as one of Time magazine’s 25 Most Influential Americans. He is the author of a number of acclaimed books, including the international bestseller The 7 Habits of Highly Effective People, which has sold more than 20 million copies in 40 languages throughout the world. Other bestsellers include First Things FirstPrinciple-Centered LeadershipThe 7 Habits of Highly Effective Families,and The 8th Habit. His most recent books include The 3rd AlternativeThe Leader in Me, and Everyday Greatness.

In 2002, Forbes named The 7 Habits of Highly Effective People one of the 10 most influential management books ever written. Chief Executivemagazine recognized The 7 Habits of Highly Effective People as one of the two most influential books of the 20th century. Dr. Covey received the Fatherhood Award from the National Fatherhood Initiative, was named Speaker of the Year, received the Sikh’s International Man of Peace Award, and The National Entrepreneur of the Year Lifetime Award for Entrepreneurial Leadership.

In 1984, Dr. Covey made the decision to leave full-time teaching as a university professor to establish a business organization, Covey Leadership Center, that could take principle-centered leadership throughout the world. From the inception of that business, Dr. Covey’s focus was always on writing and teaching, leaving the leadership and management of the business to others. In 1997, Covey Leadership Center merged with FranklinQuest, to form Franklin Covey Co. (NYSE:FC), a global performance improvement company that now operates in over 125 countries throughout the world. From the time of the merger to his retirement from the board last year, Dr. Covey devoted essentially all of his time and effort to writing and teaching.

To Stephen, more important than his professional work was his work with his family. Stephen was a devoted husband, father and grandfather and spent a considerable amount of time with his immediate and extended family, getting together for vacations, games, celebrations, birthdays, and events of all kinds, and having one-on-one time with each of his children and grandchildren, which he loved doing. Stephen truly believed that the greatest work we do is within the four walls of our own homes and was a model of a loving and committed husband and father to the end.

Bob Whitman, chairman and CEO of FranklinCovey, said, “We lost a dear friend today. Stephen was one of the world’s great human beings. His impact is incalculable and his influence will continue to inspire generations to come. We extend our deepest condolences to Dr. Covey’s family, his wife Sandra, their nine children and spouses, grandchildren, and great-grandchildren. Stephen frequently referred to them as his greatest joy, inspiration, and most significant contribution and legacy to the world.”

About Franklin Covey

Franklin Covey Co. (NYSE: FC) is a global company specializing in performance improvement. We help organizations achieve results that require a change in human behavior. Our expertise is in seven areas: leadership, execution, productivity, trust, sales performance, customer loyalty and education. Franklin Covey clients have included 90 percent of the Fortune 100, more than 75 percent of the Fortune 500, thousands of small- and mid-sized businesses, as well as numerous government entities and educational institutions. Franklin Covey has more than 40 direct and licensee offices providing professional services in over 140 countries. For more information, visit www.franklincovey.com.

Source: Franklin Covey Co.

Franklin Covey Co.
Debra Lund, 801-244-4474
Debra.Lund@FranklinCovey.com

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Micromanagers: The Anti-Leaders in Your Organization

26 Jun
The Micromanager: a humorous video on how a boss can literally strangle his employees with his micromanaging.

The Micromanager: a humorous video on how a boss can literally strangle his employees with his micromanaging.

(The video above by Picnicface is a humorous take on how a boss can literally strangle an employee with his micromanaging tendencies.)

Let’s face it: Almost all of us have had to work with a micromanaging boss at one time or another in our careers. (If you haven’t, it’s either your diploma’s still brand new or you’re one extremely lucky person.) Usually working with one involves a lot of reports of what you’ve been doing, what you’re currently doing, and what you plan to do. They’re big fans of the saying, “If I want something done right, I’ll do it myself.” Or if they have to delegate, they’ll at least be there every step of the way.

We’ve all found ourselves commiserating with our friends over drinks or with our spouses when we get home. “I feel like he’s strangling me,” you complain. “I can’t even go to the restroom without having to clear it with him first.” And so on. But fast forward and one day as you’re handling your own team, you step back and realize that you’re doing the exact same thing.

Yes, there are times when micromanaging has saved the day — there’s that project that went off without a hitch because the boss scrutinized every single detail your team worked on and found a small flaw that had the potential to cost the company millions. But like Christina Bielaszka-DuVernay said in her Harvard Business Review article Micromanaging at Your Peril, if a leader doesn’t learn to work with his team(s) in their best capabilities it leads to one major, costly issue: Disengagement. A disengaged employee is basically like having an infectious disease in the room — the apathy he feels affects not only his work (or lack of it) but also the work of his colleagues’. Others begin to feel the same apathy he does as they interpret their manager’s micromanaging as an implication of low trust and lack of faith in their team’s abilities.

DuVernay expounds on the cost:

“According to the book 12: The Elements of Great Managing (Gallup Press, 2006), absenteeism caused by disengagement costs a typical 10,000-person company $600,000 a year in salary for days where no work was performed, and that “disengagement-driven turnover costs most sizable businesses millions every year.” By contrast, engaged employees are more likely to show up to work, to stay with a firm longer, and to be more productive while they’re on the job. Gallup research cited in the book finds that highly engaged teams average 18% higher productivity and 12% greater profitability than the least engaged teams.”

Find out how leaders can unleash the potential in their employees and turn their strengths into your organization’s strengths in this Harvard Business Review article, Micromanaging at Your Peril.

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