Two Things I Learned From Steven Covey – via Ty Kilsel, Forbes RIP Mr Stephen Covey

I didn’t know Dr. Covey. I met him once—several years ago at the wedding reception of a mutual acquaintance. I can’t remember if Dr. Covey was hosting the event at his home or if he was simply a neighbor, but I was introduced to him; and we probably shared a dozen or so words. However that wasn’t my first introduction.

I became acquainted with Steven Covey reading one of his early books, Spiritual Roots of Human Relations. Needless to say, a much younger version of the Steven Covey most people are familiar with. Since that time, like many, I’ve read one or two of his more recognized 7 Habits books. However, it was this first book that formed my opinions of him.

I must admit I hadn’t picked up that book in a while, until I pulled it off my bookshelf Tuesday morning upon hearing of his passing. Although it’s not a business book, his views regarding the root of what plagues business and politics still resonate with me:

The Most Enduring Lesson Stephen Covey Taught Me

Drew Hansen Forbes Staff

What Stephen Covey Taught Me – Great Business Mentors are Key

Alan Hall Contributor

Stephen Covey: 10 Quotes That Can Change Your Life

Kevin Kruse Contributor

“The roots of the problems we face in the world, in our national life, and in our family and personal lives are spiritual. The symptom manifestations (leaves) of these problems are social, economic, and political. But the roots are moral and spiritual. And they lie first within each individual and then within the family.”

Regardless of the business you are in or your particular faith or philosophical opinion, the spiritual nature of how we interact with people is relevant. What’s more, the implications of amoral leadership and interpersonal relationships plague the way we do business, the way our governments function and are regularly reported in the news (as too many CEOs and political leaders slink off into the corner in disgrace).

However, I have found Dr. Covey’s insight to be most relevant in how I interact with people one on one. In fact, there are two principles he espoused that have stayed with me. I wish I could remember which book or speech they came from, but I don’t think it matters—they are two things I learned from Dr. Covey that I try to remember as I have been tasked to lead people and projects.

1. People are not resources like computers or office furniture: Over the years I’ve come to dislike referring to people as resources (although I have yet to come up with a more elegant alternative). I just don’t like the dispassionate nature of the term Human Resources. In business we manage process, but we lead people. Business school does a great job of teaching people how to manage, but if my experience over the last 30 or so years is any indication (and I don’t think I’m that unique), I’ve had damn few leaders. Business is personal. The way we interact with our colleagues, the way we interact with our superiors and subordinates is very personal—at least it should be. If we look at the metrics they drive as the only measure of whether or not someone is making a meaningful contribution to our organizations, we are only looking at part of the picture. Of course, performance metrics are important, but I’ve noticed that dogmatically focusing on the end result, rather than the root (as Dr. Covey might suggest), might not achieve that desired end result anyway. Business is personal and people are not resources—they are people.
2. Techniques fall flat, a genuine interest in other’s success creates successful organizations: All you need to do is peruse the local bookstore or visit Amazon.com to learn the latest and greatest business management techniques. I spend a lot of time reading them myself—however, if they merely become techniques to manipulate (or manage) people, your colleagues will see right through you. Because business is personal, a genuine interest in the people you work with and a desire to help those you lead achieve success is what really drives business performance. What’s more honesty and integrity are not techniques—they should be the way we are, the way we do business and the way we interact with people. This type of atmosphere is created from the top. A “Do what I say and not what I do” approach to how you manage your business does not work. However, there is hope for those of us less inclined to interact genuinely with people. Jean Kerr said, “Man is the only animal that learns by being hypocritical. He pretends to be polite and then, eventually, he becomes polite.” I think this is true of developing a genuine interest in our relationships with colleagues as well (for those of you who feel you might be lacking).

“As with physical exercise,” writes Dr. Covey, “those of us who say we haven’t the time for ‘spiritual aerobics’ are excuse making and will find ourselves, whenever the situation calls for strength beyond our reserve, incapacitated by self doubt, envy, jealousy, pride, fear, anger, bad tempers, all indicating a lack of spiritual oxygen.

Rest in peace Steven Covey