Stephen M.R. Covey

Stephen M.R. Covey

  • Global authority on trust, leadership and culture.
  • Former CEO
  • New York Times bestselling author
  • Co-founder of FranklinCovey
  • A Top Thought Leaders in Trust Lifetime Achievement Honoree

Travels from Salt Lake City, Utah


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Stephen M. R. Covey is co-founder of CoveyLink and of the FranklinCovey Global Speed of Trust Practice. A sought-after and compelling keynote speaker and advisor on trust, leadership, ethics, and high performance, he speaks to audiences around the world. He is the New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust, and coauthor of the #1 Amazon bestseller Smart Trust. He advocates that nothing is as fast as the speed of trust and that the ability to establish, grow, extend, and restore trust with all stakeholders is the critical leadership competency of the new global economy. Stephen passionately delivers that message and is skilled in enabling leaders and organizations to experience the dividends of high trust. Audiences and organizations alike resonate with his insightful, relevant approach to real-time issues that affect their immediate and long-term performance.

He is the former CEO of Covey Leadership Center, which, under his stewardship, became the largest leadership development company in the world. Stephen, with Greg Link, led the strategy that propelled his father’s book, Dr. Stephen R. Covey’s The 7 Habits of Highly Effective People, to become one of the two most influential business books of the 20th Century, according to CEO Magazine. A Harvard MBA, he joined Covey Leadership Center as a Client Developer and later became National Sales Manager and then President and CEO. Under Stephen’s direction, the company grew rapidly and profitably, achieving Inc. 500 status. As President and CEO, he nearly doubled revenues to over $110 million while increasing profits by 12 times. During that period, both customer and employee trust reached new highs and the company expanded throughout the world into over 40 countries, which greatly increased the value of the brand and company. The company was valued at only $2.4 million when Stephen was named CEO, and, within three years, he grew shareholder value to $160 million in a merger he orchestrated with then Franklin Quest to form FranklinCovey.

Over the years, Stephen has gained considerable respect and influence with executives and leaders of Fortune 500 companies as well as with mid- and small-sized private sector and public sector organizations he’s consulted. Clients recognize his unique perspective on real-world organizational issues based on his practical experience as a former CEO.

Stephen currently serves on the board/advisory board of several entities and is a Top Thought Leaders in Trust Lifetime Achievement Honoree from Trust Across America-Trust Around the World. Stephen resides with his wife and children in the shadows of the Rocky Mountains.

KEYNOTE

Leading at the Speed of Trust®

THE CHALLENGE
Today’s teams demand a new kind of leadership style: Trust & Inspire

Trust isn’t a quality you either have or you don’t; it’s a learnable skill. Teams and organizations that operate with high trust significantly outperform those who don’t. Teams and organizations led by a high-trust leader are more energized and engaged. They innovate and collaborate more effectively, operate faster, and achieve sustainable results.

“Leading at the SPEED of TRUST” practices significantly lower costs and increase speed, profits, and influence. In this fast-passed and engaging presentation, Stephen M. R. Covey dramatically demonstrates the leadership benefits of TRUST from the informed perspective of a CEO and teaches how to establish and grow a high-trust, high-performance organization.

Stephen M. R. Covey predicts that:

“The ability to establish, grow, extend, and restore trust with all stakeholders–customers, suppliers, investors, and employees–is the critical leadership competency required in the new, global economy.”

  • TRUST, more important than VISION, you ask? Yes! No matter how grand a vision, the high cost of low trust can stop you from reaching it profitably.
  • TRUST, more important than STRATEGY? Yes! While high trust can‘t make a poor strategy succeed, the high cost of low trust can derail an otherwise great strategy.
  • TRUST, more important than SYSTEMS and STRUCTURE? Yes! No degree of re-engineering and quality control can overcome the sabotage and tax of a low trust culture.
  • TRUST, more important than SKILLS? Yes! No matter how skilled a group, the high cost of low trust can disrupt their potential success. Nothing repels talent like a high control, low trust workplace
  • We call it the “SPEED of TRUST™.” Leading at the SPEED of TRUST is both more financially rewarding AND just plain more fun and energizing. (And not just because of the money!)

“Extending trust is the ultimate act of leadership, the defining skill that transforms a manager into a leader.” —STEPHEN M. R. COVEY

 

BUSINESS AT THE SPEED OF TRUST

 In this thought-provoking presentation, Stephen M. R. Covey challenges conventional wisdom about business. From his informed perspective as a highly successful CEO, he demonstrates how there are two important measures in business—SPEED and COST. The level of TRUST in an organization significantly effects this measurement. He will show how to increase your speed and lower your costs. How to turn a Trust Tax™ into a Trust Dividend™ and transform the way you do business on all levels.

Learn how great companies create cultures of high trust that produce extraordinary organizational dividends, enabling their firms to operate (unlike their competitors) at a different-in-kind “speed” in business. What do Wal-Mart, Berkshire Hathaway, and other great companies know about capitalizing on the matchless speed of high trust? How do companies convert the high Trust Taxes™ of low trust into the abundant Trust Dividends™? What can any influencer do, within any organizational setting, to likewise engage at this level of speed, benefits, and results?

Stephen teaches your organization to measure TRUST and understand that establishing, growing, extending, and restoring TRUST are the leadership competencies required in the new global economy. This will increase your business acumen and allow for better, faster, and more profitable decisions at all levels.

 THE 13 BEHAVIORS OF A HIGH TRUST LEADER

 What separates the great leaders from the good ones? What makes a manager a manager of choice by his reports, peers, and boss? While there are many elements to these questions, there is one common thread throughout—that of being a leader who can be trusted.

Stephen M. R. Covey, informed by his experience as the successful CEO of a $100 million-dollar company, identifies the 13 critical behaviors of a High Trust Leader in this engaging presentation. In his vintage, no nonsense style, he candidly and enthusiastically teaches these behaviors to participants.

These career critical behaviors insure success in this difficult new economy. Leaders that manifest these traits have a marked advantage over their competitors. High trust leaders attract and retain hard-to-find talent that amplifies their effectiveness and competitive advantage.

Organizations and teams that expect high performance must master these skills and make high trust leadership an explicit competency for hiring and promotional selections. Those that do will experience the dividends of Leading at the SPEED of TRUST™.

Additional Programs:

Teambuilding at the Speed of Trust

Beyond Compliance: An Inside Out Approach to High Trust Leadership

Quotes from The Speed of Trust:

“We judge ourselves by our intentions and others by their behavior.”

“Trust is equal parts character and competence… You can look at any leadership failure, and it’s always a failure of one or the other.”

 “Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won’t necessarily rescue a poor strategy, low trust will almost always derail a good one.”

 “In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret you.”

 “The ability to establish, grow, extend, and restore trust with all stakeholders—customers, business partners, investors, and coworkers—is the key leadership competency of the new global economy.”