Vergence Analytics - Catalysts For Excellence - Toronto, Ontario, Canada
How is it that some leaders have a way to bring calm to crisis, chaos, and conflict, weeding out fact from fiction, and somehow setting the path straight for others to follow? The answer is quite simple, they have the tools and ability to make effective decisions efficiently.
I recognize that very few, if any, problems can truly be solved by searching for answers in a book. ”The Decision Book” by Mikael Krogerus and Roman Tschappeler presents 50 models for strategic thinking where the objective is not to necessarily find the answers but to understand various models or methods that can be used to help discover them.
The models presented may be used to simplify problems or opportunities enabling you to make the best decisions possible. Deciding which model to use is simply a matter of reviewing the matrix presented on the inside covers of the book itself. The scope of application of each model is specifically targeted to one of four “How To” categories:
- How to improve yourself
- How to understand yourself better
- How to understand others better
- How to improve others
Concisely written, the models are presented in a manner that makes them immediately practical. Each model is typically presented with a single written page followed by an illustration to demonstrate how the model may be applied.
At 173 pages, “The Decision Book” is a quick read from cover to cover, however, it also makes for a perfect handbook as each model is unique unto itself. Where correlations between models exist, they are also indicated in the text.
The Decision Book is not all inclusive though it does present many of the best known models for strategic thinking and is certainly one to add to your library. Just remember that making a decision is only the first step. Execution is the key to making it a reality.
Until Next Time – STAY leanFollow @Versalytics
Trust lies on the threshold of transparency. As leaders we are cognizant of the perceptions created by our words and actions beginning with the very vision that inspires them. We continually aspire to earn the trust and respect of those who choose to pursue the vision with us. We also recognize that we may quickly undermine those efforts and lose the support of our team when our intentions are not aligned in kind.
Organizations struggling to embrace and integrate change into the fabric of their culture may also find themselves lacking transparency, integrity, and ultimately trust. The world is not as it is but how it is perceived and the same is true for leadership. It is now common place in many companies to use 360 degree reviews as part of the performance appraisal process to better understand how we are perceived by our leaders, our peers, and those reporting to us.
In a parallel context, we as customers rely on the integrity of the companies that serve our needs in the form of products and services they provide. We expect, with a certain naiveté, that the company’s best intentions are to ensure that we are satisfied with our purchases. We want to trust that our needs, not those of the company, are first and foremost when we part with our hard-earned cash to pay for the solutions they have to offer.
Oh! what a tangled web we weave
When first we practice to deceive!
- Walter Scott, Marmion (1808), Canto VI. Stanza 17
Perhaps I’m being a bit petty but I have a pet peeve when it comes to the marketing strategy for some apps in the App Store. It’s the typical and annoying marketing strategy replete with hook, line, and sinker to push sales and up-sell consumers. Here’s just one recent example and the thinking that follows:
Hook: Editor’s Choice, 2012 App of the Year, (Productivity). A product doesn’t just become an editor’s choice. Clearly, there must be some value in the app to be considered for such an honour considering the incredible number of apps in the App Store. One would also expect that the “editor’s choice” would be echoed by the community of people who have used the app as well.
Line: It’s FREE. What could be better than a free app? Especially the very one that happens to be the “Editor’s Choice” and the “2012 App of the Year.”
Sinker: Of course, we quickly learn that nothing in life is free. This is especially true in this case where the app’s “Essentials” will cost you $6.99. Yes, they can be purchased at our discretion, however, they almost become immediately necessary for the app to be truly useful.
I am sensitive to the fact that many people will question whether something is really free and have often considered charging a nominal fee for the free OEE templates that we offer from our downloads page and the sidebar “box” widget. Copies of our offering are downloaded every day, around the world, free of charge – no strings attached and no obligations. Many have asked me why and I simply relate to them the story of the difficulties we endured when we tried to take OEE (Overall Equipment Effectiveness) to the next level. While our solution is simple, our intentions are to impart the knowledge we gained to allow others to educate and make informed decisions for themselves.
I didn’t mention the specific name of the app referenced above or the name of its developer but, if you’re a frequent visitor to Apple’s App Store, you’ll be able to figure it out fairly quickly. Does the app function as advertised? The short answer is yes but, in my opinion the free version hardly qualifies for the endorsement it received. Evernote and DropBox seem to bring more to the table, especially where cross-platform functionality is becoming a more predominant feature of today’s core apps.
Some of the reviews state that the price of the upgrades are a concern and the cash value of the app is of greater benefit for the developer than the product is for the user. Fortunately, the price and necessity for these apps is discovered in a relatively short period of time. There is likely to be a tipping point where the time vested in a project would increase the need or desire to purchase the upgrades. Of course, not everyone takes the time to submit a review and I’m quite certain that enough negative reviews will prompt an upgrade to wipe the slate clean.
Tell It Like It Is
As I’ve mentioned before, I’m not opposed to companies making money, however, I don’t have much time for those with a “hidden” agenda. If the benefits outweigh the price, then clearly state the cost structure of your product or service. The process of discovering otherwise is somewhat underhanded and perceived as deceitful.
The bottom line: People who discover and realize they are being taken for a ride to the greater benefit of the owners and the leadership are less likely to buckle up and join you on the journey.
Until Next Time – STAY leanFollow @Versalytics
One of the roles of leadership is to instill and foster a culture that embraces change and empowers the team to improve. This call for change is also echoed in the Plan-Do-Check-Act or PDCA cycle that serves as a typical model for driving continuous improvement in many organizations. In this regard, Apple has clearly demonstrated their commitment to develop and improve their existing products.
As I’ve written many times before, “There’s always a better way and more than one solution.” From the outside looking in, Apple appears to embrace this thinking too, as evidenced by the unveiling of the new and much rumoured iPad Mini as well as announcing a number of significant upgrades to their existing product lines.
However, as the late great management guru Peter Drucker stated, “There is no business without a customer”. When we consider the numerous and diverse range of brand advocates a business may have, we also realize and understand that customers are very much a natural extension of the business itself. In this context, I contend that Apple’s best kept secrets may just be their own worst enemy.
Timing is Everything
From a leadership perspective, transparency, respect, accountability, integrity, and trust are just a few of the defining traits of a lean organization. The vision must be clear and understood to ensure that decisions, goals, objectives, and actions are aligned accordingly. Unfortunately, as customers, we can only rely on “leaks” and “rumours” to learn of Apple’s hidden agenda and attempt to plan our purchases accordingly.
While Apple may be lean at its core, I can only wonder how much waste is generated at the consumer level. Each new product introduction is met with a host of people ready to replace their existing devices with the latest and greatest technology Apple has to offer. It begs the question, “How many people can actually afford to keep pace with the current rate of change?”
In this regard, continuing to release new products at an ever-increasing frequency is quickly becoming a deterrent for people to “buy now.” The decision to purchase is offset by the potentially greater benefit of waiting just a little while longer. I contend that this is where Apple’s strategy may soon fall short. I’m not endorsing Samsung here, however, this Samsung Galaxy S3 ad has captured the point we’re making here:
Effective leadership understands that the timing for change is as critical as the change itself. If change occurs too frequently, people will abandon their efforts to embrace any of them knowing that another is already in the making.
Chasing the Dream
As a public company, Apple is subject to tremendous market pressures to maintain its record-setting trend of higher returns for shareholders and also serves to fuel a shorter cycle of new product introductions and upgrades. This rapid injection of perceived “new” technology is equally offset by higher rates of planned obsolescence.
While some of the changes announced were much-anticipated, especially the iPad Mini, the 4th generation iPad was a complete surprise – at least it was to me. Was the release date of the 4th Generation iPad so obscure that a 3rd generation product release was required only seven short months ago?
I have become increasingly concerned over the frequency that change occurs, especially when they directly affect my pocketbook. Frequent changes leave consumers little time to absorb them and their significance is rapidly diminished by the next generation of products that follow. From a lean perspective, the PDCA cycle encourages incremental improvements to – or within – an existing process or system and this is the consistent, fundamental flaw in Apple’s product development cycle:
Existing devices cannot be upgraded.
The majority of recent changes introduced by Apple are hardware related including the release of iOS6 as a necessity to support the new offerings. The new A6X chip, an integral part of the new iPhone 5 and the recently announced 4th generation iPad, offers twice the speed and twice the graphics performance over its predecessor, the A5X chip. Hardware changes of this nature are rarely an after thought and keeps me wondering why Apple was so compelled to release the 3rd generation iPad only a few short months ago.
Loyalty, Trust, and Making Amends
Many consumers are advocates of the Apple brand and their loyalty implies that a certain element or level of trust exists. With this in mind, the changes introduced by Apple carry an even greater significance as this trust is tested with each step that Apple takes. The decision to purchase an Apple device is as significant as the price tag it carries – they are expensive. Apple clearly understands this and created the new iPad Mini to bridge the price gap in kind, although it too carries a hefty price tag.
For Apple, change may be the norm but, for consumers it’s not always that simple. Apple clearly recognizes that consumers want the latest and greatest product offering available. The questions to be answered here are two-fold:
- How much are consumers willing to pay for a new device? and,
- How OFTEN (or how soon after) are they willing to purchase its successor?
In light of these recent announcements, a third and perhaps even more important question begs to be asked, “What is the relevant lifespan of my new device after purchase? The 3rd generation iPad’s core chip technology became obsolete in as little as 7 months from the date it was introduced and the relative value is sure to decrease even more rapidly with each generation that follows.
As mentioned earlier, the A6X chip was an integral part of the iPhone 5 and it is highly likely that integrating it into the 4th generation iPad was a known “next step”, long before the 3rd generation iPad was even released. I would suggest that the new iPad Mini, also built on the A5X platform, will also be short-lived as an A6X upgrade or even a retina display can’t be too far behind.
A company as large as Apple must have a product development plan and I challenge the ethics of a company that would knowingly lead consumers to purchase a “new” device that will become obsolete before they even take it out of the box. To make amends with recent buyers of the 3rd generation iPad, it has been suggested that Apple plans to offer free upgrades if their product was purchased within a certain time frame prior to the announcement of the 4th generation iPad.
I’m not opposed to any company that can make a profit, especially in today’s economy. However, Apple’s profits are borne by consumers who remain hopeful that Apple may actually provide a product that can deliver real value. It is peculiar and concerning that consumers are almost too anxious and willing to abandon their current devices for the “next best thing” as though their existing devices fell short of meeting expectations.
Now Serving … Shareholders
I am convinced that Apple’s primary interest is shareholder satisfaction at the expense of consumers by convincingly giving cause for consumers to part with their hard-earned dollars in pursuit of the “Next Big Thing.” In summary, the secret to Apple’s fortunes lies in ever shorter product cycles and even more frequent changes that give rise to increased product turnover, increased revenues, significantly higher profits, and ultimately higher returns for shareholders.
As we pursue our own lean efforts, we must be cognizant of the perception created when the need for change is driven by an agenda that is contrary to the vision of the company, namely, that of the shareholders themselves. You may recall the “noise” surrounding the valuation of Facebook’s IPO and shareholder concern over the process of creating and generating revenue. Even more profound (and to be applauded) was Mark Zuckerberg’s statement that Facebook intended to make money through the IPO to make Facebook even better – it was never Mark’s intention to make shareholders rich at the expense of FaceBook users.
I am always more than a little concerned when the influence of the stock market is greater than the vision that brought the company there in the first place. RIM serves as an excellent example of a company that has managed a fine line with shareholders to make leadership changes while still pursuing the release of the much-anticipated next generation BlackBerry 10 Operating System. While the changes announced by RIM were very well received, failing to provide a release date caused stocks to decline even further. Despite their announcements of cuts to the workforce, they have remained committed to pursue the next generation hardware and software. Time will tell how the market responds now that RIM has announced a January 30, 2013, product launch.
The Next Step
With many thanks to Steve Jobs, Apple certainly deserves credit for shaping how we use computers today and Apple’s ability to create consumer frenzy for “What’s Next” is to be admired. Though Apple cites rapidly changing technology as the reason for its frequent product changes, I would challenge this statement as evidenced by the seemingly lower rates of change from Apple’s competitors.
On the whole, I find Apple’s products to be of high quality – though not without flaws – and extremely overpriced. The new iPad Mini and protective cover retail at $330.00 and $45.00 respectively and serve as just one example where the price far exceeds that of it’s nearest competitor. To make matters worse, a power adapter that should cost only a few dollars to manufacture retails at almost $30.00. Apple’s sales are staggering, however, their margins on sales are even more so.
I fully appreciate the craftsmanship of the Apple product line. The machines at all levels are exceptionally crafted and the user interface – at least on “touch” devices – is to be commended. However, from a software perspective, I have yet to see a serious professional suite that rivals that of Microsoft Office (Home or Professional). The release of iOS6 did nothing to improve my experience with Apple’s existing hardware or software.
The number of available “apps” is literally overwhelming and continues to grow at a daunting rate. Although many are either free or relatively inexpensive, finding an app that meets your needs can be a real challenge. I find many apps are overrated, lacking depth beyond the simple and individual functionality they provide. As a result, I tend to gravitate toward those apps (Evernote, Dropbox) where the scope also extends to competitor products as opposed to Apple specifically. As the major players continue to define and refine available hardware platforms, the App market may still be too fresh to establish the real dominant players in certain core segments.
Rather than waiting for a truly significant product upgrade, Apple has been too fast with too many incremental product changes that may leave some consumers suffering buyer’s remorse, feeling alienated, or worse – betrayed. Although RIM may be too long in the making of its BlackBerry 10 Operating System, Microsoft’s major Operating System releases are typically far and few between too. Certainly Windows 8 has taken the market by storm with full touch screen integration for desk top, lap top, and ultrabook computers.
Perhaps the questions to be discerned are, “How soon is too soon?” and “How long is too long?” If it hasn’t been determined yet, there must be a “Goldilocks” cycle that’s just right: worth the wait and worth the money.
I contend that Apple has succumbed to a greater concern for shareholders to sustain market share at the expense of customer trust and cash. To maintain their share of the market, they have taken their suppliers and competitors, namely Samsung, to court and seem compelled to pre-empt any new product announcement from their competitors with an announcement of their own – ready or not.
Apple provides a high quality premium priced product. Yet, as I look at the tools I have at my disposal (no pun intended) – a Mac Mini, iPhone 4s, and a 3rd generation iPad – I am underwhelmed by each of them. With all of the attention to detail that Apple seems to mind, I can’t help but wonder why something like the on-screen keyboard doesn’t reflect the current shift state of the keys – like my PlayBook does.
I have already heard rumours that a new iPhone 5s may be available in the first quarter of 2013. If memory serves me correctly, that should be just in time for RIM’s launch of the new BlackBerry 10 Operating System and the launch of Microsoft’s Surface Pro. Of course, despite the rumours, who knows what or when the next surprise will be. I’m sure it will be sometime soon.
Only time will tell how long Apple can continue to keep customers “Chasing the Dream.” As for me, like a number of Apple’s recently resigned Apple executives, that chase is over.
Until Next Time – STAY leanFollow @Versalytics
- Don’t Buy An iPad Mini (Yet)! (AAPL) (businessinsider.com)
- Introducing: The iPad Mini (jaxov.com)
- Amazon Says Kindle Withstood iPad Mini Assault (allthingsd.com)
- iPad mini with Retina display reportedly in the works? [Rumor] (ubergizmo.com)
- Apple Announces iPad Mini, iPad 4 (misco.co.uk)
- iPad Mini Proves Major For Apple Shares (forbes.com)
- Samsung Claims the iPad Mini Infringes Its Patents (gizmodo.com)
- Five Apple turkeys in 2012 (cio.com)
- Apple iPad mini infringed patent, claims Samsung (thehindu.com)
- iOS 7 for 2013 plus iPhone 5S, iPad & iPad mini release forecasts (phonesreview.co.uk)
It’s hard to believe that four years have passed since we started blogging here on WordPress! We would like to thank our many subscribers and visitors for your many e-mails and comments, making this a fulfilling learning experience for all of us.
This blog was originally founded on the premise that very little information was available on the topic of Overall Equipment Effectiveness (OEE) with the exception of the most basic formula and it’s application for single machine operations. We advanced the application of OEE over numerous posts to include multiple machines, parts, shifts, divisions, and even corporate level reporting. We have also maintained that the intent of OEE is to serve as a tool to drive continuous improvements in your operations.
When integrated correctly, OEE provides feedback to operations management that enables further improvements to occur. From this perspective, leadership that empowers employees to implement improvements is a pre-requisite for manufacturing operations wanting to gain the most from their OEE initiative. In this regard, leadership recognizes and embraces lean thinking and instills lean principles throughout the organization. Where lean serves as the overarching strategy, OEE is an integral key performance indicator (KPI) that enables continuous improvements to occur.
We recognized that our initial offerings would serve and be of interest to a niche audience, however, after four years it is exciting to see that we have received more than 100,000 visitors from over 150 countries. The top 10 countries driving visits to our site – to date – are:
We are thankful for the feedback we have received and for the many people who have taken the time to express their thoughts and share their gratitude either in the comments or by the many e-mails we have received from around the world. Social media have certainly played a role in expanding our scope and our reach. We look forward to continuing our journey with you.
“Our goal is to deliver the highest quality product or service in the shortest amount of time at competitive prices on time and in full.”
“There’s always a better way and more than one solution”
“What you see is how we think”
Thanks again for reading and, to our US friends, have a Happy Thanksgiving!
Until Next Time – STAY lean
If only I knew then what I know now, things would be different and, as the expression goes, “Hindsight is 20/20″. The problem? Very few leaders and teams take advantage of “hindsight” to discover the valuable lessons that can be learned from both successes and failures.
Following an event, it is important to take the time to reflect and understand what was supposed to happen, what actually happened, and what can be improved – even if the event was a success. Of course, the implication here is that a plan exists.
To facilitate this process, I highly encourage using a tool that I have come to know as “After Action Reviews” or AAR‘s. One of the primary aspects of the review is to identify what did or didn’t work as opportunities to improve.
Problem Solving to Improve
The word “improve” implies that we are attempting to achieve something already envisioned to be better. When reviewing things gone right and things gone wrong”, it is best to phrase statements that are aligned accordingly. Even if someone did something in error, their intentions may have been in focus and aligned with the overall goal.
For example, if someone says something out of turn or makes a commitment beyond the scope of their immediate authority during a meeting with a customer or other colleagues, the after action review may suggest a better communication strategy: who is leading the meeting and who has the authority for making commitments.
The Blame Game
I recall a situation several years ago where a customer was having problems installing a part. After meeting with the customer we returned to the plant to investigate further – to find out how and why the part was not only shipped but produced in the first place.
My engineer returned with his findings that began with, “The operator didn’t check the parts properly.” I asked him to dig deeper to determine the real root cause and suggested using the 5 Why approach for problem solving. Typically, the root cause can be systemic, or process, or both.
We met with the operator and determined that the instructions for checking the part were unclear and the checking fixture was void of any means of inspection for the area of concern. Essentially, we determined that no one could adequately assess the quality of the part unless they were “in the know”.
The operator was very concerned about his job as people in years past were dismissed for producing “bad” parts. It was my intent to demonstrate that we are first concerned with providing the tools (system or process) that, if followed, would ensure a successful outcome.
It is important to note that this approach reinforces the need for – and the requirement to follow - standard operating procedures or standardized work. The operator in this case was assured that following instructions was not cause for discipline.
Our “best practice” standard operating procedure required everyone to phrase problems, mistakes, errors, or concerns in such a way that we simply state the undesirable condition or behavior.
I never accepted a corrective action where the problem statement, root cause, or investigation included the term: “Operator Error”. This does not mean that people can’t be held accountable for “things gone wrong.” However, it is more important to understand the aspects leading up to the failure, to dig deeper, and to find out why to avoid repeating mistakes by making improvements.
People Are The Solution
When people fear repercussions, their ability to participate in real problem solving is significantly hindered. Taking people out of the problem statement will keep them in the problem solving process to find an effective solution. It is important to note that people are accountable for their actions, however, our intentions are to identify and present improvements objectively.
As leaders, we are continually challenged to surround ourselves with the best. This includes efforts to improve our hiring and orientation process to ensure every candidate we bring into the organization has the aptitude and skills we require. Furthermore, we are challenged to provide our teams with the proper tools and training that ensure their greatest chance of success.
Opportunities and solutions are as unique as the talents, skills, and abilities that our team members bring to the table. This is one of the reasons we believe there is always a better way and more than one solution. We encourage the use of After Action Reviews (AAR’s) to seize every opportunity to be the best that we can be for our customers, our stakeholders, and for ourselves.
Until Next Time – STAY lean!Follow @Versalytics
What? Another long weekend?
That’s right! The first Monday of August is a civic holiday here in Ontario, Canada. However, if you ask people what we’re supposed to be celebrating you may be surprised by the vast array of answers – including “I don’t know.”
Some of the confusion begins with its declaration – the provincial government has not defined this day as a statutory holiday although it is given to all federal and municipal government employees, In other words, this holiday is “optional”.
Having one long weekend per month has now turned into one of expectation. We only need to scramble for a cause to justify its existence as this excerpt from Wikipedia clearly demonstrates:
In Ontario, the day may be known as Simcoe Day in honour of the first Lieutenant-Governor of Upper Canada and the promulgator of the Act Against Slavery; the Scotiabank Caribbean Cultural Festival, formerly known as Caribana, is held this holiday weekend in Toronto, coinciding with Emancipation Day. Civic Holiday may also be known by one of a number of local appellations such as Mountie Day in North York, Colonel By Day in Ottawa, George Hamilton Day in Hamilton, Joseph Brant Day in Burlington, Founders’ Day in Brantford, McLaughlin Day in Oshawa, Alexander Mackenzie Day in Sarnia, James Cockburn Day in Cobourg, Peter Robinson Day in Peterborough, and John GaltDay in Guelph, as well as numerous other names in smaller municipalities.
Another example with a more specific cause is Family Day – first introduced as an election promise and subsequently established in 2007 by our provincial government to cure the long weekend void of February. Once again, Wikipedia provides a more thorough review:
During the Ontario provincial election in 2007, Dalton McGuinty of the Liberal Party promised that if re-elected premier he would establish a provincial holiday in February. On 12 October 2007, the provincial government established Family Day, with the first being observed on 18 February 2008. Its creation raised Ontario’s number of public holidays to nine per year. However, this holiday does not necessarily add to the number of holidays Ontarians receive, as employers can substitute any non-statutory holidays that employees may already be receiving in lieu of this day. Many employers have substituted the popular Civic Holiday, which falls on the first Monday in August. Although the Civic Holiday is enjoyed by millions every year, it is not public (statutory), and workers may have to choose one holiday or the other, based on their contract, union negotiations, service requirements, etc.
There has been much debate as to whether Family day was introduced as a means for our Premier to gain re-election or a necessary measure to assure the continued well being of Ontario families across the province.
The relationship to leadership and lean
On the breach of trust
Not all leaders are elected and we seldom have an opportunity to express our real opinions of them. As for government however, our levels of satisfaction can be measured in votes. Our intentions may be challenged and as leaders we must be transparent, accountable, and serve with integrity. Was injecting the “Family Day” holiday into a platform of many “to be broken promises” an expression of real concern for families in our province or simply a means of swaying votes? The manner for delivering on such a promise seems unprecedented as are many promises made during election campaigns.
As for business, the effects of leadership are more immediate and direct. For public companies, share prices rise and fall with the mere utterance of good or bad news and is evidenced by the ever-present volatility of the stock markets. Local economies are increasingly affected by global events as never experienced before.
Leading on Purpose
Our civic holiday is indicative of the confusion that continues to resonate throughout an organization long after a program or measure has been introduced without a specific purpose. As I review the many names that define this civic holiday and the excitement that accompanies each of them, I am reminded of how many organizations perceive a common sense of purpose among the ranks, only to learn that reasons for all those smiling faces are as diverse as the number of employees working there.
As leaders, we are challenged to foster a culture where the efforts of our teams are focused toward a greater common vision that is clearly defined, understood, and embraced by all. If there is at least one common thread for the civic holiday, it is to honor local heroes and people in our communities who played a much larger role in shaping our communities, our country, and our world for the betterment of humanity.
The last word
We all need a break from routine and, next to vacations, a long weekend certainly tops the list. There are many people who don’t really care why they are getting an extra day off while others are very much “in the know”. Being a leader, its our business to know. Oddly, after I finished this post, someone asked, “Do you know why Monday is a holiday?” I said, “You’re not going to believe this but that’s the topic of my post today!” As leaders, we make it our business to know “why” and “what”. As for the “how”, I’ll leave that to the experts.
I wish you all a happy Civic Holiday Monday – whatever your reason may be!
Until Next Time – STAY leanFollow @Versalytics
My condolences to the family and friends of Steven R. Covey, a world renowned leadership authority and author of many highly acclaimed books including “The 7 Habits of Highly Effective People”, “Principle Centered Leadership”, “The 8th Habit”, and “The 3rd Alternative” to name a few.
We often wonder what our legacy will be and as I reflect on this sad occasion I am reminded of how much I have learned from reading Steven’s books and attending one of his many motivational seminars. A theme that resonated with me is that leaders are not born or made, they are the result of self-development.
In other words, the desire for leadership and success is within us. It is this desire that causes us to want to learn more, read more, teach more, and do more. Steven was certainly all of that. Although Steven’s time on earth has passed, I thank him for sharing his wisdom that further enables each of us to pursue our passions and dreams that lie within.
May his legacy live on – rest in peace Steven.
Earlier today, I received this e-mail from Bob Whitman, Chairman and CEO, FranklinCovey:
Dear Friends of Stephen,
We lost our good friend and teacher, Stephen, on July 16, 2012 due to complications from a bicycle accident injury he sustained in April. We know you will join us in expressing our love, gratitude and admiration for his profound influence in our lives. Without a doubt, His legacy will live on, and he will continue to inspire us and generations to come.
The Stephen Covey Community will remain active, and we invite you to continue gathering here to learn, share insights and support others in their journey to lead principle-centered lives.
For more details about Stephen’s passing, please click here.
Chairman and CEO, FranklinCovey
Until Next Time – STAY leanFollow @Versalytics