Guides and Tools
The 7 Habits are based on universal truths and enduring principles. They’re grounded in decades of research and development—and based on the best-selling business book of all time. In fact, it’s been the top leadership training framework for over 35 years. The 7 Habits have changed hundreds of millions of people’s lives—and their organisations.
Essential human skills like emotional intelligence, proactive problem-solving, building high-trust relationships, and self-leadership don’t come easily to everyone on a given team. Yet they’re critical to achieving an organisation’s most important goals. You need one comprehensive program to help everyone gain and improve these essential abilities.
Organisations looking to close their leadership gap must address a practical obstacle that often goes unacknowledged: Most leadership development efforts are misaligned with how leaders actually spend their time. For instance, in a study reported by Harvard Business Review, 96% of the leaders surveyed said they lacked the time for strategic thinking. Before building new skills, companies must first remove structural barriers that prevent leaders from applying the skills they already have.
The FranklinCovey Institute has created a guidebook to help talent and business leaders meet this challenge. It draws on more than 40 years of global experience, interviews with senior talent leaders, executives, and industry experts, a global survey of over 500 talent leaders, and case studies grounded in academic research.
The guide sets out a clear framework to help organisations mobilise talent, execute strategy, and deliver consistent performance — building the leadership capability needed to thrive through change.
Artificial intelligence is transforming how organisations operate, but many leaders are unprepared for its real impact. The Human + AI Partnership: How to Empower Your People to Create a Future-Ready Workforce explores how leaders can bridge the gap between technological optimism and organisational readiness. Based on FranklinCovey research, it uncovers common leadership traps—like overconfidence, inaction, or focusing too narrowly on efficiency—and replaces them with actionable practices for leading with empathy, clarity, and accountability.
Burnout, while a perennial risk in a competitive marketplace, doesn’t have to be the norm. Leaders who manage their own energy and build a “big tent” culture—one that reflects the company’s values while also showing thoughtful care for their teams—can still perform at the highest levels. They may not eliminate burnout entirely, but they can reduce its frequency, shorten its duration, and create the kind of environment where people can recover and thrive.
In a world defined by relentless disruption, how well people trust one another, make decisions, collaborate, and execute under pressure determines whether performance stalls or accelerates. We adapt more quickly and innovate more effectively when we place people at the centre of our most meaningful endeavors. And for leaders like you, the need to act on these insights is no longer optional. In periods of profound change, leadership decisions determine whether organisations merely endure disruption—or emerge stronger because of it. This is the Human Imperative—the human side of strategy.
For organisations to accomplish major goals—for example, selling more products, helping more clients, or lowering costs—all team members must collaborate and complete their work at the highest level. Whether an organisation is successful in accomplishing its goals or having challenges, there will still be points of friction along the way.
Creating a diverse and inclusive workplace is more important than ever. Besides the obvious reason that it’s the right thing to do, studies show organisations that prioritise DEI are 25%-36% more profitable and enjoy better employee engagement and retention.
However, there is so much more to fostering inclusive environments than simply rolling out formal programmes to your employees. Our newest guide outlines practical steps leaders can take to lead more inclusively and create a high-trust environment where everyone feels safe to contribute their best ideas and efforts.
Your organisation has pockets of great performers and extraordinary teams. And then there’s everyone else. The challenge is to move the middle 60% of your average performers toward the higher performance level of the top 20%.
By applying some basic truths about human motivation, you can turn average employees into high performers and typical teams into powerhouses. Moving your middle has dramatic results on your organisation’s overall performance.
Download our guide, Impact Your Organisation’s Results: Turn Average Employees Into High Performers, and learn how you can make this shift in your organisation.
The 80/20 Activity Analyser is your tool for defining the activities that will have the most impact on achieving your Wildly Important Goal®. A Wildly Important Goal (WIG®) is something that must be done, or nothing else you achieve really matters. It starts with narrowing your focus on what must be done.
You did all the right things to achieve great results—and then the landscape shifted. When your industry changes, your strategy needs to change too. The question is, how do leaders make the right adjustments without losing momentum or focus? The answer is agility.
In this guide, we’ll explore four steps you can take to help your teams respond to change with agility to ensure they continue to achieve consistent results.
There comes a moment in every leader’s journey when performance begins to slip—and there are no easy answers.
Whether caused by an internal breakdown, a market shift, or an unexpected crisis, declining performance places enormous pressure on senior leaders. The decisions made in these moments can define the future of your organisation.
This guide has been developed to support leaders navigating these pivotal periods. Drawing on deep experience with executive teams and turnaround situations, it outlines practical insights and proven approaches to stabilise performance—and restore confidence.
