Successfully leading a team takes a unique and different set of skills than those of an individual
contributor. It’s hard to be a good boss! Many leaders and managers have been promoted due
to their individual competence, but struggle when it comes to leading and managing people.
When managers fail, it is usually because they were unable to achieve important results. That
failure typically stems from two causes:
1. They manage others before managing themselves.
2. They manage people instead of letting them manage themselves against shared
expectations.
EASHING POTENTIA
L |
UNL
Ha
bi
t7
INTERDEPENDENCE
Habit 6
SYNERGIZE
Habit 4
THINK WIN-WIN
INDEPENDENCE
Habit 3
PUT FIRST THINGS FIRST
Habit 1
BE PROACTIVE
Whether leaders have been in their
roles for some time, are brand
new, or are emerging leaders,
this program will enable them to
effectively lead and manage their
teams.
LEADING
OTHERS
AW
ES
TH
Habit 5
SEEK FIRST TO
UNDERSTAND, THEN TO
BE UNDERSTOOD
S
EN
RP
HA
The 7 Habits for Managers® equips
team leaders to address these basic
issues and improve how they achieve
sustainable results through and
with others. This solution distinctly
focuses on who a manager IS, not
just what they DO. Its uniqueness is
the lens of the 7 Habits framework—
and the way it applies new mindsets,
skills, and tools towards becoming
a great leader who can consistently
deliver results.
MANAGING
YOURSELF
Habit 2
BEGIN WITH THE
END IN MIND
DEPENDENCE
This solution can be delivered live in a classroom setting or in an online webinar. You can certify
to teach The 7 Habits for Managers, or we can deliver it for you.
© Franklin Covey Co. All rights reserved.
THE 7 HABITS FOR MANAGERS OBJECTIVES
The 7 Habits for Managers is built on the framework of The 7 Habits of Highly Effective People.
Each Habit has been uniquely retooled to focus on managing oneself and leading others.
HABIT
PARTICIPANTS WILL LEARN TO:
Habit 1: Be Proactive®
• Achieve extraordinary results by consistently executing their
R & I (resourcefulness and initiative) to break through barriers.
Habit 2: Begin With the
End in Mind®
• Develop an “outcome-oriented” mindset in every activity they
engage in—projects, meetings, presentations, contributions, etc.
Habit 3: Put First
Things First®
• Eliminate energy and time-wasting tendencies by focusing
and executing on the team’s Wildly Important Goals with a
weekly planning cadence.
Habit 4: Think Win-Win®
• Lead teams that are motivated to perform superbly through a
shared expectation and accountability process.
Habit 5: Seek First to Understand,
Then to Be Understood®
• Create an atmosphere of candid and helpful give-and-take by
taking the time to fully understand issues and giving candid
and accurate feedback.
Habit 6: Synergize®
• Demonstrate innovative problem solving by seeking out
differences and new and better alternatives.
Habit 7: Sharpen
the Saw®
• Tap into the highest and best contribution of everyone on a
team by unleashing the total strength, passion, capability, and
spirit of each individual.
FranklinCovey’s The 7 Habits for Managers: Essential Skills and Tools for Leading Teams solution
is an intensive, application-oriented learning experience that focuses on the fundamentals of great
leadership. This work session gives both new and experienced frontline managers the mindsets,
skills, and a set of tools that will help them meet today’s management challenges including:
•
Prioritization
•
Performance management
•
Accountability and trust
•
Conflict resolution
•
Individual and team development
•
Collaboration
•
Execution
PARTICIPANT KIT INCLUDES:
7 Habits Insights
Audio CD
0.1
2.
n
io
rs
Online Tools
ov
ey
Ve
•
C
Management
Essentials Book
ESSENTIALS
®
in
•
MANAGEMENT
kl
Audio CD
an
•
Fr
Participant Guide
©
•
Co
.A
ll r
igh
ts
VERSION 2.0
res
erv
ed.
Use
rest ric te
d t o t e rms o f t he
se
Licen
Agr
eem
en
t. L
EA
15
04
97
VERSION 2.0
For more information about FranklinCovey’s The 7 Habits for Managers, contact your client partner
or call 1-888-705-1776.
© Franklin Covey Co. All rights reserved.
LEA150555 Version 1.0.5
The 7 Habits for Managers equips team leaders to effectively lead a team of people, by first focusing on who a manager IS,
then what a manager DOES. Its uniqueness is the lens of the 7 Habits framework—and the way it applies new mindsets,
skills, and useful tools towards becoming a credible team leader who can consistently deliver results.
MINDSETS
Managing Yourself
HABIT
1
2
3
MEDIOCRE MANAGER
EFFECTIVE MANAGER
That’s the best we can do given our resources.
I look for creative ways to get it done.
I follow the agendas set by others.
I have a clear vision of what I want to accomplish as
a manager.
I can do it all—bring it on.
I organize and execute around my highest priorities.
Leading Others
HABIT
4
5
6
MEDIOCRE MANAGER
EFFECTIVE MANAGER
I manage my people and review their
performance periodically.
I don’t manage my people—we set expectations together
and they manage themselves.
I jump in and solve problems quickly.
I take time to understand the real issues and to give people
candid feedback.
I am willing to compromise.
I constantly seek for something better—it’s not your way or
my way, it’s a higher way.
Unleashing Potential
HABIT
7
MEDIOCRE MANAGER
I recruit, hire, train, manage, and appraise
human resources.
EFFECTIVE MANAGER
I unleash the total strength, passion, capability, and spirit of
my people.
© Franklin Covey Co. All rights reserved.
SKILLSETS
Managing Yourself
HABIT 5
HABIT 1
• Give honest, accurate feedback.
• See alternatives, not roadblocks.
• Focus on what you can influence.
• Expand, don’t limit your resources.
• Practice Empathic Listening.
HABIT 6
• Seek out differences.
• Synergize to arrive at new and better alternatives.
HABIT 2
• Define the unique contribution you want to make.
• Define practical outcomes—everywhere, every time.
HABIT 3
• Focus on the important, not just the urgent.
• Set a few “Wildly Important Goals.”
Unleashing Potential
HABIT 7
• Treat team members as the “whole people” they are.
• Unleash the total strength, passion, capability, and spirit
of people.
• Plan weekly, act daily.
Leading Others
HABIT 4
• Balance courage and consideration.
• Make Win-Win Performance Agreements.
© Franklin Covey Co. All rights reserved.
TOOLSETS
Hidden-Resou
rce Finder
The Hidden-Re
source Finder help
s you identify reso
had so you can ove
urces you never kne
rcome obstacles
w you
and accomplish you
r goals.
5-Minute Presentation
Planner
Wr ite your cha
llenge in the mid
dle
rect
resource categor
angle, and brainsto
ies. Reference the
rm out from the
questions on the
four
back.
Presentation
Title Increase profits on hair-care products by 40 percent.
_____________________________________________________________________________________________
Managing Yourself
HABIT 1
• Hidden-Resource Finder
HABIT 2
• 5-Minute Project Planner
• 5-Minute Meeting Planner
• 5-Minute Presentation Planner
HABIT 3
• Work Compass
Leading Others
HABIT 4
• Win-Win Performance Agreement
HABIT 5
• Feedback Facilitator
Location
Bartonville conference room
Date and Time June 15, 10 a.m.
_____________________________________________________________________________________________
High-tech com
5-Minute Meeting Planner
panies Ban
5-Minute ksProject Planner
Who is the audience and what are their needs?
State gov’t.
Utilities
How to limit
Region store managers—they need to show significantly more profitability in the hair-care product
_____________________________________________________________________________________________
________________
freig
Innovative way
s to
synchronize traffi
c light
r 10 _______
ht traffic
_______
Octobe
_______
Date
_______
Projec
_______
Rm.
_______
category
within
18 A
months.
t_______
Mtg.
Title
_____________________________________________________________________________________________
se,
_______
Squish
_______
Purcha
National
_______
Laptop _______
on_______
Big _______
High
_______
Locati
employe
_______
way _________
_______
Name and
_______
rs
_______
Projec
_______
t Leade
_______
_______
r _______
Nora Garcelle
_______Adm
________________
12 p.m.
inist_______
_____________________________________________________________________________________________
Time_______
_______
End
ration
Start
_______
______________
Date
_______
_______
March
_______
25 _______
_______
_______
____________________________
_______
9 a.m.
_______
Start Time
_______
Target
_______
Finish
_______
Date
_______
Rese
_______
1
archJune
_________
citie
Co-s
Before the Meeting
What is the overall goal of my presentation?
ponsors
To convince the audience that our plan will increase profits in the category by 40 percent within their
_____________________________________________________________________________________________
Work Compass
s
s that
have cut congestio
n
What’s the
purpo
se of this ™
ties?ile
Auto
project?
mob
top priori
time g,
frame.
_____________________________________________________________________________________________
and how does it advance our
To develop
_______
Asso
_______
a will
conveni
field-__
ciati
eeconom
_______
ent,
_______
on
increas
_______
_______
e
What is the goal of this meetin
How to promote
ical
_______
way
_______
purchas
to protect
_______
Peo
_______
_______
ple
our “on
_______This
field agents.
_______
the go”
_______
e for our
_______
line of
fruits (peache
_______
purchas_______
laptop_______
_______s, pears,
for bulk_______
ations_______
telecand
_______
plums).
__
_______
specific
omm
__
_______
_______
To define
uting
_______
Knowledge _______
What
are thegoal.
three _______
main supporting
points
I
want
to
make?
_______
_______
______________
What are the desired results of
rce _______
_______
sales-fo
with
_______
_______
in keeping
projec
tivity
_______
t? profitability.
_______
agent produc
Reformulated Hex shampoo line, 1.
a hot seller; will add 20–22 percentagethis
points
to their
1. ________________________________________________________________________________________
_______
Biodeg_______
_______
radable
container
_______
tation?
to eliminat
_______
Presen
_______
Offer long
e the
ssion?
“squish
_______
(Discu
factor”
_______
-term
goal?
for
_______
Reformulated
Hex
conditioner
will
add
12
percentage
points.
the
2.
________________________________________________________________________________________
fruits.
e
cont
_______
achiev
ract
_________________________
g to
2. _______
50 percent
_______
shelf
to longer
life for these fruits.
distr_______
What will we do in the meetin
ibuto
_______
Week
of:promotion
rs_______
CH_______
Other?) campaign
_______
New
point-of-sale
will add 6 percentage
points. _______
ALLEN
3. g?
________________________________________________________________________________________
yping?
Protot
GE ________________________________
3. _______
No more
than
__
_______
size,
15
cents
_______
_______
cost,
added
_______
_______
points:
Demonstration? Brainstormin
ion
to
End
base
_______
Discuss_______
cost
theper
_______
specs._______
met
unit.
_______
_______
laptop
ro traffi
_______
_______
decide on
c nigh_______
ping to _______
Get discount on
Prototy_______
tmare _________________________
_______
_______.What
laptop vendors
three _______
mas
_______
do I want the
audience
to
doNext
asdoes
asteps.
result
of my_______
presentation?
Demo by
s __
_______
_______
_______
ities.
How
capabil
_______
purc
_______
this_______
hase
and wireless
projec
life, _______
of cameras
t advance the organization’s most
_______
battery
_______
or speed,
_______
y, process
memor_______
IMPORTANT
GOALS
Provide Tier 1 shelf space toWILDLY
Hex and_______
Outback
lines.
_____________________________________________________________________________________________
weight,_______
_______
important priorities?
Our goal
is to make
_______
_______
it more
_______
conven
_______
ient_______
to eat fresh
_______
produc
_______
e
“on
Schedule
promotion
—advertising,
kiosks,
etc.
the
_____________________________________________________________________________________________
_______
go.”
____________________________
Bud
need?
I
get
ials do
__
________________
What equipment or mater_____________________________________________________________________________________________
Technology/
_______
Who
_______
are_______
the key
stakeholders? What are their needs?
____________________________
Tools
____________________________
_____________________________________________________________________________________________
ement WIG 1
Win-Win Performance Agre
WIG 2
Generate revenue!
_____________________________________________________________________________________________
STAKE
RS
FineHOLDE
construct
ion _
NEEDS
_______
r
cont
Directo_______
R&D_______
ractors_______
and
_______
NSIBLE
who TIME
______________
RESPO
rmany
Broadcast traffi
_______
Consum
t Manage
_______
er ______
Produc
en_______
25 y work
How
people will be in the
room?
c reports
Betwe
_______
dela
Fresh fruits without “squish
_______
TOPICS
Agree
_______ment
”
Levy extra fees
without interrupt
for driving
Product Unit
ion
Clear specifications
during peak hour
durin
g certa
for
produc
in thour
by June
s
__
1
s
_______
_______
min.
Environ
30
_______
Demonstrations from vendorsWhat equipment
and
materials
will
I
need?
mental
Affairs
Container that biodegrades
Acme_______
_____________________
_______
project
ment
_______
within
improve
_______
48
_______
-market
hours
Sell permits to
Time-to
For
_______
30inmin.
1_______
drive
Sell
Zealous
THIShigh
WEEK’S
licenses to towi
-congestionFOCUS
ng
area
s
30 min.
2
Install 500 cam
__ firms to roam highways
_______
Okawa
Screen
Handouts _______
_______
eras in
Which
_______
factor
What
are
the _______
few
key
I must
_______
is objectives
most
impor
key locations
_______
time, cost,
min. tant—positive
years
60
3______________
fiscal_______
or quality? Why?
_______
Answer
these_______
questions to prepare
to giveis effective feedback—either
or negative.
Next three
Period
Time
Sal _______
_______
Quality
most _______
_______
importa
nt
Speakers
Chart pad and
markers
_______
becaus
accomplish
this week
to
advance
my
e the WIGs?
_______
whole
_______
purpose
_______of
30 min.
Prototyping
the project
_______
_______
is _______
to improve
_______
custom
Saeed
_______
er
experie
_______
nce.
__
Who needs
this feedback (e.g., boss,
etc.)?
Whatteam,
Computer
Next Steps
is theindividual,
budget?Microphone
Kal and Sissel
_____________________________________________________________________________________________
Desired Results
rd
Refer to_______
_______
R&D fiscal
_______
year
budget
_______
T _______
, Line Item
WEIGH
Other
Projector
________________________________
_______
7. _____________________
DEADLINE
____________________________
MEASURE(S)
__
GOAL
When will I share the feedback?What resour
_________
Notes
ces do_______
______________
we need
for this project (people, equipm
_______
One-on-one,
tomorrow
in my_______
office. _______
30%
_____________________________________________________________________________________________
______________
1 year
ent, mater ials, facilities)?
__
Two
Issue
_______
_______
bench
_______
Danta
____________________________
_______
_______
scientis
Restaur
_______
_______
From 150 tests/year
_______
ts
ant
—Cut
staff
_______
_______
waiting
_______
_______
_______
do Phase 3
time
_______
_______
for_______
date _______and
table.
_______
from_______
_______
_______
_______
Increase capacity to_______
_______
_______
_______
ar._______ _______
_______to
_______
_______
_______
400 tests/ye
_______
_______
Produc
_______
_______
__
t
phase
marketi
_______
l
_______
_______
_______
_______
ng
_______
approva
_______
team
to
__
__
_______
to do alpha
What is the issue?___________________________________ _______
_______
and
tests so drugs get
beta testing
_______
____________________________
______________
_______________________
A consult
_______
ant from
_______
__
sooner.
_______
Environ
_______
____________________________
Insufficient product on hand for the May
17 celebration.
mental
_____________________________________________________________________________________________
_______
Affairs
_______
____________________________
_____________________
• _______
Cut average
_______
____________________________
wait
____________________________
from 20
_______
_______
R&D
_______
minutes
Lab
_______
2,
_______
_______
to
March
5
_______
minutes
_______
_______
__
30–Apr
__
on weekend nights.
_______
_______
il 30 _______
_____________________
______________
_______
_____________________
Table and
____________________________
_____________________
• _______
seating
area _______
must be_______
What_______
are the
facts?_____________________
_______
______________
_______
comple_______
tely clean.
____________________________
__
__
______________
______________ ______________
____________________________
______________
_______
____________________________
_______
• _______
Seated
_______
custom
____________________________
Three_______
West Coast
distributors
ran short
of product
on more
than
200_______
orders._______
Myrdal
warehouse
ers
_____________________________________________________________________________________________
must_______
______________
not feel_______
_______
rushed.
_________
_____________________
_____________________
____________________________
20%
•
_______
Within
_______
reported theyFrom
had plenty
of
inventory
two
weeks
beforehand.
They
say
product
orders
were
fulfilled
s
_____________________________________________________________________________________________
____________________________
3 countrie
tion
applica
_______
ug
_______
new-dr
_______
years
global
2
a
_______
Create
_______
• _____________________
as major
requested.to 10 countries.
all
____________________________
in_____________________________________________________________________________________________
from date
form for simultaneous use
____________________________
_____________________________________________________________________________________________
markets.
Meeting Agenda
WIG 3
Feedback Facilitator
3 -Alternative Finder
Objective
Task
Task
Task
Objective
stions
Whole-Person Que
Task
_____________________________________________________________________________________________
Prototype
1
Countertype 1
_____________________________________________________________________________________________
Put greeter at the door to take
Do away with greeter. Let people
members or menu
team
orders,
of your
which
_____________________________________________________________________________________________
would
seat
send it to each
speed up service
themselves and enter their
below into an email message3and
50%
at
the
discuss how you might
tables.
to
years
person
Copy and paste the textFrom
orders from
each
with
ment
months
. you get the12
smartphones.
responses, make an appoint
process
dateand develop in the process.
from
es. When
Shorten the label-approval
employe
What
is the to
impact
of .thishelp
issue
results?
grow
3 months
or her
himon
Task
Task
HABIT 6
• 3 -Alternative Finder
rd
great capabilities and
his or her
unleash_____________________________________________________________________________________________
Bergen
region claims they have lost an estimated NOK150,000 in business over the holiday because of
unfulfilled orders. Distributors are considering giving more shelf space to our competitors.
_____________________________________________________________________________________________
Protot
Objective
ype 2
Countertype 2
_____________________________________________________________________________________________
Keep greeter on seating duty;
let
Put one of our two cashier
_____________________________________________________________________________________________
people phone in their orders;
s on cleanDear___________,
assign
up duty. Give each server a
third cashier to take paymen
handheld
make
_____________________________________________________________________________________________
you grow and develop and ts.
credit-card reader.
help
can
I
to know more about you so
questions. I’m
g
like
I’d
r,
followin
the
togethe
to
work
_____________________________________________________________________________________________
we
respond
As
to
Please take a few minutes
tion.
contribu
best
and
your highest
_____________________________________________________________________________________________
same.
the
do
to
r
membe
team
asking each
Prototype 3forward.
to go
how
Countertype 3
r and discuss
What are the anticipated
responses
I should
prepare
for?
down togethe
I’d like to sit
After I get your responses,
_____________________________________________________________________________________________
Distributors don’t give us the right numbers up front.
doing?
loved
_____________________________________________________________________________________________
We
can’t
move
product
fast
enough
from
Myrdal
to
the
West
Coast.
always
• What have you
© FranklinCovey.
you passionate about?
_____________________________________________________________________________________________
Holiday freight deliveries
areare
unpredictable.
nities
• What job-related opportu
_____________________________________________________________________________________________
at?
• What are you really good
ment?
_____________________________________________________________________________________________
see for growth and develop
• What opportunities do you
Based on the criteria of succes
_____________________________________________________________________________________________
compensated?
s and the prototypes and counte
• Do you feel you are fairly
rtypes
above, what is the 3rd Alternative?
_____________________________________________________________________________________________
ment?
environ
work
your
• How can we improve
We’ll speed
_______
_______
up_______
order taking
_______
and
bill paymen
_______
work more meaningful to you?
_______
t. The
_______
greeter
_______
will take
• What would make your
_______
menu
_______
orders
as
_______
people
_______
__
arrive. Each
role? _______
_______
server
current
_______
your
will
in
have
_______
make
a
to
credit-c
_______ard
you love
_______
reader
to use_______
_______
at the table,
_______
• What contribution would
which
_______
will __
up a cashier
free
_______
_______
to _______
help clean
_______
the dining
_______
area.
____________________________
________________
____________________________
____________________________
_______________________
____________________________
____________________________
_______________________
____________________________
____________________________
_______________________
Task
Task
Unleashing Potential
HABIT 7
• Whole-Person Questions
Task
Results
MANAGERS AND LEADERS
reserved.
© Franklin Covey Co. All rights
LEA150178 Version 2.0.2
• Model effectiveness and manage themselves.
• Achieve results effectively through and with others.
• Unleash the talent on their teams.
© Franklin Covey Co. All rights reserved.
LEA150738 Version 1.0.4
Two-Day Outline
HABITS
PARTICIPANTS WILL BE ABLE TO:
Introduction
•
•
•
•
Managing Yourself
•
•
•
Habit 1: Be Proactive®
•
•
DAY 1
•
Habit 2: Begin With the
End in Mind®
•
Habit 3: Put First Things
First®
•
•
•
•
•
Leading Others
•
•
•
Identify and analyze unique challenges and opportunities managers face.
Explain the Maturity Continuum as a way to envision growth toward excellent managerial
capability.
Recognize the importance of moving from dependence to independence to interdependence
to become truly effective managers.
Define the 7 Habits of effective managers.
Realize the importance of managing “from the inside out”—of examining personal character.
Recognize that only managers who manage themselves will earn the trust of their teams.
Appreciate that Habits 1, 2, and 3 are key to effective self-management.
Overcome the reactive mindset that hampers productivity and effectiveness.
Enlarge the Circle of Influence® so they can accomplish their goals.
Exercise ingenuity in coping with the universal managerial challenge of limited resources.
Define the unique contributions they can make in their roles as managers.
Develop an “outcome-oriented” mindset in every activity they engage in—projects, meetings,
presentations, etc.
Eliminate the energy- and time-wasting tendency to focus on crises and emergencies, and
develop a long-term view.
Allocate appropriate time to planning, preparation, and crisis prevention.
Define a few specific, measurable goals that are critical to their contribution as managers.
Make progress on goals by translating them into manageable objectives and tasks on a
weekly and daily basis.
Understand that effective self-management precedes effective leadership.
Recognize the importance of helping team members gain confidence in their own capabilities.
Appreciate that Habits 4, 5, and 6 are key to motivating and leading high-performance teams.
© Franklin Covey Co. All rights reserved.
Two-Day Outline
HABITS
PARTICIPANTS WILL BE ABLE TO:
Habit 4: Think Win-Win®
•
•
•
DAY 2
•
Habit 5: Seek First to
Understand, Then to Be
Understood®
•
Habit 6: Synergize®
•
•
Balance the interests of the team and the organization with the interests of the individual team
member.
Motivate team members to superb performance by helping them manage themselves against
shared goals.
Empower team members to manage and evaluate performance through the use of the WinWin Performance Agreement tool.
Build trust within teams by acknowledging good performance and addressing the emotional
needs of each team member.
Develop an accurate understanding of issues relevant to team performance by practicing
Empathic Listening.
Give feedback honestly and accurately to improve individual and team performance.
•
Seek out and value divergent perspectives in dealing with team challenges.
Practice a collaborative prototyping approach to maximize creativity in solving problems and
making decisions.
Unleashing Potential
•
Unleash the full potential of team members by treating them as “whole people.”
Habit 7: Sharpen the Saw®
•
Tap into the multi-dimensional capabilities of team members to achieve team goals.
Develop the “whole person.”
•
Conclusion
•
Feel confident, competent, and enthusiastic about using the work session mindsets, skills, and
tools in their roles as managers.
For more information about FranklinCovey’s The 7 Habits for Managers®, contact your client partner or call 1-888-705-1776 for
help in finding a client partner in your area.
LEA150556 Version 1.0.4
© Franklin Covey Co. All rights reserved.
Learn the critical mindsets, skillsets, and toolsets
to effectively lead your team.
Based on the renowned, worldwide
bestseller, The 7 Habits of Highly Effective
People by Dr. Stephen R. Covey, this twoday solution will empower you to effectively
manage and engage your team to achieve
sustainable results.
The 7 Habits for Managers is an intensive,
application-oriented learning experience
that focuses on the fundamentals of great
leadership. Whether you have been in your
role for some time, are brand new, or are an
emerging leader, this solution will equip you
to effectively meet some of today’s most
pressing leadership challenges.
7 Habits for Managers Work Session
Attendees will learn to:
• Develop an “outcome-oriented” mindset
in every activity you engage in: projects,
meetings, presentations, etc.
• Achieve the team’s highest priorities by
organizing and executing around the most
important goals.
• Lead teams that are motivated to
perform through shared expectation and
accountability.
• Create an atmosphere of candid and helpful
feedback by taking time to fully understand
the issues.
• Demonstrate innovative problem solving by
seeking out differences and new and better
alternatives.
DATE:
TIME:
ESSENTIAL SKILLS AND TOOLS
FOR LEADING TEAMS
LOCATION:
REGISTER:
ESSENTIALS
7 Habits Insights
Audio CD
0.1
®
Fr
2.
©
C
ov
ey
Ve
in
rs
kl
io
n
an
CONTACT:
MANAGEMENT
Co
.A
ll r
igh
ts
VERSION 2.0
res
erv
ed.
Use
rest ric te
Licen
d t o t e rms o f t he
se A
gre
em
en
t. L
97
04
15
©
EAFranklin Covey Co. All rights reserved.
LEA150175 Version 2.0.4
VERSION 2.0
*Participant materials
© Franklin Covey Co. All rights reserved. | LEA151475 Version 1.0.2