Guides
Humans are wired to react to change—it’s a survival mechanism. And while everyone experiences change differently, how we choose to react to change can set us apart and chart a productive course forward.
Leaders can champion change and lead their teams through it. Here are six ways your leaders can help their teams handle stress during times of change.
All change creates disruption, but leaders can minimise this through effective communication. How leaders communicate a change to their team is critical to helping them understand and adapt.
Download our tool to help your leaders learn how to articulate change clearly and share a vision of the future when they communicate a change to their team.
Big organisational changes like disruptive technologies, mergers, and strategy pivots always have the potential for either setbacks or growth. Great leaders prepare their teams to face these challenges with agility and flexibility, seizing the opportunities that arise.
Harness the power of change to transform uncertainty into opportunity. Download our latest guide, Help Your Team Thrive in Times of Change, to learn how to foster effective communication, inspire collaboration, and help your team thrive.
The 7 Habits are based on universal truths and enduring principles. They’re grounded in decades of research and wwwelopment—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.
We’ve assembled the following power skills from our world-class content and solutions for you to share with individuals inside your organisation. As your people incorporate these skills into their daily routines, they will increasingly focus on their highest priorities and organise their work in more productive ways.
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.
If you’re a leader, it helps to be a good talker. But great communication is actually more about hearing and understanding others than it is about being heard yourself. When you listen well in person or over video meetings, you’ll be able to connect more deeply with your team members, colleagues, and customers. You’ll help advance their thinking — and they’ll advance yours with their ideas and insights.
Synergy is about combining the strengths of individuals to create something greater than anyone could achieve alone. When teams value differences and work together openly, they unlock new ideas and solutions.
This guide will help you create true synergy in your team, fostering collaboration that drives success.
The trusted framework of The 7 Habits of Highly Effective People® can help your leaders and teams move beyond this log jam.
The first three habits—Be Proactive®, Begin With the End in Mind®, and Put First Things First®—set the stage for effective personal leadership through the wwwelopment of personal responsibility, vision, and time management.
These Private Victories help us build character, improve interpersonal skills, cultivate emotional intelligence, and create more innovative, effective teams.
Organisations have felt the effects of rapid changes like structure, schedules, and the broad adoption of remote or hybrid environments. This disruption has pushed organisations to adopt new mindsets and policies to set their people up for success.
Leaders are no exception when it comes to these changes. To be successful today, leaders need to shift their mindsets and innovate their styles of leadership. Click to download our interactive guide for 6 Shifts to Develop a Leader’s Mindset and share them with leaders in your organisation.
A common mindset is that leaders hold 1-on-1 meetings to monitor people’s progress. By only monitoring progress, your leaders miss an opportunity to uncover other issues. When done properly, 1-on-1s can be one of your most powerful tools to engage your people. Download 100+ questions that your leaders can ask their direct reports to engage people.
Jon’s passionate about using technology to solve problems. Rachel’s amazing at turning data into eye-popping charts and graphs. And Luis has a gift for helping people with different opinions find common ground.
Everyone has a natural genius. Unlocking it is the secret to accessing more of each team member’s energy and ideas. To help your leaders get the most from their teams, share our guide, 5 Ways to Multiply Your Team’s Natural Genius, based on research by bestselling author Liz Wiseman.
Strong performers tend to get ahead because of their energy, ideas, and high standards. But the very traits that propelled them into leadership roles can actually make them less effective as leaders. While researching her bestselling book, Multipliers, Liz Wiseman found 9 common patterns for how this happens.
Read our guide, 9 Ways Your Leaders May Be Accidentally Diminishing Others, to learn how to help leaders shift from Diminisher behaviours to Multiplier behaviours that bring out the best in their teams.
The best leaders are curious. But they don’t just ask a lot of questions. They ask the right questions—the kind that focus their team’s brainpower on the right problems.
To help leaders in your organisation wwwelop this critical skill, share our tool, 40 Back-pocket Questions to Unleash Your Team’s Intelligence. Developed by Liz Wiseman, author of the bestselling book Multipliers, the questions are designed to open the door to creative solutions and stronger outcomes.
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.
As leaders navigate uncertainty, they will increasingly find they are required to do more with less, reinforcing a scarcity paradigm. This dynamic, characterized by tension, can undermine (or even ruin) a company’s culture— creating an “us-versus-them” mentality where teams compete for resources rather than collaborate.
Organisations looking to close their leadership gap must address a practical obstacle that often goes unacknowledged: Most leadership wwwelopment 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.
Drawing on real-world examples from JPMorgan Chase, ING Direct, and others, this guide explores the leadership disciplines that allow financial organisations to move from turbulence to traction: anchoring teams in a clear, lived purpose; shifting the mindset from threat to opportunity; distributing ownership so people can act with speed and confidence; and building the habit of reflection that turns action into sustained impact.
Retail turnover remains structurally high—41.6% across the UK sector, well above the national average. At the same time, teams are expected to stay agile amid constant change, labour pressure, and rising customer expectations.
The challenge for senior leaders isn’t simply filling vacancies. It’s building a workforce that can adapt, perform, and stay.
From High Turnover to High Agility explores what actually reduces churn in retail and how leadership, culture, and clarity directly influence performance.
Building a culture of trust starts with a shared vocabulary of simple, yet powerful phrases that leaders use to express gratitude, offer compassion, and provide support.
Leaders who engage team members with compassion and gratitude encourage them to trust one another and rally around each other and their leader to achieve desired outcomes.
Download our guide 10 Phrases Leaders Use to Build Trust with Team Members and share it with leaders throughout your organisation.
Build stronger relationships and achieve better outcomes with the Think Win-Win Guide. This tool helps you adopt a mindset of mutual benefit, fostering collaboration and trust in both professional and personal interactions. Learn how to shift from a competitive mindset to one that seeks solutions where everyone wins—leading to lasting success and meaningful partnerships.
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.
Everyone has greatness inside of them. Are your leaders doing enough to unlock it? An exceptional leader’s job is to unleash the potential in each of their direct reports.
This is a learnable skill that is built upon the foundation of trust and can impact your organisation, but it’s easier said than done.
Share this guide with leaders in your organisation to help them build trust with their teams, unleash potential, and become a Trust & Inspire leader.
In this guide, we’ll explore the three key L&D program components required to create behaviour change, the relationship between active learning and behaviour change, and how FranklinCovey’s unique approach to individual effectiveness and leadership wwwelopment drives lasting behaviour change for organisations worldwide.
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.
The most effective leaders are advocates for their team members. By listening and seeking understanding first, advocates avoid making hasty assumptions about others. Advocates build inclusive processes and look for opportunities to advance others within their organisation. And advocates build team connections that support engagement, productivity, and innovation.
Bias is a natural part of the human condition—of how the brain works. It affects how we make decisions, engage with others, and respond to various situations and circumstances (often limiting potential). Understanding bias helps leaders notice and adjust for it, cultivate meaningful connections, and choose courage to make real change and unleash their own and others’ potential.
Download our guide, Manage Your Biases to Better Manage Your Team, to learn some strategies for identifying your biases as a leader and what you can do to manage them.
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.
Too many leaders set vague goals like “improve customer retention,” leaving their teams unsure of how well they’re doing or even exactly what they’re working toward. This simple formula, from FranklinCovey’s 4 Disciplines of Execution®, provides a powerful way to identify “where you are today, where you want to go, and the deadline for reaching that goal.”
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.
In today’s virtual work environment, we’ve learned a few things. Productivity isn’t necessarily hurt — and may be improved — in remote environments. A PwC survey found a 47 percent productivity increase in 2020, despite the large rise in working from home. And 94 percent of employers surveyed by Mercer reported productivity was unaffected or improved during the pandemic.
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.
When you execute a strategy that requires a lasting change in the behaviour of other people, you are facing one of the greatest leadership challenges you will ever meet. With The 4 Disciplines of Execution®, you are not experimenting with an interesting theory; you are implementing a set of proven practices that meet that challenge successfully every time.
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 wwweloped 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.
