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Covey: Yes, and also I am very appreciative of that opportunity with Utah State. What are your hopes, with your professorship at Utah State, to try to help influence…ĭr. Mark: It's very exciting to have you participate in the Shingo Prize conference and to share your message with the Lean community. Covey: Definitely, and it tells you also about the culture. Mark: And so there's a trust inherent in that?ĭr. We were walking in the plant and he said, “Any person in this plant can close the line down if he can show to the others that would improve quality and lower cost.” I was with the President of Toyota in Japan. Mark: Have you been able to visit with Toyota?ĭr.
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But it's hard to do that because they're so used to it… kissing up to the hierarchy. Mark: So we have a situation maybe where we have to convince the industrial world that this industrial model is…ĭr. You know, the supervision is command and control, it's top down. Mark: You were talking earlier about the industrial model and trust seems to not come with that.ĭr. Covey: I think that it's of profound importance because it means you are caring and you trust them to do the right thing. Mark Graban: The one question I would ask for your thoughts on is Toyota's principle of “respect for people,” or often referred to as “respect for humanity.” Could you share some thoughts on the importance of respect in workplace, what does that really mean?ĭr. Covey's work and Lean, along with a little background about the interview and my personal reaction to speaking with him.Ī partial transcript of the conversation: Covey, I share a few thoughts at the end of the podcast about Dr. Covey was to ask his thoughts on Toyota's “Respect for People” principle, sometimes called ‘Respect for Humanity.” You can listen to the audio or you can read a transcript below in this post.Īfter the chat with Dr. Stephen Covey, recorded at the Shingo Prize Conference in Salt Lake City last week. Episode #91 is a very special one-on-one conversation with Dr.