ABOUT US

We serve clients in more than
150 countries with solutions translated
and localised into more than 30 languages

Who We Are

We specialise in performance improvement. We help organisations and individuals achieve results that require a change in human behavior. Our expertise is in seven areas: leadership, execution, productivity, trust, sales performance, customer loyalty and education. FranklinCovey clients have included 90 per cent of the Fortune 100, more than 75 per cent of the Fortune 500, thousands of small and mid-sized businesses, as well as numerous government entities and educational institutions.

In 1984, the first Franklin Day Planner was produced, followed by a popular time management workshop. New designs and formats are created continually, and the FranklinCovey Planning System is now used by more than 15 million people worldwide.

In 1989, The 7 Habits of Highly Effective People by Stephen R. Covey was published, and training and consulting based on its concepts were developed. The book has become one of the top-selling business books of all time. Franklin Quest and Covey Leadership Center announced their intent to merge January 22, 1997. The new company, FranklinCovey, was finalized on May 30 of that year.

Executive Team


A Letter From Our CEO

THE CHALLENGE OF GREATNESS

“Good” may be good enough for some. But most of us want more than that. Something inside us makes us want to be better than good. We want to be part of a team whose members, even years later, will be remembered for what they accomplished. We want to go for greatness! At FranklinCovey, our passion and mission is to enable greatness in people and organizations everywhere. And, we have studied the topic of great performance at perhaps an unprecedented level.

We have been privileged to work with thousands of organizations striving to achieve it. We have gone deep inside the operations of more than 500 of these organizations, examined and synthesized the data from more than 225,000 survey respondents, and worked with and analyzed more than 2,000 work teams. We wanted to understand what constitutes great performance, what gets in the way of it, what conditions are necessary for it, and what a leader’s role is in achieving it.

As a result, we have learned a lot about the topic of organizational greatness and what does and doesn’t matter in getting there. For example:

The “strategic hand” dealt to great performers was not materially different from that dealt to good performers. Great performers simply did more with the hand they were dealt.
There are pockets of great performance in every organization, and the great performers didn’t typically have more basic know-how than good performers. Great performers were simply much more successful at institutionalizing what they did know. They were better at execution; better at reducing inconsistency and getting the middle 60 percent of their operations their core performers to operate at levels much closer to that of their top performers.

WHAT IS GREATNESS

While absolute financial or operating performance is often the only “measure of greatness” people look at, our research shows that great organizations always produce four key “outcomes.” These four outcomes produced by great performers are:

Sustained superior performance. They succeed financially, or operationally, in both the short and long term and not just on an absolute basis, but relative to their market potential or the hand they’re dealt.

Intensely loyal customers. They earn not only the “satisfaction” of their customers, but their true loyalty.

Highly engaged and loyal employees. The people who work at great organizations are more than satisfied they are energized and passionate about what they do.

Distinctive contribution. They do more than “business as usual” they fulfill a unique mission that sets them apart from the crowd.

These four outcomes are measurable, unmistakable, and attainable by any organization.

THE REWARDS OF GREATNESS

Are 50 percent more profitable than their peers.

Grow more than twice as fast as their peers.

Win the loyalty of all stakeholders, which makes it easier to continue to win in the future.

Beyond these rewards, there is something deeper and meaningful: the reward that comes only to those who have truly paid the price to excel.

Bob Whitman,
Chairman and Chief Executive Officer, FranklinCovey


Our Foundational Beliefs

  • People are inherently capable, aspire to greatness, and have the power to choose.
  • Principles are timeless and universal, and are the foundation for lasting effectiveness.
  • Leadership is a choice, built inside out on a foundation of character.
  • Great leaders unleash the collective talent and passion of people toward the right goal.
  • Habits of effectiveness come only from the committed use of integrated processes and tools.
  • Sustained superior performance requires the P/PC Balance a focus on achieving results and on building capability.

Press and Media

For general press inquiries or for an interview with a European FranklinCovey representative, please contact Adam Scorey at his email below. For enquiries for FranklinCovey (North America), please contact Debra Lund or Travis Rust.

Public Relations Contacts:

U.K. – Adam J. Scorey
Head of Marketing, Europe
FranklinCovey Europe Ltd
Ground Floor
Blenheim Court
19 George Street
Banbury
Oxfordshire
Office: +44 (0) 1295 274100
Mobile: +44 (0) 7961 398418
a.scorey@franklincovey.co.uk

U.S. – Debra S. Lund
Global Director, Corporate Public Relations
FranklinCovey
2200 West Parkway Blvd.
Salt Lake City, Utah 84119
Office: 801-817-6440
Mobile: 801-244-4474
debra.lund@franklincovey.com

Investor Relations

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