Guides and Toolkits

Turn disruption into innovation and growth with these five leadership behaviours to drive collective action.

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.

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.

Gen Z needs more than technological prowess to succeed in the world of work. And it’s up to your organisation’s leaders to shape and guide these new cohorts so they can thrive.

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.

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.

When trust is eroded, things fall apart. Try these six tips to build trust in your organisation and avoid breaking it.

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.

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 development 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.

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.

Leaders who seek to chart a path through unprecedented change may find their teams uninspired and detached. Here’s what’s happening and how to refuel the fire.

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.

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.

In a perfect world, your team magically shows up to work fully committed to the organisation’s Wildly Important Goals® (WIGs®)—ready and willing to win as a team. But since that’s not typical behaviour in the real world, try these eight team commitment-boosting strategies.

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.”

In this guide, we’ll explore four trusted execution disciplines that can help mobilise everyone in your organisation to work together to deliver exceptional results on your top initiatives.

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.

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.

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.