Todd Davis

So after I recruited for Covey for a while, we merged with Franklin Quest. Franklin Quest in the US here was the time management company. They have the Franklin Day Planner. And everybody over here in the US had these day planners. They were very famous for that. And Covey Leadership Center, as you mentioned, was famous for the seven habits.

So after I recruited for Covey for a while, we merged with Franklin Quest. Franklin Quest in the US here was the time management company. They have the Franklin Day Planner. And everybody over here in the US had these day planners. They were very famous for that. And Covey Leadership Center, as you mentioned, was famous for the seven habits.

And so we merged those companies and I went to work for their innovations department where we developed our training, different training solutions. And I did that for several years. And then the CEO at that time came to me, this would be about 20 years ago now, came to me and said, we would like you to apply for the chief people officer role. The person that was in that role had left.

And so we merged those companies and I went to work for their innovations department where we developed our training, different training solutions. And I did that for several years. And then the CEO at that time came to me, this would be about 20 years ago now, came to me and said, we would like you to apply for the chief people officer role. The person that was in that role had left.

And I said, that's great, but I don't have any human resource experience. I had recruited, but I didn't know anything about labor laws or employee relations or any of that. And he said, I know that, but you're really good with people. That's what he said. You're really good with people. So I applied for it and along with some other candidates and I was selected.

And I said, that's great, but I don't have any human resource experience. I had recruited, but I didn't know anything about labor laws or employee relations or any of that. And he said, I know that, but you're really good with people. That's what he said. You're really good with people. So I applied for it and along with some other candidates and I was selected.

And so I immediately surrounded myself with really talented people in the human resource area. And so that was about 20 years ago. And I did that. I was the chief people officer for 18 years. And then a couple of years ago, well, about three years ago, we started recruiting for my replacement because I wanted to move into the role that I'm in now.

And so I immediately surrounded myself with really talented people in the human resource area. And so that was about 20 years ago. And I did that. I was the chief people officer for 18 years. And then a couple of years ago, well, about three years ago, we started recruiting for my replacement because I wanted to move into the role that I'm in now.

And so for the last year and a half, almost two years, I've been a full-time consultant where I go out and deliver our training. I do keynotes. I do podcasts, things like we're doing today. So that was probably a long-winded answer to your short question, but that's been my journey.

And so for the last year and a half, almost two years, I've been a full-time consultant where I go out and deliver our training. I do keynotes. I do podcasts, things like we're doing today. So that was probably a long-winded answer to your short question, but that's been my journey.

It'd be amazing. You and I have had a couple of calls now, and I find you so fascinating. You understand human nature so well. You'd be really great at this, Vince. We have international partners. We're a global company. We've been in the leadership space for four decades, 40 years.

It'd be amazing. You and I have had a couple of calls now, and I find you so fascinating. You understand human nature so well. You'd be really great at this, Vince. We have international partners. We're a global company. We've been in the leadership space for four decades, 40 years.

And so, as you said, here in the US, we say this with humility, but we're touted as the most trusted leadership organization because we've been in the space for so long. But we have offices all around the world and we have licensee partners that also cover Hong Kong and China. And so anyway, yeah, let's for sure talk about that after.

And so, as you said, here in the US, we say this with humility, but we're touted as the most trusted leadership organization because we've been in the space for so long. But we have offices all around the world and we have licensee partners that also cover Hong Kong and China. And so anyway, yeah, let's for sure talk about that after.

Thank you. That's a great setup and so many important topics you capture in that. So when Dr. Stephen R. Covey, who is the author of The 7 Habits, when he first wrote The 7 Habits 35 years ago, what he did prior to that is all of his research was around effectiveness, like you said up front. And we define effectiveness.

Thank you. That's a great setup and so many important topics you capture in that. So when Dr. Stephen R. Covey, who is the author of The 7 Habits, when he first wrote The 7 Habits 35 years ago, what he did prior to that is all of his research was around effectiveness, like you said up front. And we define effectiveness.

People think of effectiveness as getting a lot of things done or being successful or whatever. We define effectiveness as getting things done, but not just anything, getting the right things done, the things that move you forward, the things that move your organization forward, your team forward.

People think of effectiveness as getting a lot of things done or being successful or whatever. We define effectiveness as getting things done, but not just anything, getting the right things done, the things that move you forward, the things that move your organization forward, your team forward.

And not just once, but how do we get results today in a way that allows us to get even better results over and over again in the future? So that was the organizations and the people he studied, people that seemed to be able to do that. And then he identified the principles that were at work with these people doing that. And he put them into a format.

And not just once, but how do we get results today in a way that allows us to get even better results over and over again in the future? So that was the organizations and the people he studied, people that seemed to be able to do that. And then he identified the principles that were at work with these people doing that. And he put them into a format.