Stephen Covey's Circle of Influence
- Apr 4
- 7 min read
Increase your own self-efficacy and focus more clearly.
In my work with managers, teams and organizations, I repeatedly experience one thing above all: No matter how hard people try, existing structures, internal processes or external factors often stand in the way of their effectiveness and influence.
This is often frustrating, but it must nevertheless be accepted and embraced, because individual effectiveness simply has its limits. And it is precisely for this that the American professor Stephen Covey developed a model: the Circle of Influence.
In this blog post you will learn:
The Circle of Influence
In his book "The Seven Habits of Highly Effective People" (1989), the American author and professor Stephen Covey describes the model of the Circle of Influence. This model helps clarify where we should focus our attention and what we should accept as uncontrollable.
The Circle of Influence differentiates three different areas of human effectiveness: an area in which we can directly influence and control things, an area in which we can indirectly influence things, and an area in which we have no influence whatsoever.
These different areas are represented in the Circle of Influence model by three circles. (see figure)
Circle of Control
Circle of Influence
Circle of Concern.
The Circle of Control
Covey calls the innermost circle in his model the " Circle of Control ." This area encompasses all matters and issues that you decide on yourself and over which you can directly influence through your actions. Here, you have complete control and can exert direct influence through your behavior.
Examples include: how much sport you do, how much time you invest in personal development, how and how often you conduct employee reviews, etc.
The Circle of Influence
The middle area is the Circle of Influence. Here, you can't directly decide on many things that concern you. Nevertheless, you shouldn't underestimate your influence within the Circle of Influence. Because in this area, you have the opportunity to influence situations through your actions.
Examples include: the progress of projects or decisions made by one's own clients, one's own career, or one's own health.
The Circle of Concern
The third and outermost area of the model is called the Circle of Concern. This area contains issues that concern you but are outside your sphere of influence. These are often the hardest to acknowledge emotionally because you feel powerless in the face of them. The causes and consequences of the issues in the Circle of Concern lie entirely outside your control, meaning you can neither truly influence them nor initiate a direct, significant decision.
Examples include: world political events or natural disasters, strategic decisions in the company (unless you are in management) or what colleagues think about you.
Application of the Circle of Influence
The idea is actually quite simple, but we easily lose sight of it in the hustle and bustle of everyday life. How much of our day do we spend on things that annoy us but that we can't control? How much time do colleagues spend complaining without taking any steps toward improvement or a solution?
Interestingly, we are often unaware that clearly distinguishing between issues we can actively influence and those we cannot change can save us a lot of energy. In particular, when we catch ourselves complaining, it can be helpful to ask ourselves about our actual personal influence.
The "Circle of Influence" model helps to shift one's thoughts, actions, and capacities from the "Circle of Concern" back into the "Circle of Influence" (one's own sphere of influence). This is because only in the "Circle of Control" do we have direct control, and only in the "Circle of Influence" can we exert influence through our actions (without actually being able to control things).
In this way, the issues that capture our attention but that we cannot influence can be broken down into the courses of action we have. Into what we can do right now. Into the tasks and actions we can implement right now. Within these two spheres, we possess self-efficacy. Here we can develop and bring about solutions.
For leaders in uncertain times, this can mean having energy and capacity for their colleagues, for the solutions that need to be found anew each day. But it also means having the clarity to recognize that they don't have to find every solution themselves or perform every task personally, but rather to empower their team to contribute and find solutions independently. This also strengthens the effectiveness of the team and each individual within it.
The model also helps us come to terms with the things that fall within our "circle of concern," preventing us from wasting unnecessary energy, time, and focus on these issues, as they are simply beyond our control. Things and aspects within our "circle of concern" affect us, but we cannot influence them. We are simply powerless against natural disasters, the global political climate, an economic recession, or even a change of ownership. The only sensible course of action here is acceptance. (And breathing!)
Covey aptly put it this way: "I am not a product of my circumstances. I am a product of my choices."
"I am not a product of my circumstances. I am a product of my decisions." (Dr. Stephen R. Covey)
Self-efficacy and stress avoidance
Internalize this sentence in your thinking and attitude. Focus your thoughts and energy on those aspects you want to and can influence, instead of wasting your energy on pointless endeavors!
The more attention we give to things we cannot change, the more space they occupy. Conversely, when we focus our attention on things we can influence, our circle of influence expands.
If you find yourself repeatedly complaining about a particular issue, ask yourself which circle the issue falls under. Do you have any influence over solving the problem? If so, take action, consider what needs to be done, and exert your influence; act proactively. If not, accept that you cannot be effective, that you have no control, and that acceptance is the only sensible path forward.
This means: Don't waste your time focusing on things outside your own "circle of influence." It only takes time away and causes stress. For example, if it's raining and stormy, why complain about the weather (which is outside your "circle of influence") and get annoyed? Instead, focus on what you can control (within your "circle of influence") and either dress appropriately for the weather or choose indoor activities.
It's important for each of us to recognize the area in which our thoughts predominantly reside. People who think mainly in terms of being affected (the outer circle) are more likely to see themselves as victims, think negatively, and are more prone to stress. The feeling of having some influence on the course of events has a tremendous impact on our worldview: people who think primarily in terms of options are happier and more proactive.
Stephen Covey's Circle of Influence describes key aspects of solution-oriented thinking. Instead of dwelling on the problem at length, focus on finding pragmatic solutions within your own sphere of influence. This makes it much easier to be effective.
The Circle of Influence - an exercise
Draw two circles next to each other (one above the other) and label them "Circle of Influence" and "Circle of Concern."
Write down all the topics that are currently on your mind in the "Circle of Influence" (for example, "have a clarifying conversation with employee NN", "improve the atmosphere in the team" or "make my successes more visible internally").
In the “Circle of Concern” section, write down all the issues that are currently on your mind and that you cannot influence or can only influence to a limited extent (for example, “economic development of the company”, “my mother-in-law’s cancer”, or “my daughter’s pubescent behavior”).
How do you assess the relationship between the two circles? Which of the two circles currently consumes more of your time and energy? To what extent do you concern yourself with situations you cannot change? Please note a percentage next to the "Affected" circle. How much attention and time do you devote to the issues you can actually change? Please note the percentage next to the "Influence" circle.
What do you need to accept and let go of the issues in your "circle of impact"—that is, issues that are rather unchangeable? Step 5
What can you do to expand your "circle of influence"?
Perhaps you already sense it when you acknowledge your work: As soon as we focus more on things we cannot change, it costs us energy. Conversely, if we focus on things we can actively influence ourselves, it gives us energy. Because here we tap into our sense of self-efficacy, and this motivates and creates meaning. The cycle of being affected, on the other hand, is a cycle of worry, fear, and frustration.
Proactive people strive to expand their personal sphere of influence. Their basic attitude is positive, constructive, and open. Strong leaders, for example, primarily focus on their sphere of influence. They actively work on issues they can influence and accept those they cannot.
Reactive people, on the other hand, tend to focus their time and attention on things they cannot change. They often see themselves as victims of external circumstances and influences, which they lament. They limit their options and remain within their comfort zone.
THE CIRCLE OF INFLUENCE IS THE CIRCLE OF POWER, FREEDOM, AND DECISION.
Conclusion
The "Circle of Influence" model is a simple yet relevant tool for examining one's own self-efficacy and illustrating areas of direct influence. This allows individuals and teams to focus on things they can control or influence and to better accept things that are outside their sphere of influence. By focusing on their own priorities, stress can be avoided and one's own self-efficacy can be experienced as motivating.
This model is also wonderfully suited for coaching, supporting managers or teams in their daily operations. Feel free to contact me HERE if you'd like to discuss your specific needs. I look forward to working with you!