FranklinCovey Planners

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.

by Bob Whitman,
Chairman and Chief Executive Officer, FranklinCovey

Message From The CEO of Franklin Covey
Achieving Organizational Greatness Through Great Leaders, Effective Individuals, and Focused Execution

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.

Bob Whitman,
Chairman and Chief Executive Officer, FranklinCovey

Back to school sale at Franklin Covey , limted time sale offer

Franklin Covey Net sales from $75 million to $29.2 million
FranklinCovey Announces Fiscal 2nd Quarter results

04/09/09  Franklin Covey Co.
a global provider of training and consulting services, today announced financial
results for its fiscal second quarter ended February 28, 2009.
Reported net sales for the quarter totaled $29.9 million, compared to $75.1 million
in the second quarter of fiscal 2008.

The vast majority of this decline was attributable to the sale of the Company’s Consumer
Solutions Business Unit  operations and the reduction in product sales.

The net loss totaled $0.6 million, compared to net income of $3.0 million in the second quarter of fiscal 08.

Franklin Covey files form 8-K with SEC

 Form 8-K regarding Franklin Covey has been filed with the United States
Securities and Exchange Commission.