DREIESKIVA​|Roald Kvam

In an environment defined by rapid shifts the ability to adapt is no longer optional; it is mission-critical. Organizations and individuals who thrive are those who continually realign their attention, habits, and problem-solving capacity toward what they can influence, rather than what they can merely observe or worry about. Stephen Covey’s well-known framework—the Circle of Concern and Circle of Influence—offers a powerful mental model for navigating uncertainty with clarity, focus, and resilience.

The modern landscape of change

Today’s professional and organizational ecosystems move at a pace that leaves little room for static mindsets. Strategies must be flexible, skill development continuous, and mindset intentionally managed. In such a dynamic environment, human attention becomes a precious and limited resource. How it is allocated determines whether a person becomes overwhelmed by complexity or uses complexity as a catalyst for growth.

This is where Covey’s model becomes so valuable. It is not just a philosophical idea; it is a practical decision-making tool for focusing time, energy, and emotional bandwidth on the levers that actually move outcomes.

Understanding the Circle of Concern

The Circle of Concern includes everything you care about but cannot directly control. These may be external forces, broad social trends, or decisions made by actors far beyond your sphere of authority. Examples include:

• The global economy
• Political dynamics
• Industry regulation
• Competitors’ strategies
• Organizational restructures
• Weather, natural events, or global crises

These issues are often legitimate concerns. They shape the environment in which we operate. But the critical insight is that dwelling on these uncontrollable elements consumes cognitive and emotional energy without generating progress. People who spend most of their time in the Circle of Concern tend to develop patterns of reactivity: frustration, blame, disengagement, and a sense of powerlessness.

This does not mean ignoring the Circle of Concern entirely. Strategic leaders must stay informed and aware. But they do not confuse awareness with control. They use insights about external realities to adjust what they can influence internally—strategy, innovation, operational excellence, culture, and personal performance.

Understanding the Circle of Influence

The Circle of Influence, by contrast, contains all the elements that can be directly shaped by your effort, decisions, or behavior. These include:

• Your mindset and emotional responses
• Your skill development
• Your preparation, planning, and follow-through
• The quality of your communication
• How you collaborate, coach, and lead others
• How you prioritize and execute
• How you solve problems

The remarkable insight embedded in Covey’s model is that focusing attention on the Circle of Influence does more than reduce stress—it actually expands your ability to shape outcomes. When individuals or organizations repeatedly take initiative, act on priorities, apply creativity, and commit to improvement, their influence grows. More opportunities emerge. More people trust them. They gain a reputation for capability and reliability. In short, the Circle of Influence becomes larger over time.

This is why top performers are described as proactive. They do not wait for conditions to become favorable. They work to make conditions more favorable through the actions available to them now.

The adaptability advantage

Adaptability is the competitive edge of the modern era. But adaptability is not simply a personality trait; it is a practice—a disciplined habit of seeing challenges through the lens of influence rather than concern.

In periods of uncertainty, less effective performers often respond by:

• Consuming endless information without acting on it
• Worrying or ruminating about worst-case scenarios
• Blaming systems, circumstances, or other people
• Delaying decisions
• Defaulting to familiar routines even when they no longer work
• Resisting change until pressure becomes unbearable

These behaviors are natural but counterproductive. They keep a person stuck in the Circle of Concern, draining energy and diminishing the ability to respond constructively.

Top performers, on the other hand, practice adaptability by continuously asking a different set of questions:

• What part of this situation can I directly influence today?
• What action—however small—creates forward movement?
• What skill do I need to build to handle this better next time?
• What assumption needs to be challenged or reframed?
• What decision, if made now, would reduce uncertainty later?

This mindset converts change from a threat into a landscape of opportunities.

Proactivity as a performance multiplier

Studies across leadership research, organizational psychology, and behavioral science consistently confirm that proactive behavior correlates with:

• Higher performance
• Greater job satisfaction
• Better wellbeing
• Faster career progression
• Stronger collaboration and trust
• Higher levels of innovation

Why? Because proactive individuals shape their environment instead of being shaped by it. They enlarge their Circle of Influence through consistent effort, thoughtful planning, and constructive communication.

This does not mean ignoring problems or pretending challenges do not exist. It means facing reality—then choosing to place your energy where it will have an impact. It is the combination of awareness and agency that fuels proactive performance.

Practical ways to expand the Circle of Influence

To operationalize Covey’s model, individuals and teams can adopt a set of intentional practices:

1. Clarify what you can control.

During moments of stress, list the elements of a situation under two headings: “Influence” and “Concern.” This simple exercise immediately refocuses your problem-solving energy.

2. Take small, consistent actions.

You do not need dramatic moves to build influence. Small, steady improvements compound over time. The key is forward motion.

3. Communicate proactively.

Silence fuels uncertainty; proactive communication strengthens influence. Update stakeholders early, ask questions, seek feedback, and offer solutions.

4. Invest in skill development.

Every new skill expands your influence—whether technical, relational, or strategic. Adaptable people view skill-building as an ongoing discipline.

5. Practice cognitive reframing.

Replace “I can’t do anything about this” with “What can I do?” This subtle shift has enormous psychological power.

6. Strengthen relationships.

Influence thrives in networks based on trust. Support others, collaborate generously, and build credibility through reliability.

7. Protect your attention.

Limit exposure to unproductive worry, speculation, and noise—especially from media, internal rumors, or energy-draining conversations.

A framework for thriving in change

Change is constant. Complexity is unavoidable. But overwhelm is optional.

By consciously shifting focus from the Circle of Concern to the Circle of Influence, individuals and organizations build resilience, clarity, and momentum. Top performers distinguish themselves not through perfect conditions, but through disciplined attention—choosing each day to invest energy where it will produce progress.

In a world saturated with uncertainty, adaptability is not a reaction; it is a strategy. And the Circle of Influence is its most powerful tool.