Circle of Concern - Circle of Influence

According to author Steven Covey (7 Habits of Highly Effective People) the Circle of Concern refers to the broad range of concerns we may worry about but cannot control. Matters of concern might range from international debt to problems at work, ones childrens future profession, a bus being cancelled or the threat of climate change. In comparison, the Circle of Influence encompasses those matters we can actually do something about or make an impact on. For example, exercising regularly, setting aside extra funds into superannuation to provide for retirement, being positive in the face of difficult situations or making the effort to offer support to family and friends.

Circle of Concern

Circle of Concern Circle of Influence

Strangely we often choose to direct a huge amount of energy toward those matters we cannot control, reacting to what happens to us or around us. We tend to give relatively less proactive attention towards those things we can control or influence. Covey asserts that proactive individuals concentrate on issues within their circle of influence. They work on and pay attention to, things they can do something about. As a consequence, such people tend to extend their circle of influence out further into their circle of concern (bottom diagram).

Circle of Concern
Language is a good indicator of which circle a person is operating in. In the Circle of Concern the focus is on what we need to have in order to be happy or successful: I will be happy when my budget is bigger; If my boss would change her attitude my teams morale would improve; If our competitors were less hostile.... Those operating in the Circle of Influence focus on what they could be or do: I could be a better role model; I can get more organised; I will take the boss a strategy for change; All our staff meetings will focus on solutions rather than problems. In candid moments even very senior leaders will admit they ultimately control relatively little despite the title of CEO, PM or Chair. In contrast, effective leaders typically make huge gains by paying attention to what they can influence.

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