Owners Mindset Quotes

A healthy body leads to a healthy mind and a healthy mind is the most important tool you can have as a business owner.

Many entrepreneurs have a “can do” attitude, which is often a requirement if you want to succeed. Unfortunately, this attitude often leads to a dangerous mindset where you feel like you need to do everything yourself.

A primary concern among Mac users, and a benefit to the hacking community, is the Mac owner mind-set that Macs aren’t susceptible to viruses or attack. It is an interesting stance considering that the thing they are claiming to be naturally impervious from attack is, well, a computer!

If you look at wealth distribution statistics from the last century you’ll notice that the top 4% own about 64% of wealth and the top 20% own about 80% of the wealth. This is despite this being the “information age.” You’d imagine that a hundred years ago only the wealthy had good access to information, hence it’s understandable why they held 80% of the wealth. Yet this wealth distribution statistic still holds up today, an age where information has been democratized and where even the poorest people have pretty much the same access to information as the wealthiest people. This proves that lack of information isn’t the issue holding back the bottom 80% of business owners—it’s human behavior and mindset. That certainly hasn’t changed in the last 100 years.

The difference between ownership and stewardship is that you can do what you want with what you own. When you become a steward, you recognize that you have just as much control as an owner, but a responsibility that’s greater than yourself.

Mindset Shift Recap: #1: Sell a result, not a website. A website is only ever a tool. #2: Business owners always care most about their core business needs; not design, coding or technical aspects. #3: The market pays you for the value you create; not your time, effort, background, or education.

Mindset Shift Recap: #1: Sell a result, not a website. A website is only ever a tool. #2: Business owners always care most about their core business needs; not design, coding or technical aspects. #3: The market pays you for the value you create; not your time, effort, background, or education. #4: If you think like a business owner, you will succeed. If you think only like a web designer, you will fail.

the owner should consider the business to be a prototype for a large number of franchises that will be added at a later stage. By adopting that mindset, the business owner will not only participate in the business as a technician but will also act as a manager (putting systems in place and controls) and as an entrepreneur (having a vision of how the business can create sustainable added-value for all key stakeholders).

In a nation still stuck in an old Jim Crow mind-set - which equates racism with white bigotry and views racial diversity as proof the problem has been solved- a racially diverse police department invites questions like: "How can you say the Oakland Police Department's drug raids are racist? There's a black police chief, and most of the officers involved in the drug raids are black." If the caste dimensions of mass incarceration were better understood and the limitations of cosmetic diversity were better appreciated, the existence of black police chiefs and black police officers would be no more encouraging today than the presence of black slave drivers and black plantation owners hundreds of years ago. When meaningful change fails to materialize following the achievement of superficial diversity, those who remain locked out can become extremely discouraged and demoralized, resulting in cynicism and resignation. Perhaps more concerning, though, is the fact that inclusion of people of color in power structures, particularly at the top, can paralyze reform efforts.

Do we expect minority officers, whose livelihood depends on the very departments charged with waging the war, to play the role of peacenik? That expectation seems unreasonable, yet the dilemma for racial justice advocates is a real one. The quiet complicity of minority officers in the War on Drugs serves to legitimate the system and insulate it from critique. In a nation still stuck in an old Jim Crow mindset - which equates racism with white bigotry and views racial diversity as proof the problem has been solved - a racially diverse police department invites questions like: 'How can you say the Oakland Police Department's drug raids are racist? There's a black police chief, and most of the officers involved in the drug raids are black.' If the caste dimensions of mass incarceration were better understood and the limitations of cosmetic diversity were better appreciated, the existence of black police chiefs and black officers would be no more encouraging today than the presence of black slave drivers and black plantation owners hundreds of years ago.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

Surprisingly, at least to most observers, Tesla has not needed to raise any further equity since May 2019. Who needs investors—or bankers, either—when your customers are so excited about what you offer that they are willing to fund your business, with what amount to interest‐free loans, at that! As Bruce Sidlinger, already an owner of two Tesla vehicles reported, “The morning after the Roadster was announced, I put a deposit down … Elon Musk is one of our planet's great hopes. I would offer a kidney to him if he needed it.”20 Thus, here's a question for you: Can you find a way to get your customers to fund your business as generously as Musk has at Tesla? Perhaps, with the right mindset and a compelling offer, you can!

The call to action for housing owner associations is clear: abandon ingrained discriminatory mindsets and commit to facilitating an environment where people with disabilities can enjoy full and equal participation in community activities.

Paige Goepfert is a managing director of the Andersen Private Client Services team and works with ultra-high-net-worth families, family offices, business owners, and executives on tax planning and income tax compliance. Paige says that, “before considering the tax implications of a family office, family office principals are well served to think about the catalysts for and objectives of their family office. The structure, including how the management services are going to be provided and the type of entity formed for the management company, will determine the tax impact. “A common mistake I see is when families initially contemplate forming a family office solely because of the tax benefits they hope to obtain. While there may be tax benefits from a family office structure, anticipated tax benefits should not be the catalyst for setting up a family office . . . We [also] sometimes see families stuck in a certain mindset even when their goals and tax laws are constantly changing. For example, an older family member may feel like they have already given too much to the next generation or their grandchildren and, on principle, will not consider what they are leaving

owner. Give them a big enough stake in the outcome that they feel like they own their piece of this and not that they’re a cog in a machine.” Without the reward of the stake in the owner’s outcome, then it’s lip service. What you do is up to you. But choose something. Instill an owner’s mindset.

What you consume is what you create. Reader becomes writer, listener becomes speaker, music lover becomes singer, driver becomes fleet owner, it's the cycle we're bound to.

Really, it starts with a shift of mindset. With a new habit, reinforce this behavior by saying things like: “I’m the type of person who ____.”  Then, follow through by doing it on a daily basis. Eventually your internal identity will match this daily routine.

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

The problem is: income inequality is getting greater. There is no denying that. But this is not a distinction between Owner / Employee. This is a distinction between those with the Rich Employee mindset versus those with the Poor Employee mindset.

For pretty much my whole life, I thought I was living to better myself, to create the best life possible. About a year ago, that mindset changed. I now believe I’m here to create the best world possible. This shift from me to everyone is what altered my entire understanding of passion, and my purpose. Ben Horowitz is one of my digital mentors (meaning I follow his blog). I find him very insightful. Whenever he says (or writes about) anything, I inevitably start nodding my head until my neck is sore. Here’s an excerpt from the commencement speech he gave at Columbia, his alma mater: “Following your passion is a very me centered view of the world, and as you go through life, what you’ll find is that what you take out of the world over time—be it…money, cars, stuff, accolades—is much less important than what you put into the world. And so my recommendation would be to follow your contribution. Find the thing that you’re great at, put that into the world, contribute to others, help the world be better. That is the thing to follow." Most of the time, if you follow your contribution, it’s either already a passion, or likely to become one. Doing something you’re good at is intoxicating, as is contributing to the world. Writing and launching The Connection Algorithm was a full year of hard work. It was the result of countless hours of reflection, deeply philosophical thinking, and brutal honesty. Throughout the entire process, I felt driven, passionate, and motivated. At first, I thought this was because I was doing it on my own. But I’ve come to realize it was something else—something far more profound. Shortly after the book was released, I began receiving emails from people who had read the book and been deeply impacted by it. A highschooler in Miami. An entrepreneur in Amsterdam. A small business owner in the midwest. People were also leaving reviews on Amazon—people I didn’t know, saying the book helped them live a better life. And on my Kindle, I could see passages that people were highlighting. People weren’t just reading my book, they were taking notes on useful things to remember. The craft of writing has been unbelievably fulfilling for me. And so I’m continuing the pursuit. My motivation is no longer to make a buck, or “win at life.” Rather, I’m working to improve the world. I think of myself as an inventor, creating a new piece of art for the world to discover. When you make the world better, you get rewarded. So find your craft, and then determine the best contribution you can make with it.

Some businesses take a unique approach to this. Footwear brand Toms, already beloved thanks to its renowned blend of “social purpose” and product, forgoes splashy celebrity marketing campaigns. Instead, they engage and elevate real customers. During the summer of 2016, Toms engaged more than 3.5 million people in a single day using what they call tribe power. The company tapped into its army of social media followers for its annual One Day Without Shoes initiative to gather millions of Love Notes on social media. However, Toms U.K. marketing manager Sheela Thandasseri explained that their tribe’s Love Notes are not relegated to one day. “Our customers create social content all the time showing them gifting Toms or wearing them on their wedding day, and they tag us because they want us to be part of it.”2 Toms uses customer experience management platform Sprinklr to aggregate interactions on Facebook, Instagram, and Twitter. Toms then engages in a deep analysis of the data generated by its tribe, learning what customers relish and dislike about its products, stores, and salespeople so they can optimize their Complete Product Experience (CPE). That is an aggressive, all-in approach that extracts as much data as possible from every customer interaction in order to see patterns and craft experiences. Your approach might differ based on factors ranging from budget limitations to privacy concerns. But I can attest that earning love does not necessarily require cutting-edge technology or huge expenditures. What it does require is a commitment to delivering the building blocks of lovability that I reviewed in the previous chapter. Lovability begins with a mindset that makes it a priority. The building blocks are feelings — hope, confidence, fun. If you stack them up over and over again, eventually you will turn those feelings into a tower of meaningful benefits for everyone with a stake in your business, including owners, investors, employees, and customers. Now let’s look more closely at those benefits and the groups they affect.

I Repeat: Starting today you are going to focus on Eight Basic Fundamentals. These eight fundamentals will transform your restaurant from OK to GREAT in the next 90 days. (Did he just say 90-days?)  Yes, I did! The Eight Basic Fundamentals are: Set & Achieve a Noble Goal Develop the Owner Mindset Build a Winning Team Build a Customer-Centered Brand Build a Better Marketing & Sales System Build a Better Money Management System Build a Bullet-Proof Operating System Improve, Innovate & Adapt

Donald Trump is a special kind of cultist. He is in no way totalistic—his beliefs can be remarkably fluid—nor is he the leader of a sealed-off cultic community. Rather, his cultism is inseparable from his solipsistic reality. That solipsism emanates only from the self and what the self requires, which makes him the most bizarre and persistent would-be owner of reality. And in his way he has created a community of zealous believers who are geographically dispersed. A considerable portion of his base can be understood as cultist, as followers of a guru who is teacher, guide, and master. From my studies of cults and cultlike behavior, I recognize this aspect of Trump’s relationship to his followers. It is evident at his large-crowd events, which began as campaign rallies but have continued to take place during his presidency. There is a ritual quality to the chants he has led such as “Lock her up!” and “Build that wall!” The latter chant is followed by the guru’s question “And who will pay for it?,” then the crowd’s answer, “Mexico!” The chants and responses are less about policy than they are assertions of guru-disciple ties. The chants are rituals that generate “high states”—or what can even be called experiences of transcendence—in disciples. The back-and-forth brings them closer to the guru and enables them to share his claim to omnipotence and his sacred aura. Trump does not directly express an apocalyptic narrative, but his presence has an apocalyptic aura. He tells us that, as not only a “genius” but a “very stable genius,” he alone can “fix” the terrible problems of our society. To be sure these are bizarre expressions of his extreme grandiosity, but also of a man who would be a savior to a disintegrating world.

A still more sobering social media example of a different kind, one so important that it could well have influenced the presidential election of 2016, was the cooperation between Cambridge Analytica and Facebook. Cambridge Analytica, a political data firm, was largely the creation of Steve Bannon and his billionaire sponsor, Robert Mercer. One former co-executive referred to Cambridge Analytica as “Bannon’s arsenal of weaponry to wage a culture war on America using military strategies.” Cambridge Analytica combined a particularly vicious version of traditional “dirty tricks” with cutting-edge social media savvy. The dirty tricks, according to its former CEO, Alexander Nix, included bribery, sting operations, the use of prostitutes, and “honey traps” (usually involving sexual behavior, sometimes even initiated for the purposes of obtaining compromising photographs) to discredit politicians on whom it conducted opposition research. The social media savvy included advanced methods developed by the Psychometrics Centre of Cambridge University. Aleksandr Kogan, a young Russian American psychologist working there, created an app that enabled him to gain access to elaborate private information on more than fifty million Facebook users, information specifically identifying personality traits that influenced behavior. Kogan had strong links to Facebook, which failed to block his harvesting of that massive data; he then passed the data along to Cambridge Analytica. Kogan also taught at the Saint Petersburg State University in Russia; and given the links between Cambridge Analytica and Russian groups, the material was undoubtedly made available to Russian intelligence. So extensive was Cambridge Analytica’s collection of data that Nix could boast, “Today in the United States we have somewhere close to 4 or 5 thousand data points on every individual…. So we model the personality of every adult across the United States, some 230 million people.” Whatever his exaggeration, he was describing a new means of milieu control that was invisible and potentially manipulable in the extreme. Beyond Cambridge Analytica or Kogan, Russian penetration of American social media has come to be recognized as a vast enterprise involving extensive falsification and across-the-board anti-Clinton messages, with special attention given to African American men in order to discourage them from voting. The Russians apparently reached millions of people and surely had a considerable influence on the outcome of the election. More generally, one can say that social media platforms can now create a totality of their own, and can make themselves available to would-be owners of reality by means of massive deception, distortion, and promulgation of falsehoods. The technology itself promotes mystification and becomes central to creating and sustaining cultism. Trump is the first president to have available to him these developments in social media. His stance toward the wild conspiracism I have mentioned is to stop short of total allegiance to them, but at the same time to facilitate them and call them forth in his tweets and harbor their followers at his rallies. All of this suggests not only that Trump and the new social media are made for each other, but also that the problem will long outlive Trump’s brief, but all too long, moment on the historical stage.

Ironically enough, pets are given more attention than the Supreme Lord under the taking mindset. Prayers to God to grant wishes are made periodically, but pet owners bow down every single day to pick up the waste deposits left by their beloved animals.

How Do You See Rich People? One day, I was eating in a swanky restaurant with a friend—a friend who, ever since I could remember, was permanently in financial lack. Financial problems stuck to him like glue. And his friends avoided him like the plague because he kept borrowing money and never pay them back. While munching, he looked around the nicely decorated room and said, "The owner of this restaurant is probably cheating. He's probably not paying his taxes. He's also probably not paying the right salaries to his waiters. And he's also probably..." I cut him mid-sentence and asked, "How do you know?" I figured he probably had inside information. But he said, "Isn't it obvious? He's so rich. He must be cheating." That day, I realized why my friend was poor and always buried in debt. Although on the outside he wants to get out of poverty, on the inside he wants to remain poor. Subconsciously, he was resisting wealth. His subconscious found a way to avoid becoming rich. Because according to his belief system, all rich people are bad people—and he didn't want to be bad. Do you want to gain a prosperity mindset? Stop judging all rich people as crooks. Some rich people are very good people. When you see a friend becoming rich, share in her joy. Be happy for her. When you do that, you're telling yourself that it's also OK for you to become rich.

PRODUCT MINDSET VERSUS PROJECT MINDSET A project starts with an idea. If the idea sounds promising, a project can be initiated to make it a reality. Important projects require organization and accountability. This is where a project manager comes in. A project manager is someone skilled in managing tasks and people, but not necessarily knowledgeable or passionate about the domain.

This proves that lack of information isn’t the issue holding back the bottom 80% of business owners—it’s human behavior and mindset. That certainly hasn’t changed in the last 100 years.

I think this mindset comes in part from a misconception that the Empire represented some kind of moral journey: that it begins in slavery and conquest and ends in reconciliation and Commonwealth. Slavery was abolished against a background of slave rebellions and increasing industrialisation. As so often happens, a moral course was found to be possible only once the business got difficult. Much in the way that Hollywood sex cases have found themselves on trial now that cinema has been replaced by YouTube videos of people unboxing blenders. The only true reconciliation the Empire cared about was with the slave owners, who were fully compensated.