Ownership Attitude Quotes

Abuse grows from attitudes and values, not feelings. The roots are ownership, the trunk is entitlement, and the branches are control.

The 7 Steps to Transformation: 1. Dream it. 2. Envision it. 3. Think it. 4. Grow it. 5. Become it. 6. Live it. 7. OWN it.

What is politics, after all, but the compulsion to preside over property and make other peoples' decisions for them? Liberty, the very opposite of ownership and control, cannot, then, result from political action, either at the polls or the barricades, but rather evolves out of attitude. If it results from anything, it may be levity. If civilization is ever going to be anything but a grandiose pratfall, anything more than a can of deodorizer in the sh*thouse of existence, the people are going to have to concern themselves with magic and poetry. Reality is subjective, and there's an unenlightened tendency in this culture to regard something as 'important' only if it's sober and severe. Your Cheerful Dumb are not so much happy as lobotomized. But your Gloomy Smart are just as ridiculous. When you're unhappy, you get to pay a lot of attention to yourself. And you get to take yourself oh so very seriously. Your truly happy people, which is to say, your people who truly LIKE themselves, they don't think about themselves very much. Your unhappy person resents it when you try to cheer him up, because that means he has to stop dwelling on himself and start paying attention to the universe. Unhappiness is the ultimate form of self-indulgence. Humanity has advanced, when it has advanced, not because it has been sober, responsible, and cautious, but because it has been playful, rebellious, and immature.

What is politics, after all, but the compulsion to preside over property and make others people's decisions for them? Liberty, the very opposite of ownership and control, cannot, then, result from political action, either at the polls or at the barricades, but rather evolves out of attitude. If it results from anything, it must be levity.

In the theater, the attitude of righteous ownership deprives the audience of an encounter with the unfamiliar.

Liberty, the very opposite of ownership and control, cannot, then, result from political action, either at the polls or the barricades, but rather evolves out of attitude. If it results from anything, it may be levity.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

Boat Crew Six had become comfortable with substandard performance. Working under poor leadership and an unending cycle of blame, the team constantly failed. No one took ownership, assumed responsibility, or adopted a winning attitude.

It will be very hard. You’ll make a million mistakes, and you’ll pay for them all, one way or another. But the hard parts will be your parts, they won’t be hard parts other people have imposed on you for their own reasons, or maybe for no reason at all. And your ownership of them – your responsibility to and for them – makes all the difference in the world.

Within each one of us there is a healer. Healing has always been a way and a deep source of joy for me. Healing is basically our own energy, which overflows from our inner being, from the meditative quality within, from the inner silence and emptiness. Healing is pure love in essence. Love is what creates healing. Love is the strongest force there is. The sheer presence of love is, in itself, healing. It is more the absence of love – than the presence of love –, which creates problems. Healing is a quality, which we can freely share without any ownership. Healing is not something that we can claim as our own; healing is to be a medium, a channel, for the whole. Healing is a medium through which we can develop our inner qualities of presence, love, joy, intuition, truth, silence, wisdom, creativity and inner wholeness. Healing comes originally from the silence within, where we are already in contact with the whole, with the divine. Healing is what makes us spread our inner wings of love and silence and soar high on the sky of consciousness and touch the stars. Healing is to be in service of God. People who have a quality of heart and sensitivity are naturally healing. With some people that we meet, we feel naturally uplifted and inspired. With other people that we meet, we become tired and heavy. With people, who can listen without judging and evaluating, it is easy to find the right words to share problems and difficulties. And with other people, it seems almost impossible to find the right words. People, who have a healing presence and quality, can support our own inner source of love, truth and silence through their presence. These people also seem to have an intuitive sensitivity to saying the right words, which lift and inspires us. This is the people whose presence can mirror the inner truth, which we already know deep within ourselves. The human heart is a healer, which heals others and ourselves. It is the hearts quality of love, acceptance and compassion, plus communication through words, that creates healing. A word that comes from the heart creates healing. A silent listening with a quality of presence and an accepting attitude creates space for healing to happen. Without love it is only possible to reach the personality of the other person, to reach the surface and periphery of the other person The gift of healing comes when we see the other person with love and compassion. It is the quality of heart, which creates the love and the genuine caring for the other person. When our words are carried by the quality of heart, you can say almost anything to the other person and he will still be able to be open and receptive. But if our words lack the quality of heart, it also becomes difficult for the other person to continue to be open and receptive. Even if a therapist is very skilful, technically, or has a clear clairvoyant ability, and still lacks the natural roots in the soil of the heart, then his words will not touch the heart of the other person.

A thin line separates success from failure, the great companies from the ordinary ones. Below that line lies excuse making, blaming others, confusion, and an attitude of helplessness, while above that line we find a sense of reality, ownership, commitment, solutions to problems, and determined action. While losers languish Below The Line, preparing stories that explain why past efforts went awry, winners reside Above The Line, powered by commitment and hard work.

It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

In a rigorous statistical analysis linking county-level slave ownership from the 1860 US census and public opinion data collected between 2016 and 2011 by the Cooperative Congressional Election Study (CCES), a large-scale national survey of the American electorate conducted by nearly forty universities, they find that whites residing in areas that had the highest levels of slavery in 1860 demonstrate significantly different attitudes today from whites who reside in areas that had lower historical levels of slavery: (1) they are more politically conservative and Republican leaning; (2) they are more opposed to affirmative action; and (3) they score higher on questions measuring racial resentment.

This neo-liberal establishment would have us believe that, during its miracle years between the 1960s and the 1980s, Korea pursued a neo-liberal economic development strategy. The reality, however, was very different indeed. What Korea actually did during these decades was to nurture certain new industries, selected by the government in consultation with the private sector, through tariff protection, subsidies and other forms of government support (e.g., overseas marketing information services provided by the state export agency) until they 'grew up' enough to withstand international competition. The government owned all the banks, so it could direct the life blood of business-credit. Some big projects were undertaken directly by state-owned enterprises-the steel maker, POSCO, being the best example-although the country had a pragmatic, rather than ideological, attitude to the issue of state ownership. If private enterprises worked well, that was fine; if they did not invest in important areas, the government had no qualms about setting up state-owned enterprises (SOEs); and if some private enterprises were mismanaged, the government often took them over, restructured them, and usually (but not always) sold them off again.

The best leaders checked their egos, accepted blame, sought out constructive criticism, and took detailed notes for improvement. They exhibited Extreme Ownership, and as a result, their SEAL platoons and task units dominated. When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else,

Friend! There’s a subtle feature of speculative behaviour which reflects the public attitude to money itself. When money is in its right place, fulfilling its proper function, men’s minds are fixed upon the goods and services which money can help them to exchange. In such an economic environment the producers of real wealth are seen to earn a fitting reward for their labours and expertise, and in fact productive and community endeavour are portrayed universally as almost the sole means whereby the individual can get himself a goodly share of the world’s riches. Let there just be a change in the emphasis however. Raise the interest rates. Exacerbate the debt structure. Turn money into a commodity which can be bought and sold at a profit. Then you create a breed of men who live by their dexterity at the exchanges. When these men are seen to prosper more considerably than the producers of goods and services, there is a desire amongst the ordinary plodding citizenry to command a share of the action, and to participate in what are seen as easily made profits. Many a fond illusion was wiped out in the collapse of Wall Street share values during the crash of 1929. Whole volumes have been written about its causes and repercussions, and about the sinister shift in real estate ownership which took place during the spate of liquidations and forced sales which followed. But we shall content ourselves meanwhile with the comment that it was just one of a chain of events that were set in motion way back in 1913 when the Federal Reserve Bank was formed to lend money to the Government.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And

This negative attitude infected his entire boat crew.

His attitude reflected victimization: life dealt him and his boat crew members a disadvantage, which justified poor performance.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t.

Bunch of Quotes … Legend: #/ = page number 12/ Money as Archetype. The key point is that money must have power over us inwardly in order to have power in the world. We must believe in its value before we will change our conduct based on whether or not we will receive it. In the broadest sense, money becomes a vehicle of relationship. It enables us to make choices and cooperate with one another, it singlas what we will do with our energy. 16/ The Latin word moneta derives from the Indo-European root men-, which means to use one’s mind or think. The goddess Moneta is modeled on the Greek goddess of memory, Mnemosyne. Contained in the power to remember is the ability to warn, so Moneta is also considered to be a goddess who can give warnings. To suggest money can affect us in different ways we might remember that the Greek words menos (which means spirit, courage, purpose) and mania (which means madness) come from the same root as memory and Moneta. Measurement, from the Indo-European root me-, also relates to mental abilities and is a crucial aspect of money. 95/ [Crawford relates the experience of a friend], a mother, whose only son suffered from drug addiction. … At last she overcame her motherly instincts and refused him a place to stay and food and money. [She gave him a resources list for dealing with addiction.] 98/ Even an addition, according to psychologist C.G. Jung, a form of spiritual craving. Jung expressed this viewpoint in correspondence with Bill Wilson (Bill W), the founder of Alcoholics Anonymous. 107/ The inner search is not a denial of our outer needs, but rather in part a way of learning the right attitudes and actions with which to deal with the outer world—including money and ownership. 114/ Maimonodes, Golden Ladder of Charity. [this list is from charitywatch.org] Maimonides, a 12th century Jewish scholar, invented the following ladder of giving. Each rung up represents a higher degree of virtue: 1. The lowest: Giving begrudgingly and making the recipient feel disgraced or embarrassed. 2. Giving cheerfully but giving too little. 3. Giving cheerfully and adequately but only after being asked. 4. Giving before being asked. 5. Giving when you do not know who is the individual benefiting, but the recipient knows your identity. 6. Giving when you know who is the individual benefiting, but the recipient does not know your identity. 7. Giving when neither the donor nor the recipient is aware of the other's identity. 8. The Highest: Giving money, a loan, your time or whatever else it takes to enable an individual to be self-reliant. 129/ Remember as this myth unfolds [Persephone] that we are speaking of inheritance in the larger sense. What we inherit is not merely money and only received at death, but it is everything, both good and bad, that we receive from our parents throughout our lifetime. When we examine such an inheritance, some of what we receive will be truly ours and worthwhile to keep. The rest we must learn to surrender if we are to get on with our own lives. 133/ As so happens, the child must deal with what the parent refuses to confront. 146/ Whether the parent is alive or dead, the child may believe some flaw in the parent has crippled and limited the child’s life. To become attached to this point of view is damaging, because the child fails to take responsibility for his or her own destiny.

The focus on the self or individual consciousness is obsessed with control, ownership, and an attitude of “Mine, Mine, Mine” that not only blocks movement towards non-localized consciousness but also generates issues and conflicts along the way. It creates a xenophobia that nests and nests.

The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

My focus is having the students develop a vision for themselves and transforming their attitudes, taking ownership of the vision. The rest—the test scores and achievement gaps—will take care of themselves.

ownergy= ownership + energy. A word i coined together to mean working with a clear sense of ownership and energy to achieve great success. Brimekonsult.

When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else, and inevitably the team was ineffective and unable to properly execute a plan.

Disappointment is a wave, that I can respond to in different ways. I have a choice. I can focus on what I can control, instead of what I cannot control.

took them everywhere, even to drive-in movies. While their favorite foods were marshmallows, Mountain Dew, and venison jerky, they were also big fans of live seafood. We used to fill a kiddie pool with a few inches of water and then populate it with crayfish and chubs that we netted from our lake. Watching the raccoons chase around their dinner in the water was better entertainment than anything you’d find on TV. But the problem with raccoon ownership is that the animals begin to go wild and crazy when they’re around seven months old. Critter got so territorial and aggressive that he’d attack you whenever you brought him a marshmallow. He somehow mistook the gesture of offering the treat as an attempt to steal it. He got to be so dangerous to be around that I had to drive him way back into the woods to release him into the wild. Some weeks later a buddy of mine pulled up in his truck and said he found my raccoon. When he opened the door, out rushed a raccoon that was certainly not Critter. The animal ran across the driveway, bit my dad on the leg, and then scurried up a tree. We then had to get a .22 and kill the raccoon in order to check it for rabies. Critter was never seen again, and we came to blame his maleness for his bad attitude. That’s why we got both a male and a female the second time

Accepting personal responsibility. An amazing thing happens when you bite the bullet and, for better or for worse, take personal responsibility for your behavior, attitude, and mistakes. It is so refreshing to have someone step up and flat out say, “I tried this, it didn’t work. Here is how I am going to fix it.” That is a person you know you can trust, one that you can count on to get the job done. The immediate respect you gain from your teammates when you take ownership and responsibility for errors is very powerful.

When our past, or our circumstances, are our source, we'll come up short. But if we'll let God be our source, the possibilities are endless.

See the things you want as if they were actually around you all the time; see yourself as owning and using them. Make use of them in imagination just as you will use them when they are your tangible possessions. Dwell upon your mental picture until it is clear and distinct, and then take the Mental Attitude of Ownership toward everything in that picture. Take possession of it, in mind, in the full faith that it is actually yours.

There are, likewise, other senior leaders who are so far removed from the troops executing on the frontline that they become ineffective. These leaders might give the appearance of control, but they actually have no idea what their troops are doing and cannot effectively direct their teams. We call this trait “battlefield aloofness.” This attitude creates a significant disconnect between leadership and the troops, and such a leader’s team will struggle to effectively accomplish their mission.

R.A. was conceived in 2006 by a Swede named Andie Nordgren, and its adherents believed that because love is not a limited resource, traditional hierarchical relationships that treat it as such are not just unnecessary but harmful, perpetuating toxic, retrograde attitudes that equate love with ownership. One should allow space in one’s life for the kind of intimacy that can be cut off when one designates a single person as special and reserved, and therefore owed and owing. Even designating a category of relationship as special and reserved was poison. Romantic relationships are not better than platonic or familial ones. The ingrained belief that romantic love should be life’s organizing principle is inextricably linked to patriarchy and the oppression of minorities, the poor, and immigrants, among other populations. The resulting expectations kill love at the root. When care-taking duties are foisted onto individuals and families, rather than supplied and paid for by the state, as they should be, the state must make it seem like this is the natural and noble situation. Propaganda. Marriage is obviously propaganda, but so are all conventional relationships because all conventional relationships cannot help but situate themselves in relation to marriage. Whether they are like marriage, or on track to marriage, or on track to being like marriage or not. Marriage is all-encompassing and cannot but enforce hierarchy. Thus, ritualized domestic exclusion begets systemic exclusion via our admiration and craving for exclusivity.

One of my hopes in writing this book is that anyone reading it starts thinking of themselves as a founder. Maybe not of an entire company, but the founder of a team, a family, a culture. The fundamental lesson from Google’s experience is that you must first choose whether you want to be a founder or an employee. It’s not a question of literal ownership. It’s a question of attitude.

The court cases and acts of legislation that enshrined Jim Crow as the law of the land did not unfold in a vacuum. The larger context for them was the ideology of white supremacy, the set of beliefs and attitudes about the nature of black people that arose to justify their unprecedented economic exploitation in the transatlantic slave trade. Following the Civil War, this ideology evolved in order to maintain the country’s racial hierarchy in the face of emancipation and black citizenship. Anything but unmoored or isolated, white power was reinforced in this new era by the nation’s cultural, economic, educational, legal, and violently extralegal systems, including lynching. Among its root and branches were the paired mythology of white women’s rape and black men’s brutality, the convict-lease system, disenfranchisement, and the choking off of access to capital and property ownership. In many ways, this ideology still roams freely in our country today.

There is an answer to the age-old question of whether leaders are born or made. Obviously, some are born with natural leadership qualities, such as charisma, eloquence, sharp wit, a decisive mind, the willingness to accept risk when others might falter, or the ability to remain calm in chaotic, high-pressure situations. Others may not possess these qualities innately. But with a willingness to learn, with a humble attitude that seeks valid constructive criticism in order to improve, with disciplined practice and training, even those with less natural ability can develop into highly effective leaders. Others who were blessed with all the natural talent in the world will fail as leaders if they are not humble enough to own their mistakes, admit that they don’t have it all figured out, seek guidance, learn, and continuously grow.

When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else, and inevitably the team was ineffective and unable to properly execute a plan. Continuing, I told the VP, “In those situations, you ended up with a unit that never felt they were to blame for anything. All they did was make excuses and ultimately never made the adjustments necessary to fix problems. Now, compare that to the commander who came in and took the blame. He said, ‘My subordinate leaders made bad calls; I must not have explained the overall intent well enough.’ Or, ‘The assault force didn’t execute the way I envisioned; I need to make sure they better understand my intent and rehearse more thoroughly.’ The good leaders took ownership of the mistakes and shortfalls. That’s the key difference.

It’s counterintuitive,” I said. “It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

There was one big problem with the book Extreme Ownership: the title. While it drove home the most important leadership foundation in the book, it was also slightly misleading. Extreme Ownership is the foundation of good leadership. But leadership seldom requires extreme ideas or attitudes. In fact, quite the opposite is true: leadership requires balance. We addressed that concept in chapter 12 of Extreme Ownership, “Discipline Equals Freedom—The Dichotomy of Leadership.” But as we assessed legions of leaders in companies, teams, and organizations as they implemented the principles we taught in the book, many struggled to find that balance. This struggle represents the biggest challenge we observed as we trained and advised hundreds of companies and thousands of leaders over the past few years with our leadership consulting company, Echelon Front.

There is an answer to the age-old question of whether leaders are born or made. Obviously, some are born with natural leadership qualities, such as charisma, eloquence, sharp wit, a decisive mind, the willingness to accept risk when others might falter, or the ability to remain calm in chaotic, high-pressure situations. Others may not possess these qualities innately. But with a willingness to learn, with a humble attitude that seeks valid constructive criticism in order to improve, with disciplined practice and training, even those with less natural ability can develop into highly effective leaders. Others who were blessed with all the natural talent in the world will fail as leaders if they are not humble enough to own their mistakes, admit that they don’t have it all figured out, seek guidance, learn, and continuously grow. With a mind-set of Extreme Ownership, any person can develop into a highly effective leader.

We do not invite God to our projects but rather we are invitees to God's projects; He actually owns the project and gives us the favor to work with Him. So we better straighten our attitude towards work and ministry, and help us sleep at night peacefully!