Ownership Mindset Quotes

The sense of ownership is one reason why abuse tends to get worse as relationships get more serious. The more history and commitment that develop in the couple, the more the abuser comes to think of his partner as a prized object. Possessiveness is at the core of the abuser’s mindset, the spring from which all the other streams spout; on some level he feels that he owns you and therefore has the right to treat you as he sees fit.

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.

Life is at most basic, struggle for ownership of space.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

Your belief systems are what will ultimately dictate what is possible. Overcoming their limitations is not a matter of fighting it, but taking complete ownership, complete integration of all the belief systems that you have right now, and then simply making the choice to introduce inputs into your mental environment that support the truth of what you want to see.

Writing is a physical act that engages your body and mind. Putting your words to paper makes your ideas real and concrete. It unites body and mind into one (and they are one). Take ownership of your life. Start by taking ownership of your words.

Understanding that trauma is personal is crucial. It's not the size of the incident that determines its effect on you. It's how you received/perceived it.

I realized that we all have the ability to live in worlds of our own doing, to own what happens to us, and to shape our inner worlds with such a positive force that our outer worlds have no other choice but to conform.

As you grow older, start using your brains, energy, and the means available to you, however little they may seem, to go after what you need to get better, so that you can have what you want to live the the life you desire.

Personal growth doesn’t occur without effort. The effort is one of recognizing your own power, and taking ownership and responsibility for your own development.

And to start with I would focus on five of these killer apps that have immediate application to governing today: (1) the ability to adapt when confronted by strangers with superior economic and military might without being hobbled by humiliation; (2) the ability to embrace diversity; (3) the ability to assume ownership over the future and one’s own problems; (4) the ability to get the balance right between the federal and the local—that is, to understand that a healthy society, like a healthy tropical forest, is a network of healthy ecosystems on top of ecosystems, each thriving on its own but nourished by the whole; and, maybe most important, (5) the ability to approach politics and problem-solving in the age of accelerations with a mind-set that is entrepreneurial, hybrid, and heterodox and nondogmatic—mixing and coevolving any ideas or ideologies that will create resilience and propulsion, no matter whose “side” they come from. Of

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.

Elite performers win in their minds first. The mind is a battleground where the greatest struggle takes place. The thoughts that win the battle for your mind will direct your life. Mental state affects physical performance. The mind constantly sends messages to the body, and the body listens and responds. Therefore, elite warriors train their minds to focus and think in a way that maximizes how they practice and how they perform in competition. Getting your mind right means managing two things: A) What you focus on. B) How you talk to yourself. If you focus on negative things and talk to yourself in negative ways, that will put you into a negative mindset. Your performance will suffer. If you focus on productive things and talk to yourself in productive ways, that will put you into a productive mindset. Your performance will be enhanced. We teach our players to replace low-performance self-talk with high-performance self-talk. We tell our players, “The voice in your mind is a powerful force. Take ownership of that force.

Tortured Genius.” By this, he did not mean the artist or musician who suffers from mental health issues, but in the context of ownership. No matter how obvious his or her failing, or how valid the criticism, a Tortured Genius, in this sense, accepts zero responsibility for mistakes, makes excuses, and blames everyone else for their failings (and those of their team). In their mind, the rest of the world just can’t see or appreciate the genius in what they are doing. An individual with a Tortured Genius mind-set can have catastrophic impact on a team’s performance.

The dichotomy with the Default: Aggressive mind-set is that sometimes hesitation allows a leader to further understand a situation so that he or she can react properly to it. Rather than immediately respond to enemy fire, sometimes the prudent decision is to wait and see how it develops.

To thrive in the post COVID19 context leaders will be forced to become more conscious and considerate in their human element situations. Greeders will opt for digital first strategies, and less humans. REAL leaders will take ownership of making their business a force-for-good, supporting People, Planet AND Profits.

An aggressive mind-set should be the default setting of any leader. Default: Aggressive. This means that the best leaders, the best teams, don’t wait to act. Instead, understanding the strategic vision (or commander’s intent), they aggressively execute to overcome obstacles, capitalize on immediate opportunities, accomplish the mission, and win.

The earlier the entrepreneurial mind-set is introduced in our young people, the more potent it can be. Start teaching young people to observe the needs of others and to think about how to satisfy those needs through voluntary trade and make a profit. When you see a store, discuss it. Point out prices. Point out quality. Raise their consciousness about ownership. Ask them who owns that building? What would that building sell for? How could we get money to buy that building? What problems does our community have? What new businesses would solve them?

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.

When individuals feel comfortable approaching their leaders, their confidence to share ideas, discuss problems, and offer suggestions is strengthened. It emboldens them to take personal ownership and perform at higher levels within the organization.

But the only thing that will help you become a better leader is your ability to ask the right questions, and the patience to truly listen to the answers. This will generate ownership and help you connect with your team.

And yet the CDC wasn’t the right agency to take ownership of anticipating and developing strategies to counter national security threats, because it possesses a retrospective mind-set.

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.

NOT EXACTLY REPRESENTING LIBERTY FOR ALL AMERICANS Founded by Roger Baldwin in 1920, the ACLU claims to be a nonpartisan organization defending the liberties of all citizens. To understand the true worldview of an organization, we must look at its founder and its history. Baldwin, an agnostic and socialist with an elitist mindset, was given the Medal of Freedom in 1981 from President Jimmy Carter. One of Baldwin’s friends was eugenicist Margaret Sanger, founder of Planned Parenthood. Indisputable links exist between the ACLU, abortionists, and progressives from their early days. I am for socialism, disarmament, and ultimately for abolishing the state itself as an instrument of violence and compulsion. I seek social ownership of property, the abolition of the propertied class, and sole control by those who produce wealth. Communism is the goal.[1] [1]  Peggy Lamsom, Roger Baldwin: Founder of the American Civil Liberties Union; A Portrait (Boston: Houghton-Mifflin, 1976), p. 192. —ACLU founder, Roger Baldwin

Acknowledging that everything comes from God and belongs to God is the beginning of wisdom-it alleviates the pressure of ownership and positions us as stewards over God's property.

Contrary to what personal finance charlatans would have us believe, poverty is not a mindset—it is the inevitable and necessary by-product of a system wherein life is only guaranteed to those who have wealth and wealth is distributed via ownership and not labor. Poverty is a capitalist’s main resource, as it ensures there will always be a class of people to exploit.

The way to take ownership is to realize that everything that happens is a consequence of your free will.

How we own our mindset will bring abundance or scarcity.

And yet the CDC wasn’t the right agency to take ownership of anticipating and developing strategies to counter national security threats, because it possesses a retrospective mind-set. The CDC doesn’t generally focus on actionable assessments of future risks; it produces academically oriented after-action reports in an effort to define new scientific principles.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges.

They worry that I am assigning too much blame to the system and not granting "agency" to the low-income. They want me to say more about this group and they want me to suggest the right "nudges" that would push people to behave in certain ways. They want to know: what can we do to help "empower" the low-income so that they can help themselves? The problem with this mindset - not of those who are powerless but those who are relatively powerful - is that power is not a frame of mind but a material condition. People sitting in positions of authority are powerful not because they feel empowered bu because they have power. Their feelings of empowerment are an outcome of their actual ownership of power, not the cause. One can think - and indeed many of the low-income people I speak with do this - "I can do this. I must try". But if one is in fact lacking in power - lacking in control over time; lacking in leverage in the labour market; lacking in bargaining power with managers, teachers, social workers, landlords, creditors - no amount of merely changing how they think about themselves will change these realities.

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

A new life awaits you through courageous new thinking.

OWNERSHIP MUST NOT STAND ON THE PILLARS OF EXCEPTIONS.

No matter how obvious his or her failing, or how valid the criticism, a Tortured Genius, in this sense, accepts zero responsibility for mistakes, makes excuses, and blames everyone else for their failings (and those of their team). In their mind, the rest of the world just can’t see or appreciate the genius in what they are doing. An individual with a Tortured Genius mind-set can have catastrophic impact on a team’s performance.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team.

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.

It was precisely here that the Church was born, in the margins of the Cross where so many of the crucified are found….This is why they followed Jesus. He gave them dignity….To do this Jesus had to reject the mindset of the religious elites of his day, who had taken ownership of law and tradition. Possession of the goods of religion became a means of putting themselves above others, others not like them, whom they inspected and judged. By mixing with tax collectors and ‘women of ill repute,’ Jesus wrested religion from its imprisonment in the confines of the elites, of specialized knowledge and privileged families, in order to make every person and situation capable of God. By walking with the poor, the outcasts, and the marginalized. He smashed the wall that prevented the Lord from coming close to His people, among His flock. In showing God’s closeness to the poor and sinners, Jesus indicted the mindset that trusts in self-justification, ignoring what happens around them.