Ownership Motivational Quotes

We can only aspire to become unshakable when we take ownership for our state of mind and how we feel about situations life hands out to us

WHEN YOU WORK FOR OTHERS, YOU ARE AT THEIR MERCY. THEY OWN YOUR WORK; THEY OWN YOU. YOUR CREATIVE SPIRIT IS SQUASHED. WHAT KEEPS YOU IN SUCH POSITIONS IS A FEAR OF HAVING TO SINK OR SWIM ON YOUR OWN. INSTEAD YOU SHOULD HAVE A GREATER FEAR OF WHAT WILL HAPPEN TO YOU IF YOU REMAIN DEPENDENT ON OTHERS FOR POWER. YOUR GOAL IN EVERY MANEUVER IN LIFE MUST BE OWNERSHIP, WORKING THE CORNER FOR YOURSELF. WHEN IT IS YOURS TO LOSE-YOU ARE MORE MOTIVATED, MORE CREATIVE, MORE ALIVE. THE ULTIMATE POWER IN LIFE IS TO BE COMPLETELY SELF-RELIANT, COMPLETELY YOURSELF.

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.

No matter what the industry you choose to ultimately invest all your time and energy in, be sure you're the owner, founder, and CEO. Remember, if you don't own it, you can't control it nor can you depend on it.

Because our power is motivating, and gives momentum and ownership of changes to those who dream of failure.

Father of the fatherless son, now is the time to take ownership and see your own responsibility in the problem. Do not be a missing mystery. Do not be a fatherless father that covers up his flaws. Own up to it, and be the start of healing the unhealed fatherless son.

Leading people is about communicating a mission and then letting them take part in it. If you want to motivate a colleague, empower a team, or inspire a friend, all you have to do is figure out how to give them ownership.

Father of the fatherless son, do not underestimate the impact of your physical and emotional absence. Do not limit your role in your son’s life. Be the tools your son needs to help build his present and future. Father of the fatherless son, now is the time to take ownership and see your own responsibility in the problem. Do not be a missing mystery. Do not be a fatherless father that covers up his flaws. Own up to it, and be the start of healing the unhealed fatherless son.

It shows that when we work harder and spend a bit more time and effort, we feel a greater sense of ownership and thus enjoy more the fruits of our efforts.

The worst thing that can happen to you as a young person, is to refuse to grow up. You refuse to grow up when you believe that someone else must take responsibility for your life and life circumstances.

How do you know if someone loves herself? No hairstyle, religion, or ethnicity has ownership of self-love or a greater propensity toward self-hatred. The best way to tell if a woman loves herself is by how she treats herself and others. She makes self-loving choices.

Don't get too lost in consumerism or materialism. As for ownership, the ultimate test of it is were you born with it and can you take it with you when you leave?

He who loves his job, will own it.

What's the meaning of ownership after you cease to exist?

Our instruments of communication have changed, our ways of communication have changed, and, most important, the ownership of media has changed—because now we all own media.

By your thoughts, decisions, and actions, you create your future. You're in charge of where you are, how you got there, and what you create next.

Own the moment or the moment will own you

When you take ownership, you don’t have to worry about what happens to you or how other people might treat you or what obstacles might come your way, because ultimately you are in control.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

I use “anticapitalist” because conservative defenders of capitalism regularly say their liberal and socialist opponents are against capitalism. They say efforts to provide a safety net for all people are “anticapitalist.” They say attempts to prevent monopolies are “anticapitalist.” They say efforts that strengthen weak unions and weaken exploitative owners are “anticapitalist.” They say plans to normalize worker ownership and regulations protecting consumers, workers, and environments from big business are “anticapitalist.” They say laws taxing the richest more than the middle class, redistributing pilfered wealth, and guaranteeing basic incomes are “anticapitalist.” They say wars to end poverty are “anticapitalist.” They say campaigns to remove the profit motive from essential life sectors like education, healthcare, utilities, mass media, and incarceration are “anticapitalist.” In doing so, these conservative defenders are defining capitalism. They define capitalism as the freedom to exploit people into economic ruin; the freedom to assassinate unions; the freedom to prey on unprotected consumers, workers, and environments; the freedom to value quarterly profits over climate change; the freedom to undermine small businesses and cushion corporations; the freedom from competition; the freedom not to pay taxes; the freedom to heave the tax burden onto the middle and lower classes; the freedom to commodify everything and everyone; the freedom to keep poor people poor and middle-income people struggling to stay middle income, and make rich people richer. The history of capitalism—of world warring, classing, slave trading, enslaving, colonizing, depressing wages, and dispossessing land and labor and resources and rights—bears out the conservative definition of capitalism.

Humans are purpose-driven creatures. We want to believe there are reasons behind everything we do. Before leaders can inspire action, they have to get emotional buy-in. When we explain the motivations behind a goal, it allows listeners to feel partial ownership of that goal.

Entitlement is a double- edged sword (or a double-jawed trap) for kids. On one edge it gives kids all that they don’t need—indulgence, dullness, conceit, and laziness; and on the backswing, it takes from them everything they do need—motivation, inde- pendence, inventiveness, pride, responsibility, and a chance to really work for things and to build their own sense of fulfill- ment and self-esteem.

Doing it all the time, whether or not we are in the mood, gives us ownership of our writing ability. It takes it out of the realm of conjuring where we stand on the rock of isolation, begging the winds for inspiration, and it makes it something as do-able as picking up a hammer and pounding a nail. Writing may be an art, but it is certainly a craft. It is a simple and workable thing that can be as steady and reliable as a chore—does that ruin the romance?

Despite shared language, ethnicity, and culture, alliances nurtured deep, long-standing hostilities toward one another, the original source of which was often unknown. They had always been enemies, and so they remained enemies. Indeed, hostility between alliances defined the natives’ lives. If covered by a glass roof, the valley would’ve been a terrarium of human conflict, an ecosystem fueled by sunshine, river water, pigs, sweet potatoes, and war among neighbors. Their ancestors told them that waging war was a moral obligation and a necessity of life. Men said, “If there is no war, we will die.” War’s permanence was even part of the language. If a man said “our war,” he structured the phrase the same way he’d describe an irrevocable fact. If he spoke of a possession such as “our wood,” he used different parts of speech. The meaning was clear: ownership of wood might change, but wars were forever. When compared with the causes of World War II, the motives underlying native wars were difficult for outsiders to grasp. They didn’t fight for land, wealth, or power. Neither side sought to repel or conquer a foreign people, to protect a way of life, or to change their enemies’ beliefs, which both sides already shared. Neither side considered war a necessary evil, a failure of diplomacy, or an interruption of a desired peace. Peace wasn’t waiting on the far side of war. There was no far side. War moved through different phases in the valley. It ebbed and flowed. But it never ended. A lifetime of war was an inheritance every child could count on.

By letting the participants create their own follow-ups and time schedule, I’m trying to create a sense of ownership in them. This principle is known as the “IKEA Effect,” named for the home furnishings retailer whose products are notoriously difficult to assemble. The IKEA Effect states that by forcing consumers to play an active role in the assembly of their dresser or bookshelf, they will value the product more highly than if it were assembled in store.11 In a similar fashion, by creating their own deadlines, employees will be more motivated to meet them.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How ironic was it to learn that something as simple as a chicken coop or the basic planting of trees and gardens could be the most important thing we do to stabilize parts of the World of Disorder? Who ever would have thought it would become a national security and personal security imperative for all of us to scale the Golden Rule further and wider than ever? And who can deny that when individuals get so super-empowered and interdependent at the same time, it becomes more vital than ever to be able to look into the face of your neighbor or the stranger or the refugee or the migrant and see in that person a brother or sister? Who can ignore the fact that the key to Tunisia’s success in the Arab Spring was that it had a little bit more “civil society” than any other Arab country—not cell phones or Facebook friends? How many times and in how many different contexts did people mention to me the word “trust” between two human beings as the true enabler of all good things? And whoever thought that the key to building a healthy community would be a dining room table? That’s why I wasn’t surprised that when I asked Surgeon General Murthy what was the biggest disease in America today, without hesitation he answered: “It’s not cancer. It’s not heart disease. It’s isolation. It is the pronounced isolation that so many people are experiencing that is the great pathology of our lives today.” How ironic. We are the most technologically connected generation in human history—and yet more people feel more isolated than ever. This only reinforces Murthy’s earlier point—that the connections that matter most, and are in most short supply today, are the human-to-human ones.

Every problem has a solution”. I have never come across a problem which couldn’t be solved. However, in order to solve a problem, we need two things – a. Define what the problem is? For example, “I am not happy with my job” is a generalized statement. Detect the root cause; is your reporting manager’s behavior is a problem? Is your inability to cope with the demands of your job a problem? Are the processes and the systems you need to follow to complete your job a problem? Is your compensation a problem? Are you not motivated enough to do your job? Is work-life balance a problem? Often, we combine multiple problems into one and then look for one solution to solve them all. It doesn’t work that way. b. Take ownership to find a solution to your problem and stay committed until you find a solution. There is a saying, “Problem is not a problem. It is our approach towards the problem that’s the primary cause of the problem”. And, most importantly, it is YOU who need to solve problems of your life...problems that are bothering you. So, take the ownership. If you are not able to define your problem in less than TEN words and if you don’t take the ownership of resolving it and you still cry about problems in your life...that process is called ranting, playing blame games, spreading negativity, etc.

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

New companion Yoo Joonghyuk's Black Heavenly Demon Sword filled with the power of transcendence flew to my neck. It was an inevitable blow. Then a crack appeared in the ceiling of the banquet hall. Yoo Joonghyuk looked up at the ceiling but it was already too late. The running Yoo Joonghyuk was crushed by the fragments of the broken ceiling. Some large pieces were avoided but there were too many stones pouring down. I saw a shadow in the dirty dust. The hair was sweaty like the person had rushed here. The bandages half released from the left arm was blowing in the wind. In the dust, this person smiled as she trampled on Yoo Joonghyuk. "I knew you couldn't do this without me." [The incarnation 'Han Sooyoung' is jumping into the verdict of the giant story!] pg 3901 38. Perhaps Han Sooyoung had adjusted her shares ownership to Lee Seolhwa as soon as she learnt the information here. Then she came straight to this place. Han Sooyoung turned towards the surrounding constellations and declared with a growl, "I am evil. In addition, that fucking Kim Dokja standing over there is definitely evil." Han Sooyoung made me evil regardless of everything else and continued looking at Yoo Joonghyuk and the party members. pg 3903 39. This person shouting with her short hair flying looked amazing. At this time, Han Sooyoung could be seen as the main character, not Yoo Joonghyuk. pg 3903 40. The eyes of the group shook. I saw Han Sooyoung turn away. Then I spoke like I was pulling the trigger. "You are characters of a story." pg 3925 41. 'It's no fun when no one is fighting back'pg4046 42. However, I endured. I simply had to. So that I could grasp that one and only chance soon to be coming my way pg 4078 43. Along with the explosive grinding noise, blue sparks danced in the air. "Why are you standing around dazed like that, you dumbass?!" Han Sooyoung was standing next to me now pg 4102

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

But if you push the ownership of problems down into the ranks of an organization, then everyone feels free (and motivated) to attempt to solve whatever problem they face, big or small. I can’t predict everything that our employees will do or how they will respond to problems, and that is a good thing. The key is to create a response structure that matches the problem structure.

Usenet bulletin-board posting, August 21, 1994: Well-capitalized start-up seeks extremely talented C/C++/Unix developers to help pioneer commerce on the Internet. You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible. You should have a BS, MS, or PhD in Computer Science or the equivalent. Top-notch communication skills are essential. Familiarity with web servers and HTML would be helpful but is not necessary. Expect talented, motivated, intense, and interesting co-workers. Must be willing to relocate to the Seattle area (we will help cover moving costs). Your compensation will include meaningful equity ownership. Send resume and cover letter to Jeff Bezos.

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.

The more you enjoy the job, the more likely it is that you will have the motivation to address your weaknesses, seek coaching, and take ownership of making the needed improvements in your skills.

This brings us to a central truth about organizations: they are inherently messy. There are no panaceas, no structures that solve all problems. Any attempts to completely eliminate the mess are doomed to failure. Yes, there are costly inefficiencies in decentralization, but the fire of personal ownership—of being our own little business—elevates human motivation and stimulates innovation in powerful, albeit somewhat chaotic, ways.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

Dr. Mayo echoed precisely that point, saying: “It means delegating, entrusting, giving up a degree of ownership and control—it’s tough to do, you have to work on your own ego—it’s not ‘my event’ anymore.” Her mentors advised the flattening of the organization and sharing of responsibilities, she recalls, “so as to improve teamwork and motivation.” She noted that “There are now five people ready to take my position—there are shared decisions and attention. That is because we let others feel they could make a decision.” This is good because Dr. Mayo said she is in “a process of detachment” and now is “looking for ways to make it [CASP] truly self-sustainable financially.

We have also learned that we're much more driven by all kinds of intangible, emotional forces: the need to be recognized and to feel ownership; to feel a sense of accomplishment; to find the security of a long-term commitment and a sense of shared purpose. We want to feel as if our labor and lives matter in some way, even after death.

Commitment to another person's dream is not ownership; take active courage to work towards who you want to be.

First, I am thrilled that paramedics are finally getting the respect they deserve for being the professionals they can be. The scope of practice is expanding, and patient care modalities are improving, seemingly by the minute. Patient outcomes are also improving as a result, and EMS is passing through puberty and forging into adulthood. On the other hand, autonomy in the hands of the “lesser-motivated,” can be a very dangerous thing. You know as well as I do that there are still plenty of providers who operate from a subjective, complacent, and downright lazy place. Combined with the ever-expanding autonomy, that provider just became more dangerous than he or she ever has been – to the patients and to you. Autonomy in patient care places more pressure for excellence on the provider charged with delivering it, and also on the partner and crew members on scene. Since the base hospital is not involved like it once was, they are likewise less responsible for the errors and omissions of the medics on the scene. Now more than ever, crew members are being held to answer for the mistakes and follies of their coworkers; now more than ever, EMS providers are working without a net. What’s next? I predict (and hope) emergency medical Darwinism is going to force some painful and necessary changes. First, increasing autonomy is going to result in the better and best providing superior patient care. More personal ownership of the results is going to manifest in outcomes such as increased cardiac arrest survival rates, faster and more complete stroke recovery, and significantly better outcomes for STEMI patients, all leading to the brass ring: EMS as a profession, not just a job. On the flip side of that coin, you will see consequences for the not-so-good and completely awful providers. There will be higher instances of licensure action, internal discipline, and wash-out. Unfortunately, all those things will stem from generally preventable negative patient outcomes. The danger for the better provider will be in the penumbra; the murky, gray area of time when providers are self-categorizing. Specifically, the better provider who is aware of the dangerously poor provider but does nothing to fix or flush him or her, is almost certain to be caught up in a bad situation caused by sloppy, complacent, or ultimately negligent patient care that should have been corrected or stopped. The answer is as simple as it is difficult. If you are reading this, it is more likely because you are one of the better, more committed, more professional providers. This transition is up to you. You must dig deep and find the strength necessary to face the issue and force the change; you have to demand more from yourself and from those around you. You must have the willingness to help those providers who want it – and respond to those who need it, but don’t want it – with tough love by showing them the door. In the end, EMS will only ever be as good as you make it. If you lay silent through its evolution, you forfeit the right to complain when it crumbles around you.

Encouraging enquiry-based learning empowers students to take ownership of their education by fostering curiosity, independence, and a lifelong love of learning, preparing them to thrive in an ever-evolving world.

The decision to take ownership of your life and your future is yours alone to make

You might be thinking, “Well, it’s the leader’s job to motivate her employees.” I disagree. The leader’s job is not to cause a person to feel ownership and pride and energy and drive; that is up to the individual. The leader’s job is to provide meaningful work in a generative environment. It’s to provide meaningful work that inspires motivated people. Make the environment generative.

claim is often made that without the near-term rewards of monopoly privilege, knowledge would not advance. This assumes a strikingly narrow notion of what motivates people to do creative work.

Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How

Kanban lets your team members motivate themselves as they decide what to work on. They take ownership of the task and their pride is measured in the number of completed tasks. They

The Lockean logic of custom suggests strongly that open-source hackers observe the customs they do in order to defend some kind of expected return from their effort. The return must be more significant than the effort of homesteading projects, the cost of maintaining version histories that document “chain of title”, and the time cost of making public notifications and waiting before taking adverse possession of an orphaned project. Furthermore, the “yield” from open source must be something more than simply the use of the software, something else that would be compromised or diluted by forking. If use were the only issue, there would be no taboo against forking, and open-source ownership would not resemble land tenure at all. In fact, this alternate world (where use is the only yield, and forking is unproblematic) is the one implied by existing open-source licenses. We can eliminate some candidate kinds of yield right away. Because you can’t coerce effectively over a network connection, seeking power is right out. Likewise, the open-source culture doesn’t have anything much resembling money or an internal scarcity economy, so hackers cannot be pursuing anything very closely analogous to material wealth (e.g. the accumulation of scarcity tokens). There is one way that open-source activity can help people become wealthier, however — a way that provides a valuable clue to what actually motivates it. Occasionally, the reputation one gains in the hacker culture can spill over into the real world in economically significant ways. It can get you a better job offer, or a consulting contract, or a book deal. This kind of side effect, however, is at best rare and marginal for most hackers; far too much so to make it convincing as a sole explanation, even if we ignore the repeated protestations by hackers that they’re doing what they do not for money but out of idealism or love. However, the way such economic side effects are mediated is worth examination.

Your future success will be determined by your ability to be honest with yourself and take ownership of your current reality and each subsequent move throughout your life.

The transition of ownership for the authorship of your life is handed off to you whether you are ready or not and no one is left to blame for what occurs in the rest of your story but you.

you ready to take ownership of Your Average? You must accept you are not where you want to be.

There is a reason why the waiting game won't serve your career. The truth is, not everyone at your company will have your best interests at heart, and not everyone will want you to get ahead. This could be for any number of reasons - they may see you as competition, they may mentor someone at your level who they want to help excel, they may simply not like you. Who knows their motivations, and frankly, who cares?

Showcasing student work not only celebrates their achievements but also instills a sense of pride and ownership in their learning journey, fostering confidence and motivation to excel further.

Throughout our life, we chase ownership to disown everything one day.

Given the obvious “will to power” (as Friedrich Nietzsche called it) of the human race, the enormous energy put into its expression, the early emergence of hierarchies among children, and the childlike devastation of grown men who tumble from the top, I’m puzzled by the taboo with which our society surrounds this issue. Most psychology textbooks do not even mention power and dominance, except in relation to abusive relationships. Everyone seems in denial. In one study on the power motive, corporate managers were asked about their relationship with power. They did acknowledge the existence of a lust for power, but never applied it to themselves. They rather enjoyed responsibility, prestige, and authority. The power grabbers were other men. Political candidates are equally reluctant. They sell themselves as public servants, only in it to fix the economy or improve education. Have you ever heard a candidate admit he wants power? Obviously, the word “servant” is doublespeak: does anyone believe that it’s only for our sake that they join the mudslinging of modern democracy? Do the candidates themselves believe this? What an unusual sacrifice that would be. It’s refreshing to work with chimpanzees: they are the honest politicians we all long for. When political philosopher Thomas Hobbes postulated an insuppressible power drive, he was right on target for both humans and apes. Observing how blatantly chimpanzees jockey for position, one will look in vain for ulterior motives and expedient promises. I was not prepared for this when, as a young student, I began to follow the dramas among the Arnhem chimpanzees from an observation window overlooking their island. In those days, students were supposed to be antiestablishment, and my shoulder-long hair proved it. We considered power evil and ambition ridiculous. Yet my observations of the apes forced me to open my mind to seeing power relations not as something bad but as something ingrained. Perhaps inequality was not to be dismissed as simply the product of capitalism. It seemed to go deeper than that. Nowadays, this may seem banal, but in the 1970s human behavior was seen as totally flexible: not natural but cultural. If we really wanted to, people believed, we could rid ourselves of archaic tendencies like sexual jealousy, gender roles, material ownership, and, yes, the desire to dominate. Unaware of this revolutionary call, my chimpanzees demonstrated the same archaic tendencies, but without a trace of cognitive dissonance. They were jealous, sexist, and possessive, plain and simple. I didn’t know then that I’d be working with them for the rest of my life or that I would never again have the luxury of sitting on a wooden stool and watching them for thousands of hours. It was the most revelatory time of my life. I became so engrossed that I began trying to imagine what made my apes decide on this or that action. I started dreaming of them at night and, most significant, I started seeing the people around me in a different light.

Unless you take charge of yourself in your life you will be taken charge of by people who have limited opinions about you and your things. You have to take responsibility for your life, actions, and outcomes if not, you are not in control of your life rather you are in control of life which will throw you whatever things come on to you. You can pretend, act or behave as if you are receiving everything out of life but deep down inside you know for sure things aren't right and you are not in control of your life. In order for you to become you, you need to take charge, come out of the skin which society has bought you in, shed it, become who you really are, and do what you really want. And once you come out that shell that cage without thinking what others may think, what society may think of you or any piece of sh*t may think of you. You control what you think of yourself and how you want yourself to be perceived. This is where you will shape up your real self, place yourself in a position of charge, take responsibility, having accountability and ownership of your actions. In life always in any situation see yourself, what part are you playing in your life, are you in charge of it or being charged. Am I leading or I am being led. Once you figure out these things for yourself, you will see the finest version of yourself who is real, who is authentic, and who is a person of his/her word.

When you're ready to start taking ownership of your future, amazing things can happen.

What the socialist barbarians destroy is private ownership of the means of production, the profit motive, private saving and capital accumulation, competition, and the price system.

Delay is the discipline of ownership.

Socialism in Chinese style’ is in fact a phrase coined to save the face of the Chinese Communist leaders who do not have the courage to acknowledge openly that socialism has failed in China. They hope to revitalize the State-owned industries with methods of management copied from capitalist countries and to use market forces as a substitute for central planning while retaining State ownership of those industries. They want the Party-appointed managers, who are bureaucrats on fixed salaries, to achieve the same degree of expertise and commitment as the entrepreneurs of private industries in the West. They want the workers to work much harder and more competitively for bonuses and small increases in pay but reduced welfare benefits. And they hope everybody will be motivated by patriotism to achieve increased productivity and profit for the State but at the same time to remain honest and incorruptible.

I keep using the term “anticapitalist” as opposed to socialist or communist to include the people who publicly or privately question or loathe capitalism but do not identify as socialist or communist. I use “anticapitalist” because conservative defenders of capitalism regularly say their liberal and socialist opponents are against capitalism. They say efforts to provide a safety net for all people are “anticapitalist.” They say attempts to prevent monopolies are “anticapitalist.” They say efforts that strengthen weak unions and weaken exploitative owners are “anticapitalist.” They say plans to normalize worker ownership and regulations protecting consumers, workers, and environments from big business are “anticapitalist.” They say laws taxing the richest more than the middle class, redistributing pilfered wealth, and guaranteeing basic incomes are “anticapitalist.” They say wars to end poverty are “anticapitalist.” They say campaigns to remove the profit motive from essential life sectors like education, healthcare, utilities, mass media, and incarceration are “anticapitalist.” In doing so, these conservative defenders are defining capitalism. They define capitalism as the freedom to exploit people into economic ruin; the freedom to assassinate unions; the freedom to prey on unprotected consumers, workers, and environments; the freedom to value quarterly profits over climate change; the freedom to undermine small businesses and cushion corporations; the freedom from competition; the freedom not to pay taxes; the freedom to heave the tax burden onto the middle and lower classes; the freedom to commodify everything and everyone; the freedom to keep poor people poor and middle-income people struggling to stay middle income, and make rich people richer. The history of capitalism—of world warring, classing, slave trading, enslaving, colonizing, depressing wages, and dispossessing land and labor and resources and rights—bears out the conservative definition of capitalism.

At the highest level of network effects, a platform encourages its users to go beyond self-interest and start taking ownership of the community. With both curation and collaboration, a platform encourages users to create additional value for each other by getting them to act selfishly. Curating or working collaboratively improves the platform for me. Self-interest is a powerful motivator, but here a platform’s users become active participants in governing and maintaining the network rather than doing so merely as a by-product of pursuing their own interests. Wikipedia’s lifeblood is its community of editors, who enable the platform to operate as a nonprofit while providing more than 36 million articles in 291 languages

In the western world, where benefits are defined by their monetary value, we often fail to see that ownership over an asset is an equally important human motivator for responsible behavior.

Having ownership of things that go wrong gives you the power to make corrections.

The words are a rare honesty for me, no game or strategy, no ulterior motive, just truth. I would do anything for this woman, and she barely acknowledges my existence beyond my ownership of the club and a few longing looks, although the longing part may be just me. She is wholly unaware that she owns my heart, whatever there may be left of it.

What contribution are you making? You must take risks to break through, or you will always remain a loser. Put yourself out there. Stand up and be counted.

I listened to the plan. When I understood the overall idea and the complexity it involved, I finally commented, “Lieutenant, I appreciate your motivation to get out there and get after it. But perhaps—at least for these first few patrols—we need to simplify this a little bit.

Breakthroughs come in four stages. First you take ownership in the mind, next your eyes, then your mouth, and finally with your hands.

all stories have different sides and everyone has different motives. it’s only a matter of perspective

A leader must be close with subordinates but not too close. The best leaders understand the motivations of their team members and know their people—their lives and their families. But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself. Leaders must never get so close that the team forgets who is in charge.

Only through the struggle of the working class, the main revolutionary force in modern society, can a progressive solution be found to the crisis created by the breakdown of capitalism. The working class is revolutionary because 1) it is the principal productive force in society; 2) the historical and political logic of its resistance to capitalist exploitation and oppression leads to the abolition of private ownership of the means of production, the replacement of the profit motive with the satisfaction of social needs as the driving principle of economic life, and the realization of genuine social equality among all people; and 3) it is an international class whose victory will break down the barriers of national states and unite humanity in a truly global community devoted to the protection and development of its common home, the Earth.

Freedom begins when we stop asking for permission to exist and instead take ownership of our lives

I had a frustrated woman confront me once: “I can’t get my teenage boys to clean their rooms! Do you have any magic words for that, Magic Boy? It’s driving me crazy. I’m constantly cleaning up after their mess!” Maybe it’s hard for them to grab hold of the task because you’re still clutching onto it for dear life. A task can have only one owner. When you jump in and correct, or when you take over a job outright, you are taking back ownership. In this mom’s case, because she took over, the consequences for not cleaning their rooms were: CLEAN ROOMS!