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There’s something they don’t tell you when you start a business: mindset is everything. And I didn’t have the right mindset necessary to run a business when I first got started. In fact, I went along for years before I finally figured out what I was doing wrong.

Instead of forging ahead in business with a CEO mindset, I held myself back with a full-fledged employee mindset. And it was awful.

The good news is that when I discovered what the problem was, I was able to take steps to transform my mindset and become more aware of my thought patterns. I broke free from the employee mindset and stepped into the CEO mindset (keeping the employee mindset around for action items.)

So the question is: Are you holding yourself back with an employee mindset or are you forging ahead with a CEO mindset? Let’s take a look at each mindset and see how it plays out in business.

What’s the CEO Mindset?
The CEO mindset is exactly what it sounds like – it’s the thought patterns, beliefs, and behaviors that most CEOs possess. Take a few minutes to think about CEOs as a collective group. What traits, beliefs, and behaviors do they display?

When I think of CEOs, certain traits and practices come to mind. Things like strategic decision-making, allowing events to unfold before rushing into something, and listening to and asking for feedback all surface.

However, there’s one that stands out more from the crowd than the others. And this is the quality that’s most evident in the CEO Mindset. I believe the biggest factor in the CEO Mindset is the ability to see the big picture.

This is what really separates employees from CEOs. An employee is down in the trenches, where her view is obstructed. She usually can’t see past the end of her job. She knows that it benefits the company, but she doesn’t always see where the company is headed.

The CEO, on the other hand, knows exactly where the company is headed because she’s steering the ship. She has the ability to see the big picture and make long-term decisions that affect the whole organization.

So the CEO Mindset is about taking time out of your everyday business (and there are a lot of them) to take a step back and look at the long-term direction of your business. It’s about looking at the big picture and know what you’re working towards.

The CEO Mindset is very much about creating a direction and a path for your business. And while this isn’t exactly at odds with an employee mindset, having an employee mindset can make things a little more difficult.

“A CEO knows exactly where the company is headed because she’s steering the ship.”

What’s the Employee Mindset?
The employee mindset is all about focusing on the here and now, which isn’t necessarily a bad thing. However, if you allow the employee mindset to be the driving force behind your business, you may end up with a slew of short-term plans and no business direction.

The employee mindset is really useful to have when it’s time to get down to business. If you have a client project that you need to finish or everyday business tasks that need to get done, putting on your employee cap and knocking those off your to-do list is fine. But be careful to always surface from your employee mindset.

Unlike the CEO mindset, the employee mindset doesn’t see very far. It excels most in making short-term plans and getting things done. It’s the action mindset, but action without long-term direction doesn’t do very well.

I remember another online entrepreneur asking what my 6-month plan was for my business. I “ummed” and “uhhed” my way through my answer, which was basically “book more clients”.

After our coffee chat was over, I realized – with great embarrassment – that I had no 6-month plan for my business. I had my head down and focused so much on my tasks that I didn’t take time to step into the CEO mindset and actually give my business a direction.

I was so stuck in the employee mindset that I had no idea where I wanted to be 6 months from that day.

“If you allow the employee mindset to be the driving force behind your business, you may end up with a slew of short-term plans and no business direction.”

The Dangers of the Employee Mindset
And that leads me to the dangers that are inherent in the employee mindset. If you spend too long in the employee mindset, you risk drifting along in your business with no real direction or sense of purpose.

You’ll be just like a ship without a rudder, being blown about on the sea until you blow into a port, whether or not you want to.

These are the people who wake up one day and think “My goodness, what have I done with my life?” They were so focused on the short-term that they forgot to ask “How will this affect me in the long term?”

Think about it – what would happen to Coca-Cola if their CEO stepped down, and they replaced him with an employee at one of their many factories? The only thing is that this employee-turned-CEO, never left his job at the factory. His job responsibilities never changed.

He’s CEO of Coca-Cola and there he is on the factory floor, focusing on meeting that day’s goals, not worrying about the future of the company. I’m guess that it wouldn’t take long for the company to start falling apart, or at least lose momentum.

So while employee mindset is an important part of your business, especially if you haven’t yet hired a VA or another contractor to help out, it’s important not to allow the employee mindset to be your only mindset.

How to Move from an Employee Mindset to a CEO Mindset
The journey from an Employee Mindset to a CEO Mindset isn’t always an instant one. In fact, I can almost guarantee that it won’t be.

However, there are some steps you can take to begin to experience the CEO mindset for yourself and to bring that more into your business, especially when you begin to make long-term plans.

Set Aside Time to Plan

This may sound incredibly simple, but it’s critical that you don’t skip this step, especially if you think you’re too busy to plan (like I did). You need to clear time in your calendar to plan and look at the long-term direction of your business.

If you’re using a planner, write down exactly when you’ll be planning. If you’re on Google Calendar, block off that time and mark yourself as busy. This is incredibly important to the success and health of your business.

And the good news is that there is no right and wrong frequency when it comes to these planning/check-in sessions. You can do monthly, bi-weekly, or weekly sessions where you look at what you’ve done, what you have coming up, and how that supports your long-term goals.

Ask “How Does This Help My Long-Term Goals?”

There are so many opportunities and activities that you can do to market yourself online and to grow your business. However, not all of them are aligned with your long-term goal.

So before you take on a new project or create a new stream of income, ask how that will help you reach your long-term goal. If the answer is it won’t, then shelve that idea and come back to it another time.

Utilize the Strengths of Each Mindset

The real key is to be able to balance both mindsets and use each when you need to. If you realize that you’re drifting in your business, it’s time to put on the CEO cap and lay down some long-term plans.

On the other hand, if you realize that all you’ve done is planned and not followed through with them, then grab your employee cap. It’s time to get down to business.

Do you find that you have an employee mindset or a CEO mindset? Let us know in the comments below! While you’re at it, be sure to give us a follow on Bloglovin’ to keep up with all of our latest posts!

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Boeing working on software update to boost safety, says CEO




Boeing’s Chief Executive Officer (CEO) Dennis Muilenburg said  the aircraft manufacturer is taking actions to ensure the safety of its 737 Max jets in the wake of two crashes that killed 346 people.

In an open letter addressed to airlines, passengers and the aviation community, Muilenburg said Boeing will soon release a software update and offer related pilot training for the 737 Max to “address concerns” that arose in the aftermath of October’s Lion Air flight that plunged into the Java Sea, killing 189.The planes’ new flight-control software is suspected of playing a role in the crashes.

Muilenburg said Boeing representatives are supporting investigation into the cause of last week’s crash of an Ethiopian Airlines Max 8 that killed 157.The United States and many other countries have grounded the Max 8s and larger Max 9s as Boeing faces the challenge of proving the jets are safe to fly amid suspicions that faulty sensors and software contributed to the two crashes in less than five months.

The letter reads: “We know lives depend on the work we do, and our teams embrace that responsibility with a deep sense of commitment every day.

“Our purpose at Boeing is to bring family, friends and loved ones together with our commercial airplanes—safely.

“The tragic losses of Ethiopian Airlines Flight 302 and Lion Air Flight 610 affect us all, uniting people and nations in shared grief for all those in mourning.

“Our hearts are heavy, and we continue to extend our deepest sympathies to the loved ones of the passengers and crew on board.

“On safety measures, he said: “Safety is at the core of who we are at Boeing and ensuring safe and reliable travel on our airplanes is an enduring value and our absolute commitment to everyone.

“This overarching focus on safety spans and binds together our entire global aerospace industry and communities.

“We’re united with our airline customers, international regulators and government authorities in our efforts to support the most recent investigation, understand the facts of what happened and help prevent future tragedies.

“Based on facts from the Lion Air Flight 610 accident and emerging data as it becomes available from the Ethiopian Airlines Flight 302 accident, we’re taking actions to fully ensure the safety of the 737 MAX. We also understand and regret the challenges for our customers and the flying public caused by the fleet’s grounding.

“Work is progressing thoroughly and rapidly to learn more about the Ethiopian Airlines accident and understand the information from the airplane’s cockpit voice and flight data recorders.

“Our team is on-site with investigators to support the investigation and provide technical expertise. The Ethiopia Accident Investigation Bureau will determine when and how it’s appropriate to release additional details.

“Boeing has been in the business of aviation safety for more than 100 years and we’ll continue providing the best products, training and support to our global airline customers and pilots.

“This is an ongoing and relentless commitment to make safe airplanes even safer. Soon we’ll release a software update and related pilot training for the 737 MAX that will address concerns discovered in the aftermath of the Lion Air Flight 610 accident.

“We’ve been working in full cooperation with the U.S. Federal Aviation Administration, the Department of Transportation and the National Transportation Safety Board on all issues relating to both the Lion Air and the Ethiopian Airlines accidents since the Lion Air accident occurred in October last year.

“Our entire team is devoted to the quality and safety of the aircraft we design, produce and support. I’ve dedicated my entire career to Boeing, working shoulder to shoulder with our amazing people and customers for more than three decades, and I personally share their deep sense of commitment.

“Recently, I spent time with our team members at our 737 production facility in Renton, Wash., and once again saw first-hand the pride our people feel in their work and the pain we’re all experiencing in light of these tragedies.

“The importance of our work demands the utmost integrity and excellence—that’s what I see in our team, and we’ll never rest in pursuit of it.

“Our mission is to connect people and nations, protect freedom, explore our world and the vastness of space, and inspire the next generation of aerospace dreamers and doers—and we’ll fulfill that mission only by upholding and living our values. That’s what safety means to us.

“Together, we’ll keep working to earn and keep the trust people have placed in Boeing.”

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Google Moves To Disrupt Video Games With Streaming, Studio




Google set out to disrupt the video game world on Tuesday with a Stadia platform that will let players stream blockbuster titles to any device they wish, as the online giant also unveiled a new controller and its very own studio.

The California-based technology giant said its Stadia platform will open to gamers later this year in the United States, Canada, Britain and other parts of Europe.

For now, Google is focused on working with game makers to tailor titles for play on Stadia, saying it has already provided the technology to more than 100 game developers.

“We are on the brink of a huge revolution in gaming,” said Jade Raymond, the former Ubisoft and Electronic Arts executive tapped to head Google’s new studio, Stadia Games and Entertainment.

“We are committed to going down a bold path,” she told a presentation at the Game Developers Conference in San Francisco.

The Stadia tech platform aims to connect people for interactive play on PCs, tablets, smartphones and other devices.

Google also unveiled a new controller that can be used to play cloud-based individual or multiplayer games.

Stadia controllers mirrored those designed for Xbox or PlayStation consoles, with the addition of dedicated buttons for streaming live play via YouTube or asking Google Assistant virtual aide for help beating a daunting puzzle or challenge.

Chief executive Sundar Pichai said the initiative is “to build a game platform for everyone.”

“I think we can change the game by bringing together the entirety of the ecosystem,” Pichai told a keynote audience.

‘Netflix of gaming’

Google’s hope is that Stadia could become for games what Netflix or Spotify are to television or music, by making console-quality play widely available.

Yet it remains unclear how much Google can grab of the nascent, but potentially massive industry.

As it produces its own games, Google will also be courting other studios to move to its cloud-based model.

Google collaborated with French video game titan Ubisoft last year in a limited public test of the technology powering Stadia, and its chief executive was in the front row at the platform’s unveiling.

A coming new version of blockbuster action game “Doom” tailored to play on Stadia was teased at the event by iD studio executive producer Marty Stratton.

“If you are going to prove to the world you can stream games from the cloud, what better game than ‘Doom’,” Stratton said.

Streaming games from the cloud brings the potential to tap into massive amounts of computing power in data centers.

For gamers, that could translate into richer game environments, more creative play options or battle royale matches involving thousands of players.

At the developers conference, Google demonstrated fast, cloud-based play on a variety of devices. But it offered no specific details on how it would monetize the new service or compensate developers.

Money-making options could include selling game subscriptions the way Netflix charges for access to streaming television.

“I think it’s a huge potential transition in the video game industry, not only for the instant access to games but for exploring different business models to games,” Jon Peddie Research analyst Ted Pollak said of Stadia.

“They say it’s the Netflix of gaming; that is actually pretty accurate.”

Ubisoft on board

Ubisoft, known for “Assassin’s Creed” and other titles, said it would be working with Google.

Its co-founder and chief Yves Guillemot predicted streaming would “give billions unprecedented opportunities to play video games in the future.”

An “Assassin’s Creed” title franchise was used to test Google’s “Project Stream” technology for hosting the kind of quick, seamless play powered by in-home consoles as an online service.

The reliability and speed of internet connections is seen as a challenge to cloud gaming, with action play potentially marred by streaming lags or disruptions.

Google said its investments in networks and data centers should help prevent latency in data transmissions.

In places with fast and reliable wireless, internet players will likely access games on the wide variety of devices envisioned by Google, while hard-core players in places where wireless connections aren’t up to the task could opt for consoles, according to Pollak.

“I think it is good news for everyone,” Pollak said when asked what Stadia meant to major console makers Microsoft, Sony and Nintendo.

The US video game industry generated a record $43.4 billion in revenue in 2018, up 18 percent from the prior year, according to data released by the Entertainment Software Association and The NPD Group.


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Bezos Selfie Controversy Triggers Alarm For Billionaires Worldwide




Even the world’s richest person couldn’t stop a nude selfie leak.

When Jeff Bezos alleged in a blog post Thursday that he was the victim of blackmail attempts by the publisher of the National Enquirer, he underscored risks particular to billionaires in the digital age.

“The perception among very affluent people is often ‘I have this level of wealth, I’m untouchable,’” said Mark Johnson, chief executive officer of Sovereign Intelligence, a McLean, Virgina-based risk analytics firm. “But the systems they have in place for protecting their personal identifiable information are very weak.”

Ask any family office about its biggest fears and cybersecurity is near the top. Personal protection no longer involves just bodyguards and a top-notch alarm system. The internet age has seen a massive shift in people storing their most sensitive and personal data online, where it’s vulnerable to hacking and intrusion.

‘Absolute Disconnect’

Ultra-wealthy individuals are particularly susceptible because so much of their data are often centralized through family offices, which typically lack the robust firewalls and encryption capabilities of banks and large corporations.

Johnson, a former case officer with the Naval Criminal Investigative Service, said he’s worked with clients with more than $40 billion in assets who had a “Secret Service-type physical security — probably even better — and yet there was an absolute disconnect between that physical security and the digital protection.”

It’s unclear how the tabloid obtained Bezos’s texts. The Inc. founder, who has a net worth of $133.9 billion, said in his blog post that he’d authorized security chief Gavin de Becker “to proceed with whatever budget he needed” to get to the bottom of the leak.

Security experts say potential entry points for a digital invasion are numerous.

‘Legacy Risks’

“We all have devices we carry and they each have their own point of vulnerability,” said Kris Coleman, founder of intelligence-services firm Red Five Security.

Banking information, identity data, even health information and travel schedules can expose someone to a breach. Those in billionaires’ inner circles are a particular risk for the information they have access to and could share, either maliciously or inadvertently.

“Private, affluent families need to consider themselves targets that are on par with nation states,” Coleman said.

Coleman and Johnson are both members of RANE, a network of risk-management professionals from banks, law firms, family offices and corporation.

The wealthy aren’t just at risk of losing money through hacks. Their brands, reputations — or, in family office parlance, “legacy” — also can be damaged. On Tuesday, news website Splinter published a trove of racist emails sent and received by TD Ameritrade Holding Corp. founder Joe Ricketts that included anti-Muslim slurs and conspiracy theories. Ricketts, whose family owns the Chicago Cubs, issued a statement on his personal website, apologizing for remarks “that don’t reflect my value system.”

Protecting Zuckerberg

Providing security services to the growing ranks of the super-rich is an expanding field. Federal agents and military personnel, including former Navy Seals, Secret Service and Mossad agents, SWAT team operators and Scotland Yard detectives, have found second careers protecting billionaires, where they can earn double what they did working for the government.

Facebook Inc. spent $7.3 million in 2017 on personal security for CEO Mark Zuckerberg, an expense the company defended as necessary considering his “position and importance.” Last year, the firm said it would give him an additional $10 million annually to beef up his security. Its executive protection program is run by an ex-Secret Service agent, according to her LinkedIn profile.

Amazon spent $1.6 million last year on security for Bezos, according to regulatory filings. His Bezos Family Foundation also has taken physical precautions. For example, the foundation’s mailing address is a post office box in a nondescript strip mall in the Seattle area.

De Becker, a best-selling author, made his name as a security consultant to Hollywood celebrities and co-created MOSAIC, an assessment tool that was originally used to analyze threats against Supreme Court justices and members of Congress. He describes himself on the firm’s website as “the nation’s leading expert on the protection of public figures.”

Red Five’s Coleman didn’t express shock that Bezos’s racy text messages were vulnerable.

“My message to affluent families: don’t assume you’re OK,” Coleman said. “Because most of them aren’t.”

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