App For Motivational Quotes

Imagine a person who keeps looking at places in "Google Maps" app whole day but doesn't actually go to any place. People who live in past or future are like that. They misuse the apps of mind that help us connect with past and future.

People or friends these days uses two mobile numbers, two apps or applications, two social media accounts. They use the first one to talk to you and the second one to talk about you. Choose to trust no one.

The apps start out with seemingly simple motivations, as entertainment that could lead to a business: Facebook is for connecting with friends and family, YouTube is for watching videos, Twitter is for sharing what’s happening now, and Instagram is for sharing visual moments. And then, as they enmesh themselves in everyday life, the rewards systems of their products, fueled by the companies’ own attempts to measure their success, have a deeper impact on how people behave than any branding or marketing could ever achieve.

When you’ve invested a lot of time in being accessible and keeping up with what’s happening, it’s easy to conclude that it all has a certain value, even if what you have done might not be important. This is called rationalization. The New York Review of Books labeled the battle between producers of apps “the new opium wars,” and the paper claims that “marketers have adopted addiction as an explicit commercial strategy.” The only difference is that the pushers aren’t peddling a product that can be smoked in a pipe, but rather is ingested via sugar-coated apps. In a way, silence is the opposition to all of this. It’s about getting inside what you are doing. Experiencing rather than overthinking. Allowing each moment to be big enough. Not living through other people and other things. Shutting out the world and fashioning your own silence whenever you run, cook food, have sex, study, chat, work, think of a new idea, read or dance.

Dating apps open up vast pools of potential mates. Living in a small town with a limited mating market allows a 10 to be happily mated with an 8, as long as there exist no other 9s or 10s in town. Living in a cyberworld containing millions of potential mates opens the floodgates to thousands of 9s and 10s. In the cold calculus of relative mate value, if a more desirable potential mate than my current partner is interested and within reach, I may become dissatisfied with my current partner, which may motivate me to switch.

The truth about productivity is that it's not really about the apps, it's not really about having a perfect system or about being disciplined or motivated more than anyone else. When I think of my own life and how I do things like: YouTube channel, entrepreneurship, medical school, being a doctor, none of it feels like suffering, none of it feels like a grind. So, when my housemate says: "It's 11 o'clock at night, why are you still working?", it's always a bit surprising because it really doesn't feel like work because it's actually fun. The main insight that I've realized is that productivity isn't really about getting more things done, it's mostly about LEARNING TO ENJOY THE JOURNEY.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

In 2009, the Twitter homepage attempted to boost motivation. But by 2012, Twitter had discovered that no matter how much users knew about the service, driving them to open an account and start following people resulted in much higher engagement. Recently, Twitter’s homepage has been modified slightly to encourage downloading of the company’s mobile apps (figure 17). The simplicity of the large sign-in or sign-up triggers on the 2012 version remain, but Twitter now knows that driving users to install the app on their phones leads to the highest rates of repeat engagement.

If I don't sell any copies of my books/apps or if I sell a million copies, I'm still going to continue making them. I create because I'm passionate about the craft, making money was never the motivation.

Nir elaborates in this post: TriggerThe trigger is the actuator of a behavior — the spark plug in the engine. Triggers come in two types: external and internal. Habit-forming technologies start by alerting users with external triggers like an email, a link on a web site, or the app icon on a phone. ActionAfter the trigger comes the intended action. Here, companies leverage two pulleys of human behavior – motivation and ability. This phase of the Hook draws upon the art and science of usability design to ensure that the user acts the way the designer intends. Variable RewardVariable schedules of reward are one of the most powerful tools that companies use to hook users. Research shows that levels of dopamine surge when the brain is expecting a reward. Introducing variability multiplies the effect, creating a frenzied hunting state, activating the parts associated with wanting and desire. Although classic examples include slot machines and lotteries, variable rewards are prevalent in habit-forming technologies as well. InvestmentThe last phase of the Hook is where the user is asked to do bit of work. The investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all commitments that improve the service for the user. These investments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the Hook. We’ve found this model (and the accompanying book) to be a great starting point for a customer acquisition and retention strategy.

At its most intense, the admissions process didn’t force kids to be Lisa Simpson; it turned them into Eddie Haskell. (“You look lovely in that new dress, Ms. Admissions Counselor.”) It guaranteed that teenagers would pursue life with a single ulterior motive, while pretending they weren’t. It coated their every undertaking in a thin lacquer of insincerity. Befriending people in hopes of a good rec letter; serving the community to advertise your big heart; studying hard just to puff up the GPA and climb the greasy poll of class rank—nothing was done for its own sake. Do good; do well; but make sure you can prove it on a college app. So

...I conducted a number of experiments to get in touch with my future self. Here are my favorite three: • Fire up AgingBooth. While hiring a programmer to create a 3-D virtual reality simulator is probably out of your price range, I personally love an app called AgingBooth, which transforms a picture of your face into what you will look like in several decades. There are also other apps like it, like Merrill Edge’s web app that shows you a live avatar of what you’ll look like at retirement (faceretirement.merilledge.com). AgingBooth is my favorite of them all, and it’s available for both Android and iOS, and it’s free. On the website for this book (productivityprojectbook.com), you can see what to expect out of the app—I’ve framed a picture of myself that hangs above my computer in my office, where I see it every day. Visitors are usually freaked out. • Send a letter to your future self. Like the letter I wrote at camp, writing and sending a letter to yourself in the future is a great way to bridge the gap between you and your future self. I frequently use FutureMe.org to send emails to myself in the future, particularly when I see myself being unfair to future me. • Create a future memory. I’m not a fan of hocus-pocus visualizations, so I hope this doesn’t sound like one. In her brilliant book The Wallpaper Instinct, Kelly McGonigal recommends creating a memory of yourself in the future—like one where you don’t put off a report you’re procrastinating on, or one where you read ten interesting books because you staved off the temptation of binge-watching three seasons of House of Cards on Netflix. Simply imagining a better, more productive version of yourself down the line has been shown to be enough to motivate you to act in ways that are helpful for your future self.

When you come down to it, alignment is about helping people understand what you want them to do. Most contributors will be motivated to ladder up to the top-line OKRs—assuming they know where to set the ladder. As our team got larger and more layered, we confronted new issues. One product manager was working on Premium, the enhanced subscription version of our app. Another focused on our API platform, to enable third parties like Fitbit to connect to MyFitnessPal and write data to it or applications on top of it. The third addressed our core login experience. All three had individual OKRs for what they hoped to accomplish—so far, so good. The problem was our shared engineering team, which got caught in the middle. The engineers weren’t aligned with the product managers’ objectives. They had their own infrastructure OKRs, to keep the plumbing going and the lights on. We assumed they could do it all—a big mistake. They got confused about what they should be working on, which could change without notice. (Sometimes it boiled down to which product manager yelled loudest.) As the engineers switched between projects from week to week, their efficiency dragged.

We also explained that the apps and videos on the iPad were made by some very smart people and were intentionally designed to keep her hooked and habitually watching. It’s important that our kids understand the motives of the gaming companies and social networks—while these products sell us fun and connection, they also profit from our time and attention.

people with the entrepreneurial drive required to make multithreading successful usually want to start their own companies, or apply their skills to the company’s main thread. One thing that can keep these employees motivated is making the various threads discrete projects—the equivalent of “apps” running on the main thread’s “platform.” This makes it easy to answer the question “Why shouldn’t I just start my own company?” by pointing out the benefits of building on the platform.

A platform is a raised, level surface on which people or things can stand. A platform business works in just that way: it allows users—producers and consumers of goods, services, and content— to create, communicate, and consume value through the platform. Amazon, Apple’s App Store, eBay, Airbnb, Facebook, LinkedIn, Pay- Pal, YouTube, Uber, Wikipedia, Instagram, etsy, Twitter, Snapchat, Hotel Tonight, Salesforce, Kickstarter, and Alibaba are all platform businesses. While these businesses have done many impressive things, the most relevant to us is that they have created an oppor- tunity for anyone, even those with limited means, to share their thoughts, ideas, creativity, and creations with millions of people at a low cost. Today, if you create a product or have an idea, you can sell that product or share that idea with a substantial audience quickly and cost-effectively through these platforms. Not only that, but the platforms arguably give more power to individuals than corporations since they’re so efficient at identifying ulterior motives or lack of authenticity. The communities on these platforms, many of whom are millennials, know when they’re being sold to rather than shared with, and quickly eliminate those users from their con- sciousness (a/k/a their social media feeds). Now, smaller organizations and less prosperous individuals are able to sell to or share their products, services, or content with more targeted demographics of people. That’s exactly what the modern consumer desires: a more personalized, connected experience. For example, a Brooklyn handbag designer can sell her handbags to a select group of customers through one of the multitude of fashion or shopping platforms and create an ongoing dialogue with her audience through a communication platform such as Instagram. Or an independent filmmaker from Los Angeles can create a short film using a GoPro and the editing software on their Mac and then instantly share it with countless people through one of a dozen video platforms and get direct feedback. Or an author can write a book and sell it directly from his or her website and social channels to anyone who’s excited about it. The reaction to standardization and globalization has been enabled by these platforms. Customers can get what they want, from whomever they want, whenever they want it. It’s a revised and personalized version of globalization that allows us to maintain and enhance the cultural connections that create the meaning we crave in our lives.

Finding the Competitive Levers When there’s a battle between two networks, there are competitive levers that shift users from one into the other—what are they? The best place to focus in the rideshare market was the hard side of the network: drivers. More drivers meant that prices would be lower, attracting valuable high-frequency riders that often comparison shop for fares. Attract more riders, and it more efficiently fills the time of drivers, and vice versa. There was a double benefit to moving drivers from a competitor’s network to yours—it would push their network into surging prices while yours would lower in price. Uber’s competitive levers would combine financial incentives—paying up for more sign-ups, more hours—with product improvements to improve Acquisition, Engagement, and Economic forces. Drawing in more drivers through product improvements is straightforward—the better the experience of picking up riders and routing the car to their destination, the more the app would be used. Building a better product is one of the classic levers in the tech industry, but Uber focused much of its effort on targeted bonuses for drivers. Why bonuses? Because for drivers, that was their primary motivation for using the app, and improving their earnings would make them sticky. But these bonuses weren’t just any bonuses—they were targeted at quickly flipping over the most valuable drivers in the networks of Uber’s rivals, targeting so-called dual apping drivers that were active on multiple networks. They were given large, special bonuses that compelled them to stick to Uber, and every hour they drove was an hour that the other networks couldn’t utilize. There was a sophisticated effort to tag drivers as dual appers. Some of these efforts were just manual—Uber employees who took trips would just ask if the drivers drove for other services, and they could mark them manually in a special UI within the app. There were also behavioral signals when drivers were running two apps—they would often pause their Uber session for a few minutes while they drove for another company, then unpause it. On Android, there were direct APIs that could tell if someone was running Uber and Lyft at the same time. Eventually a large number of these signals were fed into a machine learning model where each driver would receive a score based on how likely they were to be a dual apper. It didn’t have to be perfect, just good enough to aid the targeting.

The truth about productivity is that it's not really about the apps, it's not really about having a perfect system or about being disciplined or motivated more than anyone else. When I think of my own life and how I do things like: YouTube channel, entrepreneurship, medical school, being a doctor, none of it feels like suffering, none of it feels like a grind. So, when my housemate says: "It's 11 o'clock at night, why are you still working?", it's always a bit surprising because it really doesn't feel like work because it's actually fun. The main insight that I've realized is that productivity isn't really about getting more things done, it's mostly about LEARNING TO ENJOY THE JOURNEY.

Many famous motivational speakers and influencers will tell you that you can get whatever you want in life but I will never tell you that. Do you know who else would not say that? Andrew Carnegie and John D. Rockefeller. But people love to be lied to and love entertaining fantasies, so they say I'm the one who doesn't know enough and that's why my thinking is limited. Well, have they tried to sell anything on a Chinese website or through an American or Canadian platform like Shopify? Many even tell me they plan to start their business using WordPress, which shows how ignorant they are of what their dreams need to become true. In reality, as soon as you start going through these paths you will see that you are stopped along the way. Many apps don't work in your country, and many markets are also not open to you due to location. In other cases, they claim to investigate you before deciding if you should have access to their features, while what they do is to simply look at your IP address. This happens to any industry, including the book industry.

I realized it's impossible to compete against American brands when I am blocked from using the same apps and markets. And yet I did have many American users buying from me. I was simply within a huge disadvantage when compared to American users. That's why I write that this idea of "you can do whatever you want" that many motivational speakers promote is a big lie. It really depends on your geographic location. You will not see anyone else saying the same, because either they don't know or they lie to you. But the people who want to believe the lies, choose to lie to themselves, and these too are many. They watch YouTube videos and Instagram influencers living luxurious lives and never question themselves about these things or why they are American and Chinese. In many cases they don't even know the so-called models going to Dubai are high class prostitutes.

reward system But there’s a reward system you can use to keep yourself motivated. Here are some suggestions: Buy yourself an advent calendar, and for each day you don’t look at his profile or engage with him in any capacity, enjoy the treat for that day. If you can’t afford an advent calendar or can’t find one in the shops, make yourself a journal – on each successful day, write something amazing about yourself, and on a day where you did trip up, write something that reminds you of why you started doing this thirty-day challenge. Getting into the habit of saying nice things about yourself prepares you to become so used to compliments that you aren’t dangerously swooned when others recognise your greatness. Every ten days that pass without you breaking the rule, take yourself on a really nice solo date to an upscale bar, or your favourite club or restaurant, and imagine the room is full of men who are all waiting to be picked by you, the goddess. For even spicier results, wear something red so you feel even sexier. Getting into the habit of going out to bars and social environments alone will not just put you in a position of meeting new people, it will also quell your fear of being alone. There’s nothing more powerful than a woman who knows how to hold her own in a room full of strangers. Or, if you feel ready, each time you make it to the ten-day mark, why don’t you try practising your new confidence on your dating apps and let yourself be taken out? By the time the thirty-day window ends, you will have gone on three different dates with three new guys, which will significantly lower the hype around the man you’ve been thinking of. You never know: one of these guys could end up being far more interesting, way hotter and maybe even richer. As you get closer to the end of the thirty-day period, why not have a spa booked to mark the last day? It will be a period of reflection, relaxation, and remembering how far you’ve come within just a month of leaving a situation that could have dragged your life in a completely different direction. You deserve to meet the woman you’re destined to become: take the time to do so. Set a reminder on your phone every couple of days that says ‘It’s time to finally choose yourself for once. Don’t let him win!’ When it gets hard, ask yourself: At what point will I be the victor here? When will I finally walk away with my head held high? This must end at some point – why not now?

A successful new product should be able to answer detailed questions: Who is the hard side of your network, and how will they use the product? What is the unique value proposition to the hard side? (And in turn, the easy side of the network.) How do they first hear about the app, and in what context? For users on the hard side, as the network grows, why will they come back more frequently and become more engaged? What makes them sticky to your network such that when a new network emerges, they will retain on your product? These are difficult answers, and require a deep understanding of the motivations of your users. The motivations of the hard side depend on the product category—content creators have different goals than marketplace sellers.

Your mobile device also offers apps that chime once an hour (or as set up.) You will find your ability to actually accomplish the swings greatly boosted by having these frequent reminders. It can quickly become a point of pride to do your 90 second kettlebell swing session when you hear the hourly chime. Ignored chimes tend to grate on one, but also motivate to not let another hour pass without quick exercise.

Spiritual baba (guru) and Motivational speaker. A fully secure and successful business and career If you want to a good future for your children, don't increase them to be a Dr. engineer, Scientist or artist or so on. advice them to be spiritual baba or motivational speaker. As in the world of technology, our source of knowledge is not books and scriptures but WhatsApp facebook groups twitter and 70% garbage of internet, in the coming decades hopeless and depress nescient people will need more spiritual babas and Motivation speakers to get success in the world and afterworld.

But pleas about cost savings don’t get people to change their behavior. Neither do voluntary assessments that are supposed to scare people straight. The people who’d be most scared don’t show up for the assessments, because they know the assessments will tell them things they don’t want to hear. And the people who show up, unless they’re told they’re going to keel over within a year, figure they can make marginal changes and be fine. It makes you wonder whether the conventional corporate drive toward “wellness” isn’t just ineffective, but also a huge missed opportunity. The reigning assumption in the world of HR managers, large insurers, and policy wonks is that changing behavior is hard, so people need to be nudged toward healthy behaviors by making that change seem easy and palatable. “Gamify” it. Give people points for reading informative online articles about nutrition. Count pedometer steps. Make the healthy choices seem just a little bit different than the choices that result in chronic disease. Make the change seem smaller, so that people can follow a bread crumb trail of small adjustments to a better life without really changing their perspective. There are a lot of snazzy mobile apps and candy-colored motivational posters that push this approach. There are a lot of single-serving snacks with low calorie counts, sold as healthier-but-you-wouldn’t-know-it. They’re packed with sugar, so they end up making people hungrier and fatter.

We need to evangelize technological progress with every word and action. To recognize that the purpose of technology is to transcend our limits and to motivate everything we do with this sense of purpose. To take the winnings from our web apps and put them toward Mars. To feel no hesitation to start small and no shame in dreaming big. To tell the world it is possible to cure the deaf, restore sight, and end death itself.

Use an activity tracking app or keep a training log. It’ll be great motivation to see how far you’ve come over time. Track changes in your body weight as well. This will fluctuate on a day-to-day basis so look for the long-term trend.

don’t think this is realistic,” he said. “The CEO would be an older white man.” My colleague and I agreed that might often be the case, but explained that we wanted to focus more on Linda’s needs and motivations than on how she looked. “Sorry, it’s just not believable,” he insisted. “We need to change it.” I squirmed in my Aeron chair. My colleague looked out the window. We’d lost that one, and we knew it. Back at the office, “Linda” became “Michael”—a suit-clad, salt-and-pepper-haired guy. But we kept Linda’s photo in the mix, swapping it to another profile so that our personas wouldn’t end up lily-white. A couple weeks later, we were back in that same conference room, where our client had asked us to share the revised personas with another member of his executive team. We were halfway through our spiel when executive number two cut us off. “So, you have a divorced black woman in a low-level job,” he said. “I have a problem with that.” Reader, I died. Looking back, both of these clients were right: most of the CEOs who were members of their organization were white men, and representing their members this way wasn’t a good plan for their future. But what they missed—because, I recognize now, our personas encouraged them to miss it—was that demographics weren’t the point. Differing motivations and challenges were the real drivers behind what these people wanted and how they interacted with the organization. We thought adding photos, genders, ages, and hometowns would give our personas a more realistic feel. And they did—just not the way we intended. Rather than helping folks connect with these people, the personas encouraged the team to assume that demographic information drove motivations—that