Tech Motivational Quotes

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

Tweet others the way you want to be tweeted.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

Don't promote negativity online and expect people to treat you with positivity in person.

If you are in a position where you can reach people, then use your platform to stand up for a cause. HINT: social media is a platform.

Just because you have baggage doesn't mean you have to lug it around.

Think before you click. If people do not know you personally and if they cannot see you as you type, what you post online can be taken out of context if you are not careful in the way your message is delivered.

Ultimately, intelligence work isn’t about satellites, budgets, oversight committees, or high-tech gadgetry. It’s about the motivation and skills of your people.

The problem is that the pressure to disprove a stereotype changes what you are about in a situation. It gives you an additional task. In addition to learning new skills, knowledge, and ways of thinking in a schooling situation, or in addition to trying to perform well in a workplace like the women in the high-tech firms, you are also trying to slay a ghost in the room, the negative stereotype and its allegation about you and your group. You are multitasking, and because the stakes involved are high--survival and success versus failure in an area that is important to you--this multitasking is stressful and distracting. ...And when you realize that this stressful experience is probably a chronic feature of the stetting for you, it can be difficult for you to stay in the setting, to sustain your motivation to succeed there. Disproving a stereotype is a Sisyphean task; something you have to do over and over again as long as your are in the domain where the stereotype applies. Jeff seemed to feel this way about Berkeley, that he couldn't find a place there where he could be seen as belonging. When men drop out of quantitative majors in college, it is usually because they have bad grades. But when women drop out of quantitative majors in college it usually has nothing to do with their grades. The culprit, in their case, is not their quantitative skills but, more likely, the prospect of living a significant portion of their lives in a domain where they may forever have to prove themselves--and with the chronic stress that goes with that. This is not an argument against trying hard, or against choosing the stressful path. There is no development without effort; and there is seldom great achievement, or boundary breaking, without stress. And to the benefit of us all, many people have stood up to these pressures...The focus here, instead, is on what has to be gotten out of he way to make these playing fields mere level. People experiencing stereotype threat are already trying hard. They're identified with their performance. They have motivation. It's the extra ghost slaying that is in their way.

Advances in technology can be empowering, progressive and enriching. History has shown this across civilisations and societies. But it has also shown, and the present and future will continue to show, that it is foolish, risky, flawed and folly without us raising our individual and collective consciousness and mindfulness to accompany it - to ensure we use it shrewdly, kindly and wisely.

Autonomy, the ability to have control over some part of your work, is an important element of motivation. This is why micromanagers find it so difficult to retain great teams. When you strip creative and talented people of their autonomy, they lose motivation very quickly. There’s nothing worse than feeling like you can’t make a single decision on your own, or feeling like every single piece of work you do has to be double- and triple-checked by your manager.

Online, users are often insulated from views and cultures that clash with their own. The overall digital environment is dictated by tech companies with ruthlessly capitalist, expansionary motives, which do not provide the most fertile ground for culture. While the magazine fashion editor may periodically use their ability to pick out and promote a previously unheard voice, the algorithmic feed never will; it can only iterate on established engagement. We users have less chance of encountering a shockingly new thing and deciding for ourselves if we like it.

Monir Islam is a global motivational speaker, successful personality in the e-commerce and digital marketing industries, and co-founder & Chief Visionary Officer of BE, an advanced tech company which offers multiple digital-based solutions. By combining aspects of human psychology and innovative business strategy, Monir leads a holistic approach in managing the future of business and technology.

Moyn Islam is an entrepreneur, motivational speaker, philanthropist, and co-founder & Chief Executive Officer of BE - an advanced tech company which offers multiple digital-based solutions. Moyn is most known for his successful career on the e-commerce and digital marketing industries, recognized among the top 10 highest earners in the shortest time in the business and is a thriving personality in the digital industry.

As Jonathan Haidt and others have demonstrated, people are at their worst when they’re allowed to lob jabs at others behind a shield of anonymity. When their real-world reputations are at risk, they may take more care. I argued in chapter 2 that embracing transparency is a core part of how the Internet can motivate generous behavior. Indeed, I believe it played a key role in Facebook’s early astonishing growth story, gaining its first million users within just a year and then a further six million in the following two. This was not only in spite of being closed off to the general public but likely because of it, too. At that time, every profile was attached to an email address linking to an educational institution, which brought with it a layer of identity authentication. People were accountable to their real-life reputations and suddenly able to build on them in ways unlike ever before. But as this feature slipped by the wayside, and now without a real reputation to uphold, Joe Bloggs switched to User94843 and trolled toward this more toxic future. Bringing back this social dynamic, by requiring users to prove who they are, is perhaps the biggest single step big tech can make toward fostering a genuinely social media environment. There are definitely cases where people living under repressive regimes need ways to use the Internet anonymously. But the mainstream usage of social media should not.

trial and error. Other experimenters recorded the visual fields of target subjects exposed to the color red. Trainees who learned, through feedback, to approximate that same neural activity reported seeing red in their mind’s eye. Since those days, the field had shifted from visual learning to emotional conditioning. The big grant money was going to desensitizing people with PTSD. DecNef and Connectivity Feedback were being touted as treatments to all kinds of psychiatric disorders. Marty Currier worked on clinical applications. But he was also pursuing a more exotic side-hustle. “Why not?” I told my wife. And so we volunteered in her friend’s experiment. IN THE RECEPTION AREA OF CURRIER’S LAB, Aly and I chuckled over the entrance questionnaire. We would be among the second wave of target subjects, but first we had to pass the screening. The questions disguised furtive motives. HOW OFTEN DO YOU THINK ABOUT THE PAST? WOULD YOU RATHER BE ON A CROWDED BEACH OR IN AN EMPTY MUSEUM? My wife shook her head at these crude inquiries and touched a hand to her smile. I read the expression as clearly as if we were wired up together: The investigators were welcome to anything they discovered inside her, so long as it didn’t lead to jail time. I’d given up on understanding my own hidden temperament a long time ago. Lots of monsters inhabited my sunless depths, but most of them were nonlethal. I did badly want to see my wife’s answers, but a lab tech prevented us from comparing questionnaires. DO YOU USE TOBACCO? Not for years. I didn’t mention that all my pencils were covered with bite marks. HOW MUCH ALCOHOL DO YOU DRINK A WEEK? Nothing for me, but my wife confessed to her nightly Happy Hour, while plying the dog with poetry. DO YOU SUFFER FROM ANY ALLERGIES? Not unless you counted cocktail parties. HAVE YOU EVER EXPERIENCED DEPRESSION? I didn’t know how to answer that one. DO YOU PLAY A MUSICAL INSTRUMENT? Science. I said I might be able to find middle C on a piano, if they needed it. Two postdocs took us into the fMRI room. These people had way more cash to throw around than any astrobiology team anywhere. Aly was having the same thoughts

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.

Good product designers think about the customer's journey over time as they interact with the product and with the company as a whole. Depending on the product, the list of touch points could be very long, considering questions as: How will customers first learn about the product? How will we onboard a first‐time user and (perhaps gradually) reveal new functionality? How might users interact at different times during their day? What other things are competing for the user's attention? How might things be different for a one‐month‐old customer versus a one‐year‐old customer? How will we motivate a user to a higher level of commitment to the product? How will we create moments of gratification? How will a user share his experience with others? How will customers receive an offline service? What is the perceived responsiveness of the product?

In our high-tech world today, there are unlimited ways with which you can search for people, places, and events to connect you with like-minded people. Food enthusiasts? There are local cooking classes. Gardening fans? There are flower shows and garden expos. Kids in school? Join the PTA and get involved. There are clubs and groups for almost any interest these days and venturing out to make those connections is a powerful way to expand your insights, your network, and even your business.

Groundbreaking research at Cal Tech has now revealed that humans not only tend to synchronize their movements, such as clapping in unison or walking at the same pace, but they also synchronize their social interactions as well.

Google’s trucks would pull up to libraries and quietly walk away with boxes of books to be quickly scanned and returned. “If you don’t have a reason to talk about it, why talk about it?” Larry Page would argue, when confronted with pleas to publicly announce the existence of its program. The company’s lead lawyer on this described bluntly the roughshod attitude of his colleagues: “Google’s leadership doesn’t care terribly much about precedent or law.” In this case precedent was the centuries-old protections of intellectual property, and the consequences were a potential devastation of the publishing industry and all the writers who depend on it. In other words, Google had plotted an intellectual heist of historic proportions. What motivated Google in its pursuit? On one level, the answer is clear: To maintain dominance, Google’s search engine must be definitive. Here was a massive store of human knowledge waiting to be stockpiled and searched. On the other hand, there are less obvious motives: When the historian of technology George Dyson visited the Googleplex to give a talk, an engineer casually admitted, “We are not scanning all those books to be read by people. We are scanning them to be read by an AI.” If that’s true, then it’s easier to understand Google’s secrecy. The world’s greatest collection of knowledge was mere grist to train machines, a sacrifice for the singularity. Google is a company without clear boundaries, or rather, a company with ever-expanding boundaries. That’s why it’s chilling to hear Larry Page denounce competition as a wasteful concept and to hear him celebrate cooperation as the way forward. “Being negative is not how we make progress and most important things are not zero sum,” he says. “How exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?” And it’s even more chilling to hear him contemplate how Google will someday employ more than one million people, a company twenty times larger than it is now. That’s not just a boast about dominating an industry where he faces no true rivals, it’s a boast about dominating something far vaster, a statement of Google’s intent to impose its values and theological convictions on the world.

The Luftwaffe effectively “rented” slave labor from the SS both to build facilities and to operate manufacturing lines making V-2 rockets and other high-tech weaponry. The SS actually charged a per-day fee for each slave worker, set well below the average wage of a regular German citizen, and provided all services, such as guards, food, and so on. Perhaps not surprisingly, the workers used for the programs underwent shockingly brutal treatment, regardless of whether they built V-2 rockets in underground manufacturing facilities or constructed wind tunnels in frigid, windswept alpine valleys in Austria. The SS preferred to spend the least amount possible on their slaves to maximize their profits, feeding the men very little, dressing them in thin rags, and providing no medical treatment. The guards motivated the victims to work with shouting, threats, and constant blows and beatings.

Many teams get into a lot of grief with the concept of a minimum viable product (MVP) because on the one hand we are very motivated to get this out in front of customers fast to get feedback and learn. And, on the other hand, when we do get out there fast, people feel like this so‐called product is an embarrassment to the brand and the company. How could we possibly consider launching this?

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

The enterprise management platform company SAP uses a social currency like that of iStockphoto or Stack Overflow to motivate developers to answer one another’s questions. Points earned when the employee of a development company answers a question are credited to a company account; when the account reaches a specified level, SAP makes a generous contribution to a charity of the company’s choice. The system has saved SAP $6–8 million in tech support costs, generated numerous new product and service ideas, and reduced average response time

If libraries don’t meet the information needs of communities, then others will. Others are more likely to mix a profit motive in with activities that are broadly in the public interest, whether it’s Amazon’s interest in selling books, Google’s interest in selling ads based on searches, or the interest at Starbucks and McDonald’s in selling elaborate coffees and fast food.

There’s no recipe for really complicated, dynamic situations. There’s no recipe for building a high-tech company; there’s no recipe for leading a group of people out of trouble; there’s no recipe for making a series of hit songs; there’s no recipe for playing NFL quarterback; there’s no recipe for running for president; and there’s no recipe for motivating teams when your business has turned to crap.

Uber, a car service start-up founded by Travis Kalanick and Garrett Camp, has been giving out free rides during Austin’s SXSW conference for several years. During a single week, thousands of potential Uber customers—tech-obsessed, high-income young adults who cannot find a cab—are motivated to try out this service. One year Uber offered free rides. Another year, it offered BBQ delivery. Instead of spending millions on advertising or countless resources trying to reach these potential users in their respective cities, Uber just waited for the one week a year when they were all in one place and did something special. And Uber did this because a few years earlier they’d watched Twitter take SXSW by storm with a similar collaboration with the conference. This is thinking like a growth hacker—it’s how you get the most bang for your buck and how you get it from the right people.

Technology has changed the way we work, and consequently, our posture. Today, sitting has been referred to as the new smoking. This has been exacerbated by the development of handheld devices and the onset of 'tech neck'. Take the Peterson 21 day posture challenge for 'Confident Assured Posture' for a healthy future. Stand tall and live longer.

Building a great community is fundamentally about creating an ecosystem in which people produce meaningful work, are able to thrive, are motivated to keep growing, and can help sustain the future success of the community. Doing this well is all about understanding the drivers and motivations of people, and using tech as a means to address and harness those drivers and motivations. Don’t let the tech dominate your thinking.

Attach Rewards to Your To-Do List Utilizing low-tech techniques is a great way to get started. For instance, assigning rewards to a to-do list can help make the necessary chores feel more enjoyable. With each task completed, you assign yourself points or another reward that incentivizes getting your list done quickly and efficiently. It’s a great way to not only motivate yourself but also involve the kids in the process, as it provides positive reinforcement. Get creative with novel mini games and see just how much fun tackling everyday tasks can be!

if our stories are fully aligned, you will never need to worry about me misunderstanding or undermining your efforts. With aligned stories, the founders will be able to involve developers in their prioritization discussions to keep goals realistic and achievable; the tech lead will discover that he doesn’t have all the answers and that team members can work with him to improve the structure and process more effectively; and the product manager will find that she can replace detailed specs with conversations with motivated developers.

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

First we lose, then we win in Life." Recently many people in the IT and Tech sectors are facing a difficult phase of their life. I had similarly faced a difficult phase in the Finance sector in the year 2008. We all have gone through failures in life. But that should not stop us from trying for success. Staying hopeful and working toward our goals bring us an opportunity to achieve success.

In each case, we must ask not only who designed the model but also what they person or company is trying to accomplish.

If you are teaching in a free-range setting, your learners are probably volunteers, and probably want to be in your classroom. The exercise therefore isn’t how to motivate them, but how to not demotivate them. Unfortunately, you can do this by accident much more easily than you might think.

signal, etc to stop what we consider to be politically motivated actions.” Hunter replied: “Vadim—I am with Devon in Doha. We will have a discussion with the [lawyers] Boies Schiller team ASAP.” Boies is the New York–based law firm that paid Hunter $216,000 a year as “of counsel,” and whose

Tech is our future. Our future is Tech.

There’s no recipe for building a high-tech company; there’s no recipe for leading a group of people out of trouble; there’s no recipe for making a series of hit songs; there’s no recipe for playing NFL quarterback; there’s no recipe for running for president; and there’s no recipe for motivating teams when your business has turned to crap. That’s the hard thing about hard things—there is no formula for dealing with them.

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