The One Fitness App That Hooked Me For Good-Nir&Far
8 min

Nir's Note: This article is part of a series on "The Hooked Model in Action." Previous analyses have included Slack, Fortnite, Amazon's EchoTinder, and The Bible App. Note, I never take compensation for writing articles on my blog.

Could there be a behavior more antithetical to human nature than exercise? Our caveman ancestors, if they could observe our workout habits today, would think we’ve lost our minds. We lift heavy objects into the air and return them to the exact spot where we picked them up. We buy ridiculous gadgetry to get in shape (Shake Weight anyone?). We elevate our heart rates as if we’re being chased by a hungry predator. And for what? Not to escape danger, but to undo the negative consequences of our overindulgent and underactive modern lifestyles.

You can read the NirAndFar blog post on: The One Fitness App That Hooked Me for Good https://www.nirandfar.com/fitness-app-hooked-me-for-good/

NirAndFar, a podcast about business, behaviour and the brain by Nir Eyal. If you enjoy this podcast, please subscribe on iTunes and leave an iTunes review. It will greatly help new listeners discover the show. Please visit my website Nir and Far for other info about my writing, books and teaching: http://www.nirandfar.com/

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Find Your Dream Job: Insider Tips for Finding Work, Advancing your Career, and Loving Your Job
Find Your Dream Job: Insider Tips for Finding Work, Advancing your Career, and Loving Your Job
Mac Prichard
How to Make the Most of Your Alumni Network in a Job Search, with Tiffany Waddell Tate
You’ve updated your resume, figured out what lights you up, and held informational interviews. But you might still be missing an important piece in your job search: taking advantage of your alumni network. Find Your Dream Job guest Tiffany Waddell Tate offers a reminder that you have access to people across all sectors and locations simply because of where you were educated. Tiffany suggests using LinkedIn or the Career Services Office at your alma mater to connect with others from your school, and always remember to give back as much, or more, than you ask for. About Our Guest: Tiffany Waddell Tate (https://www.linkedin.com/in/tiffanywaddelltate/) is the CEO and founder of Career Maven Consulting. (https://www.careermavenconsulting.com/) It’s a career coaching and talent development firm. Resources in This Episode: * If you’re ready to create a resume that gets noticed, take a look at Tiffany’s mini-course, The Resume Cure. (https://careermavenacademy.teachable.com/p/the-resume-cure) * From our Sponsor: Find Your Dream Job is brought to you by TopResume.(http://macslist.org/topresume) Top Resume has helped more than 400,000 professionals land more interviews and get hired faster. Get a free review of your resume today from one of Top Resume’s expert writers. (http://macslist.org/topresume)
28 min
The Working With... Podcast
The Working With... Podcast
Carl Pullein
How To Manage A Never Ending Todo List
This week, how to manage a seemingly never-ending to-do list You can subscribe to this podcast on: Podbean | Apple Podcasts | Stitcher | Spotify | TUNEIN Links: Email Me | Twitter | Facebook | Website | Linkedin Get the FREE Annual Planning Sheet Get the Evernote Annual Planning Sheet Create Your Own Apple Productivity System Carl’s Time Sector System Blog Post The FREE Beginners Guide To Building Your Own COD System Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes The Working With… Podcast Previous episodes page Script Episode 161 Hello and welcome to episode 161 of the Working With Podcast. A podcast to answer all your questions about productivity, time management, self-development and goal planning. My name is Carl Pullein and I am your host for this show. This week’s question is all about managing time. Now I know some people will claim you cannot manage time, and if we are talking about the amount of time we have each day that is true. But we can manage how we use that time and that is where many people struggle yet when you understand what you have and you know your limitations then it can be very easy to manage. Now, before we get to this week’s question I just want to give you a heads up on my 2020 Thanksgiving holiday sale. This year I have kept things as simple as I can. All my courses and bundles of courses are currently available with a 30% discount. And for my coaching programmes, you can get yourself a 20% discount. I’ve had to limit my coaching programme offer to the first twenty people as I do all the calls personally and I want to do the best job I can in helping people. So if you are interested in joining my coaching programme please act soon as the available places are going fast. Okay, on with this week’s question and that means it’s time for me now to hand you over to the mystery podcast voice for this week’s question. This week’s question comes from Juan. Juan asks, hi Carl, I started to use your Time Sector System earlier this year and it has really helped me to simplify my workload. The problem I have though is I rarely complete my tasks for the day. I feel I have too many tasks and I don’t know how I can stay on top of all my work. How do you manage your tasks? Is there a way to always finish your work each day? Hi Juan, thank you for your question. Let’s look at this as an equation. There is two sides to this equation. The first side is time available. That’s fixed at 24 hours each daily cycle. You cannot change that. It’s the same for all of us. The second side is the work required to be done. That’s variable. So, when you base your thinking on the fact that of the two sides to the time management equation only one is variable we can focus our attention on managing that side. But first, on the work to be done side of the equation we have to factor in some fixed pieces. The first is sleep. We have to sleep. Now depending on your own personal sleep requirements that could be anything between six and nine hours per day. We also need to eat and that likely will take up a further ninety minutes. So, of those twenty-four hours, we are already down to say fourteen hours per day (taking an average of ten hours for sleeping, eating and taking care of personal hygiene) Now, having taken out time for the essentials—sleeping and eating etc—individually we may have other important tasks to take care of. For example, I schedule exercise time every day. I cannot function properly without exercise so I have an hour a day set aside for exercise. You may have a young family and they will require time attention each day and that could be two to three hours. Then we have our regular routines, household chores, paying bills, taking the garbage out and walking the dog. All these can quickly add up to an hour each day. So, when you take into account your fixed time requirements, you are likely to have no more than eight to ten hours left to do all your other work. But, it does not really end there. Another factor in this equation is your energy levels. We often assume we will have bundles of energy every day, but you know this is rarely the case. You may have not slept well the night before, you may be feeling a little sick or have a headache. All of these can have a debilitating effect on your energy levels which will affect the amount of work you can comfortably do each day. The reason I explained that is most people’s expectations of what they can do each day is unrealistic. They bite off more than they can chew—as my mother used to say. You need to get realistic on this side of the equation. It’s the only part of the equation you can manage. If you use the Time Sector System, the key folder you are focused on each week is your This Week folder and you quickly learn how many tasks you can realistically accomplish each week because at the end of the week if you have any remaining tasks it will be an indicator of one of two things. Either you were being overoptimistic when you did your weekly planning or an emergency arose that took up a lot of time. The longer you operate the Time Sector System you learn what your realistic task number is. For me, I have 17 recurring areas of focus each week. These are my most important, must-do tasks each week. They relate to my most important work such as preparing and recording this podcast, writing my blog post and recording my YouTube videos. They also include the tasks I need to complete in order to achieve my goals. That leaves me with around twelve other tasks I can complete without putting myself under strain. You might think twelve tasks in one week is not many, but when I talk about a task it could be planning an update to a course which will require around three to four hours, or preparing a workshop for a client company. These are not tasks like replying to an email. Email replies are part of my daily routines. As long as I am doing my area of focus tasks and routines I am taking care of my most essential work each day. My major work. The work that will give me 80% of my results. So knowing I have room for twelve additional tasks, when I do my weekly planning I can decide what needs to be done the following week. Now, life is not that simple, of course. Through the day emergencies and urgencies will happen. They always do and you cannot plan for those. You just have to deal with them as they come up. You just have to have the flexibility to deal with those. Now the beauty of the Time Sector System is you stop thinking in terms of what you get done each day, you start thinking in terms of what you get accomplished each week. So, if an emergency occurs and you get none of your planned tasks done one day, you can do a daily planning session and reschedule those tasks for other days in the week. This week, for example, I could not prepare this podcast script on Tuesday because of a family trip. I saw that on Monday evening when I did my daily planning and rescheduled the podcast script to Thursday morning. It meant Thursday was busier than usual, but I was able to find the additional ninety minutes by waking up a little earlier than usual. Having the freedom to shuffle tasks around on a daily basis allows me to be more flexible about when I do my tasks. Obviously, if a task needs to be done by Tuesday morning it needs to be done on Monday, but not all your Monday tasks will have the same tight deadline. Some may be just moving a project forward task and could be done later in the week if you don’t have enough time to complete it on the day you’d like to do it. But the key to all this is learning to prioritise. You cannot do everything and you will always have more tasks on your to-do list than you could complete in a day or week and those tasks will keep coming. It’s like email. You can get yourself to inbox zero and within twenty minutes you’ve got a full inbox again. So…
15 min
Coaching for Leaders
Coaching for Leaders
Dave Stachowiak
502: The Way to Build Wealth, with Chris Hogan
Chris Hogan: Everyday Millionaires Chris Hogan is a best-selling author, a personal finance expert, and America’s leading voice on retirement, investing, and building wealth. His goal is to help as many people as possible avoid financial traps and set their families up for the future. His book Retire Inspired: It’s Not an Age; It’s a Financial Number* is a number one national best seller, and The Chris Hogan Show has millions of downloads. He is also the author of Everyday Millionaires: How Ordinary People Built Extraordinary Wealth―and How You Can Too*. In this conversation, Chris and I discuss the national study that his organization conducted on everyday millionaires. We address some of the common misconceptions about millionaires. Plus, we detail both the mindset and behaviors that millionaires have that support the creation of wealth. Key Points The top three occupations for millionaires are engineer, accountant, and teacher. Millionaires steer clear of debt. Millionaires have a mentality of abundance vs. scarcity. They embrace change and usually see adversity as an opportunity for growth. Millionaires are frugal, not flashy. They spend less than the general population on groceries, restaurants and clothing. Employer sponsored retirement plans are a key vehicle the vast majority of millionaires use to build wealth. Only 1 in 5 millionaires receive any kind of inheritance. Resources Mentioned Everyday Millionaires: How Ordinary People Built Extraordinary Wealth―and How You Can Too* by Chris Hogan The Chris Hogan Show Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) Four Rules to Get Control of Your Money, with Jesse Mecham (episode 356) Dumb Things Smart People Do With Money, with Jill Schlesinger (episode 396) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
32 min
Agile Coaches' Corner
Agile Coaches' Corner
Dan Neumann at AgileThought
Evidence-Based Management 101 with Sam Falco
In this episode, Dan and Sam are exploring the topic of evidence-based management, which was first mentioned in Episode 101, “Are Scrum Masters Expendable?” In that conversation, they discussed some of the things that Scrum Masters could be doing beyond the team and one of them is in helping manage the product suite. Dan and Sam unpack the concept of evidence-based management and share how this model can be used alongside Scrum to help people and organizations improve the way they deliver products and improve the value of their products. This episode is rather timely too, with the newest edition of the Evidence-Based Management Guide just being released on Scrum.org! If you’re new to EBM (or didn’t fully understand it before) there is no better time than the present to learn about it. Key Takeaways What is evidence-based management? It’s an empirical approach to help organizations EBM provides a framework to get a better feel for what is valuable so you can base the decisions you make on actual data (rather than gut-feeling) and run experiments that improve metrics Through intentional experimentation and evidence, EBM enables organizations to systematically improve their performance over time and refine their goals based on better information The EBM model: It has five key elements: A Strategic Goal — something important that the organization would like to achieve; this goal is big and far away with many uncertainties (similar to a product goal) — because of this, the organization needs a series of practical targets, like: Intermediate Goals — achievements which indicate that the organization is on the path to its Strategic Goal (the path to the Intermediate Goal is often somewhat uncertain but not completely unknown) (kind of like a release goal) Immediate Tactical Goals — critical near-term objective toward which a team or group of teams will work help toward Intermediate Goals (similar to a sprint goal) A Starting State — where the organization is relative to the Strategic Goal when it starts its journey A Current State — Where the organization is relative to the Strategic Goal at the present time EBM focuses on four Key Value Areas (KVAs): These areas examine the goals of the organization As an organization, you want to measure and evaluate these Current Value (CV) – the current value that the product is delivering today The purpose of looking at CV is to understand the value that the organization is delivering to customers and stakeholders at the present time Organizations need to be continually re-evaluating and looking at customer/user happiness, employee happiness, and investor and stakeholder happiness CV helps the organization understand the value that their customers or users are experiencing today Unrealized Value (UV) — additional/potential value the product could realize if it was pursued UV could be features that the organization hasn’t considered developed yet (but could) or markets that the product could serve (but doesn’t currently) The organization should be thinking about: “Can we get any additional value out of this product?” and whether or not it’s worth it Comparing UV and CV can help an organization decide whether or not they should continue investing in a product Time to Market (T2M) — how long it takes the organization to deliver new value The reason for looking at T2M is to minimize the amount of time it takes for the organization to deliver value (without it, the ability to sustainably deliver value in the future is unknown) Ask: “Are we spending too much time estimating?” Questions the organization needs to continually re-evaluate for T2M are: “How fast can the organization learn from new experiments and information?”, “How fast can you adapt, based on the information?”, and “How fast can you test new ideas with customers?” Ability to Innovate (A2I) — the effectiveness of the organization at delivering value The goal of A2I is to maximize the organization’s ability to deliver new features and capabilities that customers will find valuable When evaluating A2I, an organization should be asking: “What is preventing us from delivering new value?” and “What prevents customers from benefiting from the innovation?” Having a hypothesis and executing an experiment: A hypothesis is a proposed explanation for some observation that has not yet been proven or disproven After forming a hypothesis, run the experiments, and then inspect the results Was the hypothesis proven or disproved? Once you have this data you can evaluate it and make adjustments as needed “Explicitly forming hypotheses, measuring results, and inspecting and adapting goals based on those results are implicit parts of an agile approach. Making this work explicit and transparent is what EBM adds to the organizational improvement process.” — EBM Guide Mentioned in this Episode: Evidence-Based Management Guide | Scrum.org Agile Coaches’ Corner Ep. 101: “Are Scrum Masters Expendable?” Agile Coaches’ Corner Ep. 78: “Exploring OKRs with Felipe Castro” Three Horizons Framework The Anarchy: The East India Company, Corporate Violence, and the Pillage of an Empire, by William Dalrymple The Creative Habit: Learn It and Use It for Life, by Twyla Tharp Hillbilly Elegy: A Memoir of a Family and Culture in Crisis, by J.D. Vance Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
33 min
The Brainy Business | Understanding the Psychology of Why People Buy | Behavioral Economics
The Brainy Business | Understanding the Psychology of Why People Buy | Behavioral Economics
Melina Palmer
128. How to Build Products That Create Change, An Interview with Matt Wallaert
Today I am so excited to introduce you to Matt Wallaert, author of Start at the End: How to Build Products that Create Change. One of my favorite quotes from Matt is one that shows how we are kindred spirits. He says, “If behavior is your outcome and science your process, you’re a behavioral scientist. No Ph.D. required.” Matt was one of the first behavioral scientists to leave academia to work in industry, which he has done for over 15 years now. He was head of behavioral science at Microsoft, the first chief behavioral officer in the healthcare industry while at Clover Health, and has done tons of awesome projects along the way (some of which you will learn about in today’s episode). During our conversation, we discuss lots of concepts that have past episodes on the show, including those on anchoring, relativity, how to finally change your behavior, how to experiment, and many more Show Notes: * [00:43] Today I am so excited to introduce you to Matt Wallaert, author of Start at the End: How to Build Products that Create Change. * [03:28] Matt shares his story and how he got interested in behavioral science. * [05:06] After taking a second psychology class in college, he became addicted to science and started doing a lot of applied work. * [07:56] He left Clover Health in March and ended up moving to California for a year of adventure. * [09:41] He has decided in his next role that he wants to spend most of his time pivoting an organization to behavioral science. * [11:01] Advances in data science and user research have prepared younger project managers to fully embrace behavioral science. * [13:12] People often don’t think of the implications of the things that they say. * [13:30] Every industry has its own beliefs about what can’t be changed (listen to episode 126 for Melina’s tips on fixing this in your organization). * [14:51] Behavioral science can be used in good ways and in bad ways (ethics matter!). * [16:49] It is really hard to write a complete behavioral statement from the beginning. * [17:17] Matt shares about the GetRaised project he worked on. * [19:04] Bias creeps in when we start to do ratings of performance. * [20:28] The difference between junior behavioral scientists and more senior behavioral scientists is just experience. Anyone can learn the framework. * [22:08] A lot of communication is just quick analogy making. It is the ability to find out what someone is interested in and relate that to the thing you are teaching. * [24:37] Our brain is using the same rules and concepts whether we are deciding to litter or choosing a brand of toothpaste. * [25:37] When you try to replicate a lab study in real life sometimes it works and sometimes it doesn’t. The key is that you tried it small before you shared it with everybody. (Get Melina’s tips for creating your own experiments in episode 63.) * [26:47] Science is the testing of all assumptions. Diversity can help identify an assumption. * [28:08] Behavioral science is a lifestyle. * [28:59] Academic behavioral science is about the why of the way things are. Applied behavioral science is the changing of the way things are. * [30:20] Almost all misunderstandings across cultural and other kinds of borders are due to a misunderstanding of the pressures that affect that other persons’ life. It almost always makes sense if you understand the context. * [32:06] Melina shares Steve Wendel’s story about a fish in the sand (hear more from Steve in episode 116). * [34:33] It is easier to have a discussion with the people that we can relate to than to have a more difficult conversation. * [35:36] Matt says, “If behavior is your outcome and science your process, you’re a behavioral scientist. No Ph.D. required.” * [36:27] Behavioral science thrives when lots of people are doing it and doing it a little better every day. If it does not put behavior as an outcome, it is not behavioral science. * [37:05] Behavioral science is about creating a specific outcome in advance and then using science as a process. * [39:46] Get your own copy of Matt’s book, Start at the End: How to Build Products that Create Change. * [42:32] Don’t forget to take advantage of the year-end sale going on now. Thanks for listening. Don’t forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show. Let’s connect: * Melina@TheBrainyBusiness.com * The Brainy Business® on Facebook * The Brainy Business on Twitter * The Brainy Business on Instagram * The Brainy Business on LinkedIn * Melina on LinkedIn * The Brainy Business on Youtube More from The Brainy Business: * Master Your Mindset Mini-Course * BE Thoughtful Revolution - use code BRAINY to save 10% * Get Your FREE ebook * Melina’s John Mayer Pandora Station! Listen to what she listens to while working. * Special Year-End Sale 👈🏻🥳 Past Episodes and Other Important Links: * Matt’s Website * Start at the End: How to Build Products That Create Change * Getraised * Matt on Twitter * Interview with Dan Ariely * Interview with Kwame Christian * Relativity * How to Finally Change Your Behavior (So it Sticks) * Biases Toward Novelty and Stories * How To Set Up Your Own Experiments * Anchoring & Adjustment * Change Management * Loss Aversion * Framing * Bikeshedding * Network Effect * Interview with Steve Wendel
44 min
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