PNTM: Hooked author, Nir Eyal

Thursday, December 7, 2017
5:30 PM 7:30 PM 17:30 19:30

WHYY 132 North 7th Street Philadelphia, PA, 19106 United States (map)

Google Calendar ICS

In an age of ever-increasing distractions, quickly creating customer habits is an important characteristic of successful products. How do companies create products people use every day? What are the secrets of building services customers love? How can designers create products compelling enough to "hook" users?

Philly New Technology Meetup and ProductTank Philadelphia present an in-depth discussion with Nir Eyal, author of "Hooked: How to Build Habit-Forming Products."

Drinks and networking will start at 5:30pm.
Event starts at 6pm.
Complimentary pizza and beer will be provided thanks to support from Duane Morris, The Kopelman Foundation, and The Meet Group.

Hooked is based on Mr. Eyal’s years of research, consulting, and practical experience. He wrote the book he wished had been available to him as a start-up founder—not abstract theory, but a how-to guide for building better products. Hooked is written for product managers, designers, marketers, start-up founders, and anyone who seeks to understand how products influence our behavior.

Source:: https://www.eventbrite.com/e/philly-new-tech-meetup-producttank-philly-feature-hooked-author-nir-eyal-tickets-38527526870

Leadership, Personal Development

How You Look Is Part of How You Lead

Most founders and executives I work with are uncomfortable talking about how they look. It feels shallow. Not the point. I get it. They started their companies because of a vision, not an ego. By the time they're working with an advisor, they're wrestling with real problems: who belongs in which seats, how to build accountability, how to run a leadership meeting. Thinking about personal image can feel self-indulgent by comparison.

Organizational Dev

You Can't Scale the Company Without Scaling the Culture

Founders tend to think about a major transition as a singular event. You prepare, announce, close, and now you're a different company. In my experience, the company starts changing well before any of that happens. I've been through this several times now, and the details were different every time. The weirdness was pretty consistent.

Growth Strategies, Leadership

Not Every Idea Deserves to Be Fully Baked

Sometimes exploration is worth it. Sometimes you just spent a week of the team’s attention answering a question the founder could have tested in an afternoon. That is the part I think leaders underestimate. Ideas do not only cost money. They cost time, focus, and brainpower long before anyone approves a budget. The question I’d want answered is: how much of the organization does this idea deserve yet?

If Everyone Is Playing Defense with their Goals, Nobody Is Trying to Win

Ask a room of leaders why they set goals and most will say accountability. That answer creates the problem. Goals exist for alignment. The company needs to reach a number, so this group does this, that group does that, and together the math works. Everyone is pointed in the same direction. Focus comes second. A good goal tells you what to say no to.

Leadership, Organizational Dev

If Ten People on Your Team Agree, Nine of Them Are Unnecessary

The instinct to build a team that moved in the same direction, at the same pace, with the same set of perspectives is limiting. Consistency is created at the expense of range. The goal isn't alignment of strengths. It's coverage. The most dangerous teams I've seen weren't the ones with conflict. hey were the ones with none. Where every conversation ends in agreement. Where nothing gets surfaced. Where the people who see things differently may have learned to stop saying so.

Leadership

Shiny Object Syndrome Will Break Your Company. It's Also What Built It.

The same restlessness that makes it hard to stay on plan is what made them start the company in the first place. The wandering mind, the refusal to be satisfied with what already exists, the ability to see something before it exists: that's not a disorder. That's the source.

The Bridge to the Moon

If you're building a company, knowing your role isn't optional. The visionary needs someone who will build what they see without getting in the way of the seeing. The integrator needs someone who will point at the moon and mean it and keep pointing at the same moon long enough for the bridge to get built. The mistake I see most often: trying to be both or hiring someone who mirrors you when you need someone who complements you.