Fear, in evolution, has a special prominence: perhaps more than any other emotion it is crucial for survival.

Leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle, but important ways.

A leader tuned out of his internal world will be rudderless; one blind to the world of others will be clueless; those indifferent to the larger systems within which they operate will be blindsided.

At last, psychology gets serious about glee, fun, and happiness. Martin Seligman has given us a gift-a practical map for the perennial quest for a flourishing life.

Empathic, emotionally intelligent work environments have a good track record of increasing creativity, improving problem solving and raising productivity.

We should spend less time ranking children and more time helping them to identify their natural competencies and gifts, and cultivate those.

When I went on to write my next book, Working With Emotional Intelligence, I wanted to make a business case that the best performers were those people strong in these skills.