The Harvard Business Review recently had an article called 'The Human Moment,' about how to make real contact with a person at work: ... The fundamental thing you have to do is turn off your BlackBerry, close your laptop, end your daydream and pay full attention to the person.

Overloading attention shrinks mental control. Life immersed in digital distractions creates a near constant cognitive overload. And that overload wears out self-control.

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.

The amygdala in the emotional center sees and hears everything that occurs to us instantaneously and is the trigger point for the fight or flight response.

I would say that IQ is the strongest predictor of which field you can get into and hold a job in, whether you can be an accountant, lawyer or nurse, for example.

The best leaders don’t know just one style of leadership—they’re skilled at several, and have the flexibility to switch between styles as the circumstances dictate.

Comparing the three domains, I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain.