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Happy people tend to live active and somewhat busy lives. They meet up with friends after work, go on a hiking trip with the family on the weekend, and play tennis every Wednesday morning with a friend.
This busy lifestyle provides an unintended but powerful source of happiness: anticipation.
Each one of us has certain distinct character strengths. Some people are particularly courageous, others are very honest, empathic, loyal, intelligent, optimistic or integer.
Research has found that using our biggest strengths – what they call ‘signature strengths’ – makes us incredibly happy and fulfilled.
More choices don’t equal more happiness, but less.
Research in recent years has shown over and over again that an overabundance of possibilities to choose from can have terrible effects on our well-being, especially when combined with regret, adaptation, social comparison, and concern about status.
Happy people engage in more happiness-boosting habits while unhappy people engage in more misery-inducing habits.
You can choose which habits to cultivate in your life. If you want to be happier, simply install more happiness-boosting habits.
That means that your happiness lies in your very own hands. You can choose which habits to cultivate in your life.
It is marked by intense concentration, a sense of timelessness, and a loss of self-consciousness. It’s a deeply healing and enjoyable state and one that greatly contributes to our happiness.
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Being “rushed” puts you on the fast track to being miserable.
Live a productive life at a comfortable pace. Learn to say no to busywork.
National surveys find that when someone claims to have 5 or more friends with whom they can discuss important problems, they are 60 percent more likely to say that they are ‘very happy’.
Excerpt from the book Finding Flow.
True friends really are worth their weight in gold. Check in regularly with close friends (around every two weeks).
Self-esteem is good for confidence, but self-esteem that is bound to external success can be quite fickle.
Think of yourself less and avoid the trap of tying your self-worth to external signals.
"The wisest decisions are made by those closest to the problem — regardless of their seniority,”
Leadership must first trust that employees understand the organization's context and goals enough to make decisions on their own.
To get to a point where you trust almost anyone to make decisions on their own because you believe they have the same information and objectives you do.