You go into flow when your highest strengths are deployed to meet the highest challenges that come your way. In well-being theory, these twenty-four … - Martin E P Seligman

The closer someone lived to someone who was lonely, the lonelier the second individual felt. The same was true for depression, but the blockbuster was about happiness. Happiness was even more contagious than loneliness or depression, and it worked across time. If person A’s happiness went up at time 1, person B’s — living next door — went up at time 2. And so did person C’s, two doors away, by somewhat less. Even person D, three doors away, enjoyed more happiness. This has significant implications for morale among groups of soldiers and for leadership. On the negative side, it suggests that a few sad or lonely or angry apples can spoil the morale of the entire unit. Commanders have known this forever. But the news is that positive morale is even more powerful and can boost the well-being and the performance of the entire unit. This makes the cultivation of happiness — a badly neglected side of leadership — important, perhaps crucial.

For optimists, defeat is a challenge, a mere setback on the road to inevitable victory.

Negative emotions warn us about a specific threat: when we feel fear, it is almost always preceded by a thought of danger. When we feel sad, there is almost always a thought of loss. When we feel angry, there is almost always a thought of trespass. This leaves us room to pause and identify what is going on when our negative emotional reaction is out of proportion to the reality of the danger, loss, or trespass out there. Then we can modulate our emotional reaction into proportion. This is the essence of cognitive therapy, but in a preventive mode.