New neuroscience reveals 4 rituals that will make you happy

By Eric BarkerMay 19, 2017

You get all kinds of happiness advice on the internet from people who don’t know what they’re talking about. Don’t trust them.

Actually, don’t trust me either. Trust neuroscientists. They study that gray blob in your head all day and have learned a lot about what truly will make you happy.

UCLA neuroscience researcher Alex Korb has some insights that can create an upward spiral of happiness in your life. Here’s what you and I can learn from the people who really have answers:

Source: New neuroscience reveals 4 rituals that will make you happy | Ladders

Don’t Let Shame Become a Self-Destructive Spiral

Why being extremely happy might be a bad thing | World Economic Forum

 

Research has looked at how extremely happy people are viewed.

Even if you’re a relatively happy person, you’re bound to run into people who are even more annoyingly happy than you. You know the type — that person who is chipper even before their morning coffee, who makes excessive use of exclamation points, whom bad news just rolls right off.

If you can’t be as happy as those annoyingly happy people, at least you can take solace in one fact: They’re more likely to get ripped off, new research suggests. Researchers at New York University, the University of Chicago and the University of Pennsylvania recently performed a series of studies on the perception of extremely happy people and concluded that they are often assumed to be pushovers.

Read more: Why being extremely happy might be a bad thing | World Economic Forum

8 Ways to Get a Difficult Conversation Back on Track

Despite our best intentions, conversations can frequently veer into difficult territory, producing frustration, resentment, and wasted time and effort. Take David, one of my coaching clients. Recently appointed to a business school leadership role, he was eager to advance his strategic agenda. Doing so required building his team members’ commitment to and sense of ownership over the proposed changes. When people were slow to step up and take on key tasks and roles, David felt frustrated by what he saw as their unwillingness to assume responsibility.