Do You Have a Happy Brain?

This Is Your Brain on Joy: A Revolutionary Program for Balancing Mood, Restoring Brain Health, and Nurturing Spiritual Growth
by Dr. Earl Henslin & Dr. Daniel Amen

This Is Your Brain On Joy by Dr. Earl Henslin is a cogent appeal for the use of diagnostic "brain imaging" as a foundational step in understanding and treating mental, emotional, and behavioral problems.

In This Is Your Brain On Joy, Dr. Henslin guides readers through a series of questions designed to uncover potential areas of over-functioning and sub-functioning in any of the five "rooms" of the brain. Then, he outlines how behavior, mood, and relationships are affected by improper blood flow to various parts of the brain.

He suggests that certain brain chemistries make joy, contentment, self-control, and other expressions impossible without physical healing of the brain, which he maintains is often possible through a combination of nutrition, exercise, supplements, and in some cases, medication.

Dr. Henslin includes a series of brain photographs throughout the book, providing a poignant and often gripping representation of minds pocked and dented by injuries and chemical imbalances. He goes on to show the physical changes in the same brains after he used SPECT (Single Photon Emission Computed Tomography) imaging to design and implement appropriate therapies. Surprisingly readable, the book is full of touching examples of lives profoundly changed, from hateful, abusive geriatrics to raging, inconsolable little girls.

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Do You Have a Happy Brain?
Index of Articles about Temperaments & Strengths

Articles about Temperaments and Strengths

The Route to Happiness by Maurine Patten

Many struggle with situations at work or home that cannot be altered or avoided. You may find yourself talking with friends and family about increasing levels of stress. It can feel like happiness is more...

A Review of Parenting Groups by Morgan Hamilton

Just about any parent knows the joys and challenges raising kid. Many times that parents can use some help from those who have been there. That's where parenting groups come in. They are exactly what they...

Beat The Competition - Let's Beat Out The Competition Once And For All by Rochelle Togo-Figa

Have you ever lost the sale because the prospect decided to go with your competitor? In the world of business, there will always be other businesses competing with you for your customers.Is there a way...

Play To Your Strengths by Saleem Rana

Who you really are is a soul. The soul uses the mind as its instrument to navigate through the world of form. And the soul itself is a spark of God, or the awareness of all that is, was, and will be.In...

Quiz- What Is Your Strength? by CD Mohatta

All of us have pluses and minuses. All of us have strengths and weaknesses. For some of us, our job may be our weakness, for some others it may be our friendship. For few others, it is their children or...

Want a great job or career? Then, be the solution to someone else's problem! by Pamela Grant

Anyone who is looking for a new or different career must answer an all important question - "How can I be the solution to some problem or challenge?"Ask yourself in what ways your particular strengths,...

Now, Discover Your Strengths by Marcus Buckingham by Prasoon Kumar

Once you finish reading the book, the author Marcus Buckingham clearly demonstrates he has some pretty interesting insights into finding your strengths and using them, though his propensity to cover those...

Self Describing Skills - Key Strengths by Peter Fisher

You need to be the best you can at describing your best qualities; particularly your key strengths. In my coaching practice I generally, at some point, ask my client: "What are you good at?" purely as...

Just Wait Teens Program by Carl Lafresnaye

The Just Wait Teens™ program has been 8 years in development. The theory behind the program is based on the research of the National Center on Addiction and Substance Abuse. Joseph Califano, the former...

Discovering Your Strengths by Kathy Paauw

"Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer." --Peter DruckerMany...

Science of the Brain

Your heart, lungs, kidneys and digestive tract keep you alive. But your brain is where you live. The brain is responsible for most of what you care about—language, creativity, imagination, empathy and morality. And it is the repository of all that you feel. The endeavor to discover the biological basis for these complex human experiences has given rise to a relatively new discipline: cognitive neuroscience.

Fear is a good place to start, because it is one of the emotions that cognitive neuroscientists understand well. It is an unpleasant feeling, but necessary to our survival; humans would not have lasted very long in the wilderness without it. Two deep brain structures called the amygdalae manage the important task of learning and remembering what you should be afraid of.

Each amygdala, a cluster of nerve cells named after its almond shape (from the Greek amugdale), sits under its corresponding temporal lobe on either side of the brain. Like a network hub, it coordinates information from several sources. It collects input from the environment, registers emotional significance and—when necessary—mobilizes a proper response. It gets information about the body's response to the environment (for example, heart rate and blood pressure) from the hypothalamus. It communicates with the reasoning areas in the front of the brain. And it connects with the hippocampus, an important memory center.

The fear system is extraordinarily efficient. It is so efficient that you don't need to consciously register what is happening for the brain to kick off a response. If a car swerves into your lane of traffic, you will feel the fear before you understand it. Signals travel between the amygdala and your crisis system before the visual part of your brain has a chance to "see." Organisms with slower responses probably did not get the opportunity to pass their genetic material along.

Fear is contagious because the amygdala helps people not only recognize fear in the faces of others, but also to automatically scan for it. People or animals with damage to the amygdala lose these skills. Not only is the world more dangerous for them, the texture of life is ironed out; the world seems less compelling to them because their "excitement" anatomy is impaired.

Until recently, there was relatively little research showing how the brain processes anger. But that has begun to change. Recent studies indicate that anger may trigger activity in a part of the brain not named as poetically as the amygdala—the dorsal anterior cingulate cortex (abbreviated dACC). Like the amygdala, the dACC's function makes sense, given its connections to areas of the brain involved in recognizing an offense (he just stole my iPod), registering a feeling (I'm angry) and acting on it (I'm going to …). It also links to the reasoning centers in the front part of the brain, as well as memory centers, which play a role in angry rumination or stewing after the fact.

Researchers, however, have been more focused on one of the consequences of anger—aggression—probably because it can be observed through behavior. It's known, for example, that men are overtly more aggressive than women because of differences in male and female hormones. But the brains of men and women are also different, and some of those differences may affect aggression. In the front of the brain, the orbitofrontal cortex is recruited to help make decisions and temper emotional responses. It lights up when people are making judgments. Adrian Raine and colleagues at the University of Southern California note that, on average, men have a lower volume of gray matter (the bodies of nerve cells) in the orbitofrontal cortex than women. According to their analysis, this brain difference accounts for a healthy portion of the gender gap seen in the frequency of antisocial behavior.

Even a neuroscientist can see that murder and mayhem are undesirable. But a neuroscientist can also see why that trait might still be in the gene pool. The gene for sickle cell anemia survived because it provided protection against another disease, malaria. Similarly, aggression is often an advantage. Until recently in historical terms, a readiness to fight and the ability to kill was a way to consolidate control over resources for survival.

Fortunately, diplomats have also evolved. Some of our ancestors who understood that aggression carried risks as well as advantages used their creative human brains to devise better solutions for resolving conflicts. Our predecessors also originated symbolic diversions for aggression, like sports and chess.

The common emotions of sadness and happiness are a problem for researchers. Depression and mania are core areas of study for a neuroscientist. But everyday ups and downs are so broadly defined that researchers have a hard time figuring out what exactly to study.

The authors believe this complicated picture makes sense. The brain regions on their list process conflict, pain, social isolation, memory, reward, attention, body sensations, decision making and emotional displays, all of which can contribute to feeling sad. Sadness triggers also vary—for example, the memory of a personal loss; a friend stressing over a work conflict; seeing a desolate film.

In the brain, happiness is as widely distributed as sadness. In his book "This Is Your Brain on Music," Dr. Daniel Levitin (page 58) notes that music simultaneously enlists many parts of the brain. We listen and respond to sounds and rhythms (auditory, sensory and motor cortex, cerebellum). We interpret (sensory cortex) and reason (prefrontal cortex). Music pulls on memories for experience and emotion (amygdala and hippocampus). If the music is working for you, it is probably triggering the reward system (nucleus accumbens). And if you're playing it, as Dr. Levitin does, you also get to throw satisfaction into the mix.

Empathy is more than being nice. It is the ability to feel what another person feels, and in its most refined form it is the capacity to deeply understand another person's point of view. The brain's empathic powers actually begin with fear detection. Most of us are extraordinarily skilled face readers. We readily act on the emotions communicated to us through facial expression. And the grammar of facial expression, in some instances, is plain. We are masters at telling when a smile is insincere by the absence of wrinkles (called Duchenne lines) around the smiler's eyes. In a spontaneous smile, the corners of the mouth curl up and muscles around the eyes contract. Duchenne lines are almost impossible to fake.

Not surprisingly, love also engages a whole lot of brain. Areas that are deeply involved include the insula, anterior cingulate, hippocampus and nucleus accumbens— in other words, parts of the brain that involve body and emotional perception, memory and reward. There is also an increase in neurotransmitter activity along circuits governing attachment and bonding, as well as reward (there's that word again). And there's scientific evidence that love really is blind; romantic love turns down or shuts off activity in the reasoning part of the brain and the amygdala. In the context of passion, the brain's judgment and fear centers are on leave. Love also shuts down the centers necessary to mentalize or sustain a theory of mind. Lovers stop differentiating you from me.

Temperaments & Strengths of Presidents * Emotional Intelligence Set Of Skills

Emotional Intelligence Offers a Core Set of Skills to Enhance Leadership Competencies   
ron Stock

Enhancing the Emotional Intelligence (EI) skills of an organization's leaders offers a solid base upon which to build leadership competencies. In today's competitive business environment leadership is more important than ever. And organizations have embraced the approach of identifying and fostering leadership competencies as a means of gaining competitive advantage. Leadership competencies are a way to behaviorally define actions that will produce desired organizational results. These behaviors must be both aligned with and designed to build the organization's culture (Ulrich, Intagliata, and Smallwood, Human Resources Planning, Winter, 2000, Vol. 23.4, pp. 12-23). While leadership in today's business world matters more than ever and more resources are allocated toward seeking ways to develop leadership competencies, the quality of leadership is still a concern.


When identifying leadership competencies, organizations typically identify a number of competencies as sets or clusters of behaviors that are important to effectively leading the business. With any developmental experience, the organization likes to see their leaders improve in as many competencies as possible. In this instance the enhancement of Emotional Intelligence skills provides significant leverage.

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When Personality Makes Drugs Ineffective In Depression (Medical News Today)
A study published in the current issue of Psychotherapy and Psychosomatics addresses the role of personality factors in moderating treatment response in depression. The temperament harm avoidance (HA)...

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Emotional Intelligence has been defined in many ways. Our definition is simple. It is the ability to acquire and apply knowledge from your emotions and the emotions of others in order to make good decisions about what to say or do, or NOT say or do. Although the competencies may vary depending on the EI model, they typically relate closely to many leadership competencies. We use a model with three intrapersonal (those internal to the individual) competencies and two interpersonal (those occurring between individuals) competencies. The competencies include Emotional Self-Awareness, Emotional Self-Regulations, Emotional Self-Motivation, Empathy and Nurture Relationships.


By determining how negative emotions might hamper or interfere with the desired behaviors underlying a leadership competency, we can begin to recognize the critical importance of Emotional Intelligence in supporting and reinforcing desired behavior. For example, typical behaviors comprising the leadership competency of Making Complex Decisions might include using experience, analysis, wisdom and judgment to make good decisions; being sought out by others for solutions and advice; and, over time, making correct and accurate solutions.

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NJ Gov Off To A Strong Start; Some Say Too Strong (AP Via Yahoo! News)
There's not a lot that's small about New Jersey Gov. Chris Christie. He is a big man with a big personality and a big problem — namely, closing a nearly $11 billion deficit in a state whose residents...

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It's quite obvious that all the EI competencies play a role in being able to exhibit these behaviors. For example, leaders would have to manage their own negative emotions related to the uncertainty of their decisions (Emotional Self-Regulation which requires Self-Awareness). They would need to take into account the emotional impact of their decisions on others and tailor their explanation of the decision to create a positive tone for cooperation, ensuring maximum support (Self-Motivation, Empathy and Nurture relationships).


From this example, it becomes obvious that not being aware of emotions or not managing them would prevent a leader from behaving as desired. If a leader were not motivated or empathetic or capable of nurturing relationships, his or her performance would also be diminished. The development of most leadership competencies can be supported by enhanced EI skill. Even when we consider technical leadership competencies, not having some level of EI skill can hamper performance.


As participants of EI skill-building programs enhance their EI skills, they also enhance their leadership competencies. As an investment focused on developing leadership competencies, Emotional Intelligence skill-building can provide significant leverage. However, without implementing some method of measurement for a program, it's difficult to determine the benefit. Verifying use of techniques on the job and return on investment will prove value for your organization.




Tailoring the art and science of Emotional Intelligence (EI) to your needs, Byron Stock focuses on results, helping individuals and organizations enhance EI skills, leadership competencies and core values. Visit http://www.ByronStock.com/ to learn about his practical, user-friendly techniques to enhance Emotional Intelligence skills and download a free excerpt of his book, Smart Emotions for Busy Business People.

Index of More Articles about Leadership