Feelings we haven’t got a handle on wreak havoc on our work. They force themselves forward in troubling, furious and depressed ways. They buckle and strain the system.

When addressing the question of what we might do in our work, we should have the confidence to believe that large portions of a sound answer are already in us.

One of the characteristic flaws of our minds is to exaggerate how fragile we might be; to assume that life would be impossible far earlier than it in fact would be.

We tend to be pretty clear why it might be nice to be in a leadership role.

Feedback was invented to get more out of employees and thereby to lift the productivity and the profitability of the company. But it’s difficult for a number of reasons.

When it comes to other people, we are all a bit like mind-readers. Mind-reading just shows up that knowledge about us is surprisingly obvious and easy for an outsider to...

There is a danger of over-investment in the idea of ‘success’. It’s natural to want to do well-enough around work.

When we speak about self-knowledge, we’re alluding to a particular kind of knowledge – generally of an emotional or psychological kind.

The route to greater resilience is to explore how well we would cope if so much of what we think we need were to be taken away from us.

Every life is in the end made up of a succession of moods - happy ones and sad ones, despairing ones and joyful ones.