Research cited in the book "PQ" reveals that the strongest predictor of a team's performance isn't leadership or strategy, but its collective "Positivity Quotient" (PQ)—the ratio of positive to total thoughts among its members. A high PQ is directly correlated with high productivity.

Neuroscientists find that an emotional response lasts only 60-90 seconds. A mood is a prolonged emotion, a conscious or unconscious decision to keep reigniting the initial feeling. Understanding the initial trigger allows you to interrupt the cycle before a fleeting emotion becomes a persistent mood.

The ability to accurately name a wide range of emotions—beyond just "happy, sad, or mad"—is a critical leadership skill. This "emotional granularity" allows leaders and their teams to process setbacks more effectively and build resilience, as you cannot tame an emotion you cannot name.

Contrary to popular belief, happiness and unhappiness are not two ends of a single spectrum. They are produced in different parts of the brain for different reasons, meaning a person can simultaneously experience high levels of both.

Your internal emotional state is transmitted to others, even when you try to hide it. Behavioral investigator Vanessa Van Edwards found that subtle micro-expressions induce the same feelings in others, causing them to form a negative or positive opinion about you within the first few seconds of an interaction.

In a study where people could self-stimulate emotions, they chose anger. This suggests anger is not just a reaction but a preferred state because it replaces fear and uncertainty with a clear sense of righteousness and a simple path to action, even if destructive.

Conventional leadership advice suggests suppressing negative emotions. A more powerful approach is to reframe the intense energy behind feelings like rage or fear as a fuel to overcome obstacles, rather than a liability to be contained and hidden.

Neuroscientist Dr. Jill Bolte-Taylor posits our brain's four distinct anatomical parts function like different characters. By understanding these "personalities" (e.g., logical left-brain, playful right-brain), we can consciously choose which to activate, rather than letting them run on autopilot.

Compared to the general population (40% 'Thinkers'), investment professionals are overwhelmingly thinkers (80%+). This personality skew explains why these organizations can feel colder and why leaders may not instinctively consider the informational or emotional needs of their teams.