Nature has evolved the human race for individuals to be very different from each other. Half of us are thinkers, and we proceed according to the facts. The other half of us are feelers. Nature says you need both kinds of people to push humanity forward.

If someone can take our findings and draw out additional insights, we consider it a triumph. Our aim is to constantly enhance our understanding of the world, and contributions from others are invaluable in this pursuit.

Sometimes, a game just works; it becomes a little engine that generates mystery and interest, prompting questions like 'What happens if I do this?' This is the hallmark of a living game.

This crisis is rooted in the collective delusion that burnout is the necessary price we must pay for accomplishment and success. Recent scientific findings make it clear that this couldn't be less true. Performance is actually improved when our lives include time for renewal.

Taking that first step is your biggest competitive advantage; most people won't do it.

It is almost like a karmic cycle. When you invest in training individuals, they often become more devoted to your organization. When they witness the company making similar investments in various locations, it adds to their motivation. Once you invest in these individuals, they tend to stick around longer, which benefits the company.

We've ended up with organizations that are less capable than the people inside them- which is a little ironic when you think about it. Research shows that 89% of people are happy with the actual tasks of their work yet are frustrated with the work-environment- they are bothered by how they're managed not what they do.

All these prongs matter for happiness, and they're all interventions we can try, regardless of our circumstances or genetic background. They're simple changes that can really improve our well-being.

We are in an era of hyper-novelty. The rate of change of the novelty we face is so fast that it has outstripped our evolutionary capacity to keep up.

What they found was that the majority of people — above 50% — maintained cognitive function from their 50s into their 80s. We knew this more than fifty years ago.

I realised that my passion lay in the realm of high performance, irrespective of the context, and the sustainability of such performance was a fascinating query. This question is invariably present in the minds of leaders in great organisations.

The last quarter century of globalisation has utterly transformed how our markets and nations do business. With that in mind, we have to appreciate that our economies not only provide profound benefits and wealth-creation opportunities, but also hold very real (and untended) existential threats to the livelihoods of billions of citizens.