Happiness begins with each and every one of us. It’s not about comparing yourself with others – that would be the best path to disaster. The goal should not be “perfect happiness”, but a path in a positive direction – because happiness is a fluid state.
From a neurobiological point of view, happiness, reward and motivation are closely linked.
So whether we are happy or unhappy depends on these messenger substances. The neurotransmitter dopamine in particular plays a central role in joy and happiness. Dopamine is formed in the brain in an area of the midbrain. When this region is particularly stimulated, the nerve cells there release the messenger substance.
When dopamine arrives in this region of the brain, the neurons there produce opium-like substances and we feel happy. However, dopamine in the frontal lobe also causes our brain to function better. In this way, we become more attentive and learn what is good for us. So perhaps our feeling of happiness is “only” a by-product of our ability to learn.
Touch is particularly effective for the happiness center.
If they last longer than 20 seconds, the “cuddle hormone” oxytocin is also released.
Scientists have long been searching for this most wonderful of all feelings.
Biochemists are looking for the molecules in nerve cells that make us happy,
Neurobiologists try to track down happiness using sophisticated technology
and molecular biologists scour the chromosomes to find that gene,
that makes us happy. But despite all their efforts, they still don’t really get to grips with
none of them have been lucky enough so far.
But what exactly happens in the brain during this process? What influence do we have on this?
And how can we use these findings for ourselves?
Certain messenger substances, the opioids, play a major role in this. React to the opioids
but many regions of the brain. Put simply, happiness originates in the brain. An endogenous
Reward system, which releases happiness messengers such as dopamine, serotonin and endogenous opioids.
and opiates, provides the desired pleasant sensation.
However, some experiments contradict the image of dopamine as a source of happiness.
They show it more as the origin of desire. Dopamine could therefore be a craving
“generate” and thus signal a need to the body.
About half of our ability to be happy is innate, i.e. genetically determined.
Around ten percent depends on external circumstances and the remaining 40 percent
are within our capabilities. We can therefore actively influence our sense of happiness.
influence. And we do this by creating favorable conditions for our brain
and actively promote the release of happiness messengers.
1

So how do we create these conditions for our brain?
One of the best ways to achieve this is to connect with other people.
In moments of strong solidarity, with a strong sense of community, we experience
an activation of our happiness system. We can also experience such feelings of happiness on our own, namely when the connection relates to something big or non-personal. This can be a great idea or a particularly attractive goal. Curiosity or anticipation of such experiences also play an important role. Because it is precisely at these moments that additional dopamine is released.
Even less exciting moments can put us in such a state.
We all know those moments when we block out everything, forget everything around us – when we are totally focused and with ourselves. For example, gardening, playing music or reading a stimulating book. This state was first studied by the Hungarian-born American psychologist Mihaly Csikszentmihalyi, who calls it “flow”.
So luck rarely comes alone. It occurs in moments of strong connection with other people or during activities that we experience with full dedication.
Peter Schipek worked as a social pedagogue and was a lecturer at the FH Campus Wien. He has been involved in brain research for over 25 years.
He is the founder of the “Lernwelt” initiative, co-founder of the “Schule im Aufbruch” initiative and coordinator of the “Akademie für Potentialentfaltung” in Austria.
2

It is not only futurologists who are concerned with the question of whether we have reached a crossroads that brings alternative ideas and lifestyles. Or are some things now coming to the surface that were already there before the pandemic and just needed a nudge?

Triggered by the pandemic, many people have begun to question their current way of life. Is the pursuit of material things the right path? At the same time, the current issues of climate protection and other value-based discussions have remained. The spectrum ranges from veganism to the ecological footprint. Against the backdrop of these smouldering issues of the future, companies must now address an important question: How must the framework conditions be designed in the future in order to be able to cope with the new worlds of work?

In top executive coach Schloemmer’s management seminars, the question of how to motivate employees and retain them in the company is always on the agenda. Conversely, companies lose good employees because they do not have a positive experience of the management culture. And the material and immaterial incentives on offer are clearly having less and less impact every day.

“As an executive coach, I recognize a clear trend here: the more attempts are made to buy motivation, the weaker the leadership, the more threatened the company. More and more people are no longer satisfied with the economic exchange of “money for working time”. It is more about the positive experience of everyday management. However, this requires managers to change themselves.”
“Our concept of supportive leadership requires leadership ethics. It is about expressing and recognizing each other’s interests, clarity and consistency. Successful companies have distinctive forms of results review combined with clarity, consistency and appreciation.”

So what does this new understanding of leadership entail?

Employees are not only top performers, but above all people. Therefore, a manager must also have an authentic interest in the wishes and needs of employees. It’s about taking employees seriously and showing interest in their work. In the next step, the manager strengthens the employees’ self-esteem through professional feedback. Every opportunity should be taken to recognize special achievements and good ideas.

Trust is particularly important here – not only in digital leadership in the home office, where “lack of trust” is only noticed more quickly. Instead of constantly monitoring the work process, managers must provide emotional and practical support in order to find possible solutions to difficult tasks.

Every employee must have the feeling that their manager is there for them and can be reached.

Supportive leadership is all about clear communication. First, the goals and tasks are clarified. Managers can then offer employees help and support, as well as guidance and backing. This is a healthy basis for developing ideas and impetus in a joint dialog. Modern managers support their employees in order to find solutions to difficult tasks together. In order to implement this convincingly, completely different values, skills and a completely new understanding of the role of leadership are of course required.

Further information: www.schloemmer-partner.at

Companies can also burn out

… No light at the end of the tunnel ?

… and you are part of the system ?
http://bit.ly/1EuxUA9

New wording: “Full-time select”
Work-life balance: More time for a career thanks to a company daycare centerhttp://www.zeit.de/2014/27/vereinbarkeit-familie-beruf-teilzeit

If you like Paul Ekman – worth to see …

Developing Global Compassion

https://www.paulekman.com/webisodes

Schloemmer & Partner KG

What costs the most energy on the job – Management Standard – derStandard.at

http://mobil.derstandard.at/2000001451246/Was-im-Job-am-meisten-Kraft-kostet

Very good article – unfortunately often a reality.

Our burnout prevention division is growing the fastest of all divisions …

Work must make sense and enable you to meet yourself … check it out with our motive profile according to Steven Reiss …

There has been a lot of talk about “work-life balance” for some time now.
But the concept may be going in the wrong direction:
A sensible strategy that combines work and private life is more important.