“Temperamentally anxious people can have a hard time staying motivated, period, because their intense focus on their worries distracts them from their goals.”

“People who are diagnosed as having "generalized anxiety disorder" are afflicted by three major problems that many of us experience to a lesser extent from time to time. First and foremost, says Rapgay, the natural human inclination to focus on threats and bad news is strongly amplified in them, so that even significant positive events get suppressed. An inflexible mentality and tendency toward excessive verbalizing make therapeutic intervention a further challenge.”

“Your motivations--get that promotion, throw the best parties, run for public office--aren't impersonal abstractions but powerfully reflect who you are and what you focus on. An individual's goals figure prominently in the theories of personality first developed by the Harvard psychologist Henry Murray. According to his successor David McClelland, what Friedrich Nietzsche called "the will to power," which he considered the major driving force behind human behavior, is one of the three basic motivations, along with achievement and affiliation, that differentiate us as individuals.A simple experiment show show these broad emotional motivations can affect what you pay attention to or ignore on very basic levels. When they examine images of faces that express different kinds of emotion, power-oriented subjects are drawn to nonconfrontational visages, such as "surprise faces," rather than to those that suggest dominance, as "anger faces" do. In contrast, people spurred by affiliation gravitate toward friendly or joyful faces.”

“Among these temperamentally unhappy campers are "reactant" personalities, who focus on what they often wrongly perceive as others' attempts to control them. In one experiment, some of these touchy individuals were asked to think of two people they knew: a bossy sort who advocated hard work and a mellow type who preached la dolce vita. Then, one of the names was flashed before the subjects too briefly to register in their conscious awareness. Next, the subjects were given a task to perform. Those who had been exposed to the hard-driving name performed markedly worse than those exposed to the easygoing name. Even this weak, subliminal attention to an emotional cue that suggested control was enough to get their reactant backs up and cause them to act to their own disadvantage. All relationships involve give-and-take and cooperation, so a person who habitually attends to ordinary requests or suggestions like a bull to a red flag is in for big trouble in both home and workplace.”

“In a variation on James's recipe for interesting experience--the familiar leavened by the novel--Hobbs's "art of choosing difficulties" requires selecting projects that are "just manageable." If an activity is too easy, you lose focus and get bored. If it's too hard, you become anxious, overwhelmed, and unable to concentrate. Tellingly, one group is distinguished by its zeal for the kind of work that requires you to give it all you've got: high achievers particularly relish taking on risky projects that have only a 50/50 chance of success.”

“If you really want to focus on something, says Castellanos, the optimum amount of time to spend on it is ninety minutes. "Then change tasks. And watch out for interruptions once you're really concentrating, because it will take you twenty minutes to recover.”

“Over time, a commitment to challenging, focused work and leisure produces not only better daily experience, but also a more complex, interesting person: the long-range benefit of the focused life. As Hobbs put it, the secret of fulfillment is "to choose trouble for oneself in the direction of what one would like to become.”