Adversity Quotient.pdf

Participant Materials

Adversity Quotient Turning Obstacles into Opportunities Featuring Paul

G. Stoltz

SM

` A cutting-edge seminar via satellite from PBS The Business Channel Produced by Impact Television, a division of Jan Hirschfeld Productions, Inc. ©1998 The Business Channel, L.L.C.. All Rights Reserved.

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Adversity Quotient Turning Obstacles into Opportunities

Dear Participant Welcome to PBS The Business Channel’s presentation of Adversity Quotient: Turning Obstacles into Opportunities. Featuring Paul G. Stoltz, Ph.D., a leading authority, author, and business consultant on Adversity Quotient (AQ), this seminar will show you how an individual’s AQ is a more significant factor in achieving success than IQ, education, or even social skills. In fact, the AQ measurement of a person or an organization indicates the ability to prevail and succeed in the face of adversity. As president of PEAK Learning, Inc., Paul Stoltz is in great demand as a keynote speaker and consultant on such topics as leadership, performance, successful selling, and overcoming adversity. He conducts AQ seminars and workshops for thousands of people each year, and his many corporate clients include Deloitte & Touche, Motorola, Abbott Labs, and US West. In the next two hours, Paul Stoltz will explain the underlying principles of Adversity Quotient. You’ll learn how to interpret your AQ score, how to assess the AQ score of your organization, and how to nurture a high AQ for yourself and your staff or colleagues. While viewing the presentation, follow along and take notes in this discussion guide. Most of all, be prepared to be enlightened by Paul Stoltz’s clear explanation of how you can improve your Adversity Quotient and achieve success. You will be eager to begin implementing his strategies!

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Program outline Adversity Quotient Turning Obstacles into Opportunities Welcome by our moderator, Megan Beyer Part 1

Introduction to “Adversity Quotient”

Part 2

Ascend Mt. Success

Activity Break

Scaling Organizational Mountains

Activity Break

The Adversity Response ProfileTM

Part 3

AQ’s Scientific Building Blocks

Part 4

AQ and Learned Helplessness

Part 5

Four Key Facts About Facing Adversity

Part 6

AQ Definition

Part 7

The AQ Continuum Question and answer session (15 min.) Intermission (10 min.)

Part 8

AQ in the Workplace

Part 9

Five Warning Signals

Activity Break

Ways to Sabotage AQ

Part 10

Twelve Ways to Nurture AQ Question and answer session (15 min.)

Part 11

Wrap Up

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What you will learn By participating in this seminar with Paul Stoltz you will be able to: ◆

define Adversity Quotient

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in general terms, describe the scientific research that supports the AQ theory

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determine and interpret your personal AQ by completing the Adversity Response ProfileTM

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list a minimum of four warning signs that indicate an organization has a low or moderate AQ culture

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list a minimum of three techniques by which an organization sabotages or undermines its AQ culture

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assess your organization’s AQ

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list a minimum of twelve strategies for nurturing a high AQ culture within an organization

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How to get the most from this seminar During the seminar… ❖ Participate! Contribute to the discussion using the question sheet provided with this guide. If you are participating in the live presentation of this program, fax or call in your question to Paul Stoltz. If you are taking part in an encore presentation of this program, share your question with the site coordinator and your colleagues.

❖ Take notes, complete the written exercises, and jot down ideas on how you can apply today’s information in your own workplace.

After the seminar… ❖ Read Paul Stoltz’s book, Adversity Quotient: Turning Obstacles into Opportunities (John Wiley & Sons, Inc.).

❖ Reread this discussion guide and review your notes. ❖ Prepare a personal action plan detailing the steps you will take to manage your Ascent.

Participant Evaluation

Your comments about today’s seminar are greatly appreciated. At the end of the program, please answer all questions and return this form to your site coordinator or mail to PBS The Business Channel at the address below.

1. On what date did you participate in this seminar? ________________ Where did you participate? city_____________________ state______


2. On a scale of 1 – 10 (with 10 being the highest), rate this program in terms of its educational value to you: 1 2 3 4 5 6 7 8 9 10 3. If asked to describe what you like best about today’s program, which of the following phrases would you use? (check all that apply)

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knowledgeable presenter current important topic in-depth instruction active involvement interaction with others good participant materials effective Q&A ideas for immediate use the right length of time effective program flow other: ____________________________________________

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4. If asked to describe what you didn’t like, which of the following phrases would you use? (check all that apply) ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

program too long program difficult to follow lack of local participation out-dated materials boring presentation presenter hard to follow information not usable inadequate participant materials poor audio/visual quality useless Q&A time other: ____________________________________________

5. What one thing will you try to do as a result of taking part in this program? Return this form to your site coordinator or send to: PBS The Business Channel Attn: Cutting-edge Seminars 1320 Braddock Place Alexandria, VA 22314-1698 Fax: 703-739-3854

Please feel free to add additional comments on the back of this sheet.

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Adversity Quotient Turning Obstacles into Opportunities Featuring Paul

G. Stoltz

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Part 1

Introduction to “Adversity Quotient”

Most of us are familiar with IQ (Intelligence Quotient). Some of us may have heard the term “EQ” (Emotional Quotient). In Paul Stoltz’s book he introduces a new term, “AQ” (Adversity Quotient). Directions As you listen to Paul Stoltz define AQ and compare it to IQ and EQ, jot down several words or short phrases to help you recall each term’s distinction:

Adversity Quotient (AQ) is:

Intelligence Quotient (IQ) is:

Emotional Quotient (EQ) is:

AQ is an important indicator of one’s success potential because:

AQ’s potential effect on an organization is significant because:

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Directions Paul Stoltz introduces Beck Weathers, the climber who met the challenge of Mount Everest. Beck Weathers exhibits the traits of someone with a high AQ. He persevered when obstacles threatened his life. On the lines below, list characteristics you would associate with someone like Beck Weathers.

There are numerous adjectives to describe a person who possesses a high Adversity Quotient. Paul Stoltz points out that it was Beck Weathers’ desire to Ascend that led to his victory over life-threatening obstacles. We all share that core human drive. We, too, want to Ascend—“moving your purpose in your life forward no matter what your goals.” In other words, “successful people share the profound urge to strive, to make progress, to achieve their goals and fulfill their dreams.” If all humans share the drive to Ascend, then why are there overachievers and underachievers? The metaphor of climbing a mountain helps illustrate the phenomenon. Let’s begin by defining the mountain.

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Ascend Mt. Success

Part 2

Directions As Paul Stoltz describes the mountain metaphor, note phrases that define the mountain.

` Directions There are three types of people one encounters on a mountain. There are: quitters, campers, and climbers. Take a moment and indicate on the mountain shown above where you are likely to encounter each type. Then briefly describe in your own words each of the following:

Quitter

Camper

Climber

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Activity Break

Scaling Organizational Mountains

Directions Select one of the following three questions and write down as many answers as possible. If time permits, tackle as many of the remaining questions as possible. Feel free to interact with those around you. When we return, members of our studio audience will share their responses.

What separates Climbers from Campers and Quitters?

What does it take to succeed in your organization?

What do you consider to be the core competencies to thrive in the next millennium?

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Do you see a connection between your responses and those shared by the studio audience? Is there a pattern among responses for the three questions? Now that you can see how your success is determined in part by your AQ, let’s take a few minutes to determine your AQ. Turn the page and complete the Adversity Response ProfileTM. Follow the instructions to tally your results and calculate your AQ.

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Activity Break

The Adversity Response Profile

TM

The Adversity Response Profile is the only scientifically-grounded tool in existence for measuring how effectively one deals with adversity, or one’s AQTM. AQ is a valid predictor of one’s success, stress-threshold, performance, risk-taking, capacity for change, productivity, perseverance, improvement, energy, and health. Below is a short sample of the Adversity Response Profile. It provides a snapshot of how you respond to adversity, but does not provide a complete measure of AQ.

Sample AQ Quicktake

TM

1. You suffer a financial setback. How much control do you feel you have in this situation? No control

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Complete control

2. You are overlooked for a promotion. To what extent do you feel responsible for dealing with this situation? Not responsible at all

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Completely responsible

3. You are criticized for a big project which you just completed. The reason I was criticized is something that: Relates to all aspects of my life

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Just relates to this situation

4. You do not help a co-worker who needs your assistance. The reason I did not help will Always exist

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Never exist again

5. The highest priority project you are working on gets canceled. How much control to you feel you have in this situation? No control

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Complete control

6. Someone you respect ignores your attempt to discuss an important issue. To what extent do you feel responsible for dealing with this situation? Not responsible at all

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Completely responsible

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7. People respond unfavorably to your latest ideas. The reason people responded unfavorably is something that: Relates to all aspects of my life

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Just relates to this situation

8. You are unable to take a much needed vacation. The reason you are unable to take this vacation will: Always exist

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Never exist again

Source: Paul G. Stoltz, author of Adversity Quotient: Turning Obstacles into Opportunities

❏

Scoring instructions Add together all the numbers you circled to get your overall AQ. Insert your total in this box. Low AQ (8-18) indicates that you have a difficult time dealing with adversity and/or adversity takes an unnecessary toll on your energy, performance, and spirit. Strengthening your AQ can improve your natural resilience and lessen the fallout from adversity. Moderate AQ (19-32) indicates you deal with adversity fairly well, however, your performance can be enhanced with a higher AQ. High AQ (32-40) indicates a high capacity for adversity and the ability to persevere through changing times. You may be strengthened by adversity, especially over time. You probably embrace the right kind of change and take necessary risks.

©1998 PEAK Learning, Inc. (800) 255-5572

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Part 3

AQ’s Scientific Building Blocks

AQ is rooted in three sciences: psychoneuroimmunology, neurophysiology, and cognitive psychology. They are its building blocks. Hundreds of research studies lend support to the role AQ plays in determining one’s ability to triumph over obstacles. Psychoneuroimmunology is a field in science that examines the mind-body relationship. In essence, it studies the relationship between what one thinks and feels and what goes on in the body. How do thoughts and feelings affect the body and its overall health? Directions As Paul Stoltz describes the field of psychoneuroimmunology and how it supports AQ, use the space below for personal notes.

Bottom Line Your thoughts and emotions determine the strength of your body chemistry down to the cellular level.

Neurophysiology is a field in science that focuses on the brain. It studies how the brain learns and functions. How are habits formed and what must occur to change habits once they are established? Directions As Paul Stoltz describes the field of neurophysiology and how it supports AQ, use the space below for personal notes.

Bottom Line The brain is ideally equipped to hardwire habits of thought and behavior.

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Cognitive psychology is the most popular aspect of psychology focusing on the relationships between thoughts and feelings associated with one’s mental health. While there are many aspects to cognitive psychology, of particular importance to AQ is the research examining the human need for control or mastery over one’s life. Directions As Paul Stoltz describes the field of cognitive psychology and how it supports AQ, use the space below for personal notes.

Bottom Line Learned Helplessness, considered to be the “Landmark Theory of the Century,” explains why many people give up or stop short when faced with life’s challenges.

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Part 4

AQ and Learned Helplessness

In recent years there has been a push to “empower” individuals. Yet, learned helplessness is pervasive in many organizations today. Take a moment to study the graphic below.

Empowerment (High AQ)

Learned Helplessness (Low AQ)

Directions Discuss the following question with the person sitting beside you. Jot down your thoughts on the lines provided.

What is the relationship between learned helplessness and empowerment?

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There are additional cognitive psychology theories that support AQ. They include: attributional style ◆ resiliency ◆ locus of control ◆ self efficacy ◆

control theory ◆ explanatory style ◆ hardiness ◆

While these theories support AQ, the defining moment is when you face ADVERSITY.

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Part 5

Four Key Facts About Facing Adversity

Though most of us will not experience a moment of truth of the same magnitude as Capt. Scott O’Grady, we are regularly faced with events with which we have little or no control. The choice lies in how you choose to respond. You can choose to take control of your response or assume helplessness. Moments of truth can be summarized in four statements: 1. The moment of truth is when you face adversity. 2. Patterns of how we react to adversity are difficult to judge. 3. Reaction patterns can be measured. 4. Reaction patterns can be permanently improved.

A

AQ

nd ce As to ols To

Va lid M ea sur e

Acceptance of these four underlying principles is fundamental to AQ.

New Theory of Effectiveness

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AQ Definition

Part 6

Adversity Quotient… ◆

is a new theory of effectiveness

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identifies a new set of scientifically-grounded skills and tools for the Ascent

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is a scientifically valid measurement

Directions AQ is relevant to individuals, families, organizations, and communities alike. Jot down the multitude of areas in which AQ effectively predicts success.

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The AQ Continuum

Part 7

AQ scores are not simply categorized as “high” or “low.” Instead they tend to fall in a normal distribution as illustrated by the bell-shaped curve shown below.

Low AQ 0–59

Moderate AQ 95–134

High AQ 166–200

AQ scores range from low to high, destructive to constructive. Regardless of where your score lies on the continuum, it can be strengthened. There are four CORE dimensions to AQ. They are: 1. C

Control

2. O

Ownership

3. R

Reach

4. E

Endurance

Directions Refer to the Adversity Response ProfileTM you completed previously. As Paul Stoltz reviews each of the eight questions, use the space below for notes.

Adversity Quotient

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Turning Obstacles into Opportunities

AQ in the Workplace

Part 8

Welcome back from the break. Prior to the break, you had an opportunity to ask questions pertaining to your AQ score, the research underpinnings of AQ, and other topics addressed in the first half of this presentation. But just how can AQ be applied in an organization? What specific actions can management take to nurture a high AQ workplace? In this second portion, we will focus on how to apply AQ in a business setting. You will learn about: ◆

five warning signs

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six ways in which to sabotage AQ

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twelve ways to nurture AQ

Let’s first list the applications in which AQ can and has been applied successfully. Directions There are numerous applications of AQ within an organization. As Paul Stoltz describes the variety of applications, use the space provided for notes.

Hiring Retention Performance Leadership Change Resilience Culture Teams Vision Coaching Relationships Customers/Clients

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Part 9

Five Warning Signals

There are five telltale signs that an organization is not inspiring employees to Ascend. The signals are: 1. People accept, but do not embrace change. 2. People fight to maintain the status quo. 3. People accept less than optimal results. 4. Innovation is incremental, with no major breakthroughs. 5. People may be pleasant, but seem uninspired.

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Activity Break

Ways to Sabotage AQ

Directions All too often organizations sabotage efforts to minimize learned helplessness and nurture empowerment. Respond to the question in each column by listing your responses in the space provided. How does your organization sabotage AQ?

How does your organization nurture AQ?

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In the previous exercise, you listed actions your organization takes which unwittingly undermine AQ. The following list summarizes surefire methods for sabotaging AQ, not only in an organization but in your personal life as well. Carefully examine these six ways. 1. Grant responsibility without authority. 2. Point out the downside to everything. 3. Sap strength with long hours and no rejuvenation. 4. Over promise, under deliver. 5. Surround Climbers with Campers. 6. Craft a mission statement, then forget about it. What steps can you take to avoid these mistakes? Let’s proceed to look at how organizations can foster AQ.

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Part 10

Twelve Ways to Nurture AQ Directions As each step is described, use the space provided to jot down key points pertaining to that step. Try to use brief terms or quick drawings that will jog your recall of each step when you reread this discussion guide after the presentation. It may be helpful to consider the Malden Mills example when composing your brief notes.

1. Define the mountain and articulate individual alignment. _____________________________________________________________________ 2. Align all systems to the mountain. _____________________________________________________________________ 3. Hire Climbers. _____________________________________________________________________ 4. Reward people for climbing. _____________________________________________________________________ 5. Promise modestly, deliver abundantly. _____________________________________________________________________ 6. Reward and model rejuvenation. _____________________________________________________________________ 7. Provide needed resources. _____________________________________________________________________ 8. Mine adversity for opportunity. _____________________________________________________________________ 9. Glorify the great struggles. _____________________________________________________________________ 10. Establish accountability. _____________________________________________________________________ 11. Demolish barriers to hope. _____________________________________________________________________ 12. Strengthen the CORE. _____________________________________________________________________

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Part 11

Wrap Up

In today’s session you became familiar with the Adversity Quotient (AQ) theory. AQ has its roots in the fields of psychoneuroimmunology, neurophysiology, and cognitive psychology. Essentially AQ is a scientifically valid measurement of one’s ability to turn obstacles into opportunities. By completing and scoring the Adversity Response ProfileTM you were able to determine your personal AQ. You also assessed your organization’s AQ, not by completing a formal instrument but by responding to questions posed by Paul Stoltz. AQ has many applications within a business setting because it is a predictor of success. For example, it can be used in recruiting, coaching, and even in change management. To be truly effective in an organization, management must first recognize that organizations unwittingly undermine AQ in the workplace. The telltale signs that AQ is being sabotaged are: 1. People accept, but do not embrace change. 2. People fight to maintain the status quo. 3. People accept less than optimal results. 4. Innovation is incremental, with no major breakthroughs. 5. People may be pleasant, but seem uninspired. So how do organizations sabotage AQ? Some of the answers are obvious, such as, grant responsibility without authority and point out the downside to everything. Less obvious methods are to: sap an individual’s strength; over promise, under deliver; surround Climbers with Campers; and craft a mission statement, then forget about it. There are definite actions an organization can take to nurture an “Ascending” AQ climate. While a list of twelve actions may appear daunting, Paul Stoltz shared the Malden Mills case example. The company president, Aaron Feuerstein, demonstrated a high AQ. He possessed an innate ability to see past the adversity and welcome the opportunities posed by a devastating factory fire. To fully appreciate AQ, read Paul Stoltz’s book, Adversity Quotient: Turning Obstacles into Opportunities. Particularly noteworthy are chapters six through nine. These chapters expand upon the principles introduced in the latter half of today’s presentation. They provide additional, easy-to-apply strategies for improving your AQ, as well as the AQ of those around you at home and at work.

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About Paul Stoltz As one of the world’s leading experts in human and organizational performance, Paul Stoltz is in high demand as a presenter, consultant, and trainer. He has shared his revolutionary AQ theory and technology with 35 million people, helping individuals, teams, and organizations around the world to become more resilient and effective in dealing with adversity. As a result, executives, educators, managers, parents, and professionals have measurably enhanced their change-readiness, resilience, performance, effectiveness, leadership, purpose, relationships, communication, vision, sales, learning, and success. As author of the internationally acclaimed bestseller Adversity Quotient: Turning Obstacles into Opportunities, Paul Stoltz has been a featured expert on The Oprah Winfrey Show, CNN, CNBC, Business News Network, The American Health Network, and PBS. He is a sought after resource for The Wall Street Journal, The Los Angeles Times, Success Magazine, Newsday, Entrepreneur Magazine, Family Circle, Woman’s World, Investor’s Business Daily, and more than sixty radio stations from around the United States and the world. To date his book has been published in seven languages; has been adopted by MBA programs; and was selected as the Book of the Month by the Institute for Management Studies and Audio Tech. In 1997, Paul Stoltz was selected as keynote presenter to the prestigious Singapore Assembly of Chief Executives annual conference where he presented to several hundred senior executives representing more than 350,000 employees from Southeast Asia. Other clients include Abbott Labs, Amoco, BellSouth, Coopers & Lybrand, Levi Strauss, Marriott International, Motorola, Sun Microsystems, and the U.S. Air Force. Paul Stoltz’s highly interactive, energizing presentations and programs feature leadingedge multimedia, innovative design, and breakthrough ideas. His sincere, warm, and authentic manner is communicated through his rich humor, stories, and examples which bring his ideas to life. Paul Stoltz received his bachelor’s degree from the University of California and his Master’s and Ph.D. in Organizational Communication, Development and Leadership from the University of Minnesota. He is president and CEO of PEAK Learning, Inc., an international performance consulting firm in Flagstaff, Arizona, where he resides with his wife, two boys, and two Akitas. In a nationwide contest for America’s Most Creative Family, USA Today awarded Paul Stoltz’s family first prize.

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Adversity Quotient.pdf

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