Adversity Quotient @ Work: Make Everyday Challenges the Key to Your Success--Putting the Principles of AQ Into Action
Paul G. Stoltz
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Make Everyday Challenges The Key To Your Success --Putting the Principles of AQ Into Action
In 1997, Paul Stoltz unleashed a revolution with his groundbreaking book Adversity Quotient: Turning Obstacles into Opportunities, introducing the concept of the Adversity Quotient into public consciousness. Now, in Adversity Quotient @ Work, the eagerly anticipated follow-up to his bestseller, Stoltz applies the principles of his brilliant theory to the uniquely challenging environment of the workplace.
Adversity Quotient, or AQ, is a measure of one's ability to handle adversity. People who can't handle adversity become easily overwhelmed and emotional, then pull back and stop trying; those who handle adversity well become the leaders of today and tomorrow. Stoltz shows you not only how to measure your own AQ but how to improve it, and how to put these ideas to work for you and your organization. Based on the time-tested principles established by his first book, Adversity Quotient@ Work clearly demonstrates how workers and managers can use the concept of AQ to their own advantage and to the benefit of their clients, customers, and organizations. Designed for managers, supervisors, and employees, from the smallest technology start-up to the largest Fortune 500 multinational, Adversity Quotient @ Work gives readers simple, powerful ways to supercharge their lives and organizations immediately.
Adversity Quotient @ Work teaches readers how to hire and retain highly motivated and talented workers, develop employees to their full potential, and create a leadership culture that encourages all to put forth their best efforts and maximize their performance capabilities. Based on real research performed with thousands of managers and members of the workforce on the front lines of hundreds of businesses, it will quickly become any corporation's indispensable handbook for success.
Prove your case with real evidence. Be a Judge. Impartially consider the evidence that supports any conclusions indicating that in a given situation you have to lack control or the adversity must extend into other areas and/or endure. Issue your judgment based only on facts. Be a Pioneer. Be the first to take Ownership of difficult situations, whether or not you were the cause. Pick your moment and step into the wilderness of responsibility by declaring your accountability and intended action.
imagine wording your message to accomplish that goal?” And so on. The point of the higher-elevation expertise is to work with great precision within yourself to make sure you are not shortcutting the process with vague answers that sound good but can be difficult to apply when the moment of truth comes. People can be masters at this evasion. It requires inner discipline to force yourself to follow this kind of precise action, but if you do, you end up with a clearer, generally superior
yourself may not be in the best interest of the organization, with its need for diverse perspectives and capabilities. Gut instinct has its place: when you are choosing a restaurant, a hiking trail, a vacation spot, or a potential date. It can even be a vital factor in your hiring equation as you try to gauge the cultural fit. It just cannot be the deciding or, worse yet, only factor when choosing your Climbing Team members. Employ Screen Saver #1; stick to your screening protocol. Go beyond
handle adversity. Now others want to learn how.” Tools for understanding and growing AQ provided in this book have sparked many such stories and comebacks, each with dramatic impact on the person and the workplace. The good news is that AQ is not something innate and instilled only in the “chosen.” It’s quite the opposite. Once you understand AQ, you can upgrade your own, your team’s, and your organization’s—enlarging your capacity for all challenges, as Catherine did. Specifically, you will
respond to adversity, what low-AQ tendencies or patterns do we demonstrate? See Exhibit 9.7.) 1)____________________________________________________________________ 2)____________________________________________________________________ • If we could write and live by two new, specific, higher-AQ norms for what people say or do when adversity strikes, what would they be? (What new standards of behavior do we want to institutionalize in this team? See Exhibit 9.7.)