Adversity Quotient @ Work: Make Everyday Challenges the Key to Your Success--Putting the Principles of AQ Into Action
Paul G. Stoltz
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.
of their people. To quickly create substantive change, you must teach leaders the principles of AQ; you must infuse these precepts into their bloodstream, vocabulary, and practices, so that others can be inspired to do the same. Chances are you have already spotted several Climbers within your organization. Develop them into Lead Climbers by giving them accountability for leading smaller expeditions. This can be done at any level within the organization. Start with challenges that stretch them
mitigate whining and victimhood while inspiring others to Climb. 8. Build a Base Camp, Kill the Campground: Obviously, it may be impractical, undesirable, not to mention unethical, to fire your Campers. Instead, you want to help people shift their energies and resources from the Campground to Base Camp. It is important for everyone to recognize his or her role as “climb-critical,” or vital to the ascent. People often wonder if they can be Climbers if they are staff-level employees, or if
line. Today, an appliance delivery person said that if he had known which road he had to drive, he never would have agreed to make the trip. Living and working here can be a daily test of one’s AQ. As a result, it serves as a perfect mini-lab to assess how people respond to the apparent challenge. One client said, “Oh, Paul, this is just unbelievable! I mean really, have you lost your mind? Do you realize that when there is a fire, you’re trapped? This whole dream could go up in flames in an
responsibility. I never dreamed the two were so closely linked.” Consider the list of things we cannot control. Death, taxes, natural disasters, war, weather, crime, and disease are certainly common entries on the list of uncontrollables. To any one of these you might throw your arms up and say, “Well, there’s nothing I can do about it, what’s done is done.” Yet, within each, there are facets we can positively influence, even in dire situations. If a loved one is diagnosed with a fatal illness,
see it so well received around the planet. It became apparent that adversity crosses all cultures, genders, and industries. Yet AQ remained largely unknown. At the time of our first book we had measured the AQs of 5,000 people. Since its publication we have measured the AQs of 100,000 individuals, provided training and consulting at dozens of organizations, and put tens of thousands of people through the AQ-strengthening protocol presented in this book. We have also learned a great deal along the