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Participant Materials

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 QuotientTurning Obstacles into Opportunities

FeaturingPaul G. Stoltz

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Dear Participant

Welcome to PBS The Business Channels presentation ofAdversity 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

individuals 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 akeynote speaker and consultant on such topics as leadership, performance, successful

selling, and overcoming adversity. He conducts AQ seminars and workshops for thou-

sands 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. Youll 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 Stoltzs clear

explanation of how you can improve your Adversity Quotient and achieve success.

You will be eager to begin implementing his strategies!

1 Adversity Quotient

Turning Obstacles into Opportunities

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Program outline

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 AQs 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:

x define Adversity Quotient

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

x determine and interpret your personal AQ by completing the Adversity

Response ProfileTM

x list a minimum of four warning signs that indicate an organization has a

low or moderate AQ culture

x list a minimum of three techniques by which an organization sabotages or

undermines its AQ culture

x assess your organizations AQ

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

an organization



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How to get the mostfrom this seminar

During the seminar

y Participate! Contribute to the discussion using the question sheetprovided 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.

yTake notes, complete the written exercises, and jot down ideas onhow you can apply todays information in your own workplace.

After the seminar

yRead Paul Stoltzs book,Adversity Quotient: Turning Obstacles intoOpportunities (John Wiley & Sons, Inc.).

yReread this discussion guide and review your notes.

y Prepare a personal action plan detailing the steps you will take tomanage your Ascent.



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Participant Evaluation

Adversity QuotientTurning Obstacles into

Opportunities

Satellite Seminar

SM

Return this form to your

site coordinator or send to:


Attn: Cutting-edge Seminars

1320 Braddock Place

Alexandria, VA 22314-1698

Fax: 703-739-3854

Your comments about todays 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 todays program, which

of the following phrases would you use? (check all that apply)

___ 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: ____________________________________________

4. If asked to describe what you didnt 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?

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

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FeaturingPaul 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 haveheard the term EQ (Emotional Quotient). In Paul Stoltzs 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 terms distinction:

Adversity Quotient (AQ) is:

Intelligence Quotient (IQ) is:

Emotional Quotient (EQ) is:

AQ is an important indicator of ones success potential because:

AQs 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 MountEverest. 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 highAdversity 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 Ascendmoving 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. Lets begin

by defining the mountain.



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Part 2 Ascend Mt. Success

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 What does it take to succeed What do you consider to be

from Campers and Quitters? in your organization? 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 thestudio 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, lets 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 ProfileTM

The Adversity Response Profile is the only scientifically-grounded tool inexistence for measuring how effectively one deals with adversity, or ones AQTM.

AQ is a valid predictor of ones 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 QuicktakeTM

1. You suffer a financial setback.

How much control do you feel you have in this situation?

No control 1 2 3 4 5 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 1 2 3 4 5 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 1 2 3 4 5 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 1 2 3 4 5 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 1 2 3 4 5 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 1 2 3 4 5 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 1 2 3 4 5 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 1 2 3 4 5 Never exist again

Source: Paul G. Stoltz, author ofAdversity 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



t

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Part 3 AQs 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 ones ability to triumph over obstacles.

Psychoneuroimmunology is a field in science that examines the mind-bodyrelationship. 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?

DirectionsAs 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 howthe 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 onthe relationships between thoughts and feelings associated with ones 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 ones 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 lifes

challenges.



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Part 4 AQ and Learned Helplessness

In recent years there has been a push to empower individuals. Yet, learnedhelplessness 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:

x attributional style x control theory

x resiliency x explanatory style

x locus of control x hardiness

x self efficacy

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 samemagnitude as Capt. Scott OGrady, 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.

Acceptance of these four underlying principles is fundamental to AQ.



AQA

Valid

Measure

ToolstoAscend

New Theory of Effectiveness

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Part 6 AQ Definition

Adversity Quotient

x is a new theory of effectiveness

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

x 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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Part 7 The AQ Continuum

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

AQ scores range from low to high, destructive to constructive. Regardlessof 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 Stoltzreviews each of the eight questions, use the space below for notes.



Low AQ Moderate AQ High AQ059 95134 166200

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Part 8 AQ in the Workplace

Welcome back from the break. Prior to the break, you had an opportunityto 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:

x five warning signs

x six ways in which to sabotage AQ

x twelve ways to nurture AQ

Lets 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 employeesto 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 How does your organization

sabotage AQ? nurture AQ?

________________________________ ________________________________

________________________________ ________________________________

________________________________ ________________________________

________________________________ ________________________________

________________________________ ________________________________

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? Lets 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 todays 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 ones

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 organizations 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 individuals 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, demonstrateda 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 Stoltzs 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 todays 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 worlds leading experts in human and organizationalperformance, 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 bestsellerAdversity 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,

Womans World, Investors 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 Stoltzs highly interactive, energizing presentations and programs feature leading-

edge 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 bachelors degree from the University of California and his

Masters 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 Americas Most

Creative Family, USA Today awarded Paul Stoltzs family first prize.



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Use this form to write your questions for Paul Stoltz or for discussion among your

colleagues. Please write clearly.

Your name (optional)

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(outside U.S.: 202-842-5056)

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Attn: Cutting-edge Seminars

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Alexandria, VA 22314-1698

Fax: 703-739-3854

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