I thought i was finishing this Quotient chapter research last month, but i was wrong. My friend gave me some screenshoot about this quotient and i began to realize, “Ohhh.. there are some!”
I surf and read some blogs, thesis, writing, and pdf for this quotient. It was 1997, first time Paul G. Stoltz spoke about it, then began to popular in 2010-ish. It developed with IQ and EQ, that’s why they called them 3Q -they affected one and the other.
I read lots of branch of Quotient (Leader quotient, creative quotient, and else) but i think, all of them were mixing between 3Q. So without further a do, let’s begin (I will re-upload IQ, EQ, SQ and NQ just because. For people who were already read it, there’re no big changes).
AQ stands for Adversity Quotient (or we could say Adversity intelligence) of an individual who can manage the equilibrium of mental state in adverse situations of life as well find the solutions of coming out of it.
According to Paul Stoltz,
AQ is the most scientifically robust and widely used method in the world for measuring and strengthening human resilience. Top leaders, industry-leading companies, and governments worldwide use AQ to enhance or transform characteristics such as performance, productivity, and innovation.
Like IQ, AQ can be tested, with scores falling among three broad categories:
Low AQ (0–59): Low levels of motivation, energy, performance, and persistence. Tendency to ‘catastrophize’ events. It named the Quitter. Similar as the name, quitter are often bitter and resentful and the loudest whiners. They are very bad as a leader and also very bad as a personnel -they tend to distance themselves from organizational values and processes, and work production.
Moderate AQ (95–134): Under-utilization of potential. Problems take a significant and unnecessary toll, making tasks difficult. It called the Campers. The Campers have worked hard to find a safe plateau in life. Their work will be average, they will not be involved in organizational initiatives, and they will not offer any new ideas to help with the progressive movement. As a Leader, they will be a safe leader will no attention to be great, but finish. As a personnel, they will do good job, kind to other, but still, play safe. The average percentage on today’s people are the Campers.
High AQ (166–200): Maintains appropriate perspective on events and responses to them. Able to continue forward with upward progress despite significant adversity. It called the Climbers. The more adversity they experience, the more successful they are. They live for the challenge. Climbers never stop learning and growing. Their wrong answer / wrong decision make them grow more, they are always trying to find ways to solve their problem.
All of those are not about “do different” or “be the one with uniqueness”. All are about “how to handle the problem” or “how to finish the problem”.
Every single one of us needs improved AQ and heightened resilience.
Psychologists indicate that life success depends 20% on Intelligence Quotient (IQ) and 80% Emotional Quotient (EQ) and Adversity Quotient (AQ), collectively known as “3Q”.
IQ represents abilities to learn or understand, which is the ratio of the mental age to the chronological age multiplied by 100 or a score determined by comparing one’s performance to the average scores in the same age group (find it here).
EQ means abilities to perceive, assess and manage the emotions of one’s self and of others, including:
Evaluating and perceiving how others feel.
Controlling one’s own emotions.
Using emotions to facilitate social communication.
Relating to others. (Find it here)
AQ is the ability to face and overcome changes and adversities while turning them into opportunities for greater achievement. It is comprised of four CORE dimensions:
C: Control. To what extent do you perceive you can influence whatever happens next? And focus on those facets you could potentially influence.
O: Ownership. Where and how can you step up to make the most immediate, positive difference?
R: Reach. What can you do to minimize any potential fallout, or downside? How can you maximize the potential upside of this adversity?
E: Endurance. How can you get past this as quickly as possible?
People with high AQs perceive themselves with significant control in adverse situations, hold themselves accountable for dealing with various situations, keep setbacks in their place, and maintain positive.
The ability to adapt starts with taking accountability of a situation for the necessary and needed changes.
In the book, The Oz Principle, by Roger Connors, Craig Hickman, and Tom Smith, the authors introduce a model known as the Steps to Accountability that aligns itself extremely well to how one would increase their AQ.
The model consists of four steps: See It, Own It, Solve It, and Do It. These four steps can help you create greater AQ in yourself and those around you:
1. See It. Acknowledge change is needed.
This step is about evaluating what’s causing the need for change, preparing yourself to make the change, and handling it in an open and candid matter.
To be successful at this step, you must openly obtain the perspective of others by asking questions about the situation as well as asking for positive and constructive feedback about how you might impact the change.
The perspectives and insight gained may not be what you want to hear–but hearing the hard things is critical in understanding how you need to adapt to the change with agility and effectiveness.
2. Own It. Take ownership of the situation.
It’s natural that many people tend to resist change, but this apprehension can cause failure to occur when change is needed in order to win or survive.
It’s imperative that you take accountability for the overall needed change. Own the fact that you will encounter some challenges and failures, but never lose sight of the goal while adjusting accordingly.
You must also operate on the principle that everyone involved is jointly accountable to get the right result, regardless of how little or how much an individual is accountable to deliver on.
3. Solve It. Develop your action plan.
When identifying possible solutions to facilitate adaptation, it really comes down to asking one question, “What else can I (we) do?”
This one question is disruptive in nature and perfect in times of change. It breaks down silos between teams, inspires innovative solutions, and helps you assess when a risk must be taken.
When asking this question, it’s important to understand that “what else” often means “think differently,” not “do more.”
4. Do It. Execute the change.
The final step is execution, follow through, and staying accountable to it.
This also can be done many ways including Exercise, practicing Stoic Philosophy, building a religious Faith, practicing delayed gratification, practicing some Wim Hof, and even making cold Sales calls.
Trust is built throughout this entire process, but it’s here where you truly are accountable to one another to get the right result. Success will come by being honest, transparent, and not blaming one another.
to be continued . . .
next session : Spiritual Quotient / Spiritual Intelligence