Ways

to Build Resilience

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How  to  Be  a  REAL    

Success  

10  Ways  to  Build  Resilience  1. Make  connections.  2. Avoid  seeing  crises  as  insurmountable  problems.  3. Accept  that  change  is  a  part  of  living.  4. Move  toward  your  goals.  5. Take  decisive  actions.  6. Look  for  opportunities  for  self-­‐discovery.  7. Nurture  a  positive  view  of  yourself.  8. Keep  things  in  perspective.  9. Maintain  a  hopeful  outlook.  10. Take  care  of  yourself.  

The  Road  to  Resilience  (2010),  American  Psychological  Association  

Gabrielle  K.  Gabrielli,  Ph.D.  

2  More  Ways  to  Build  Resilience    From  Gabrielle  

11.  Keep  an  attitude  of  gratitude.    12.  Have  fun!      

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Adversity Quotient

This instrument was adapted from Dr. Paul Stoltz’ Adversity Quotient. For more information on the AQ instrument, visit www.peaklearning.com.

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Instructions: Imagine the following events as if they were happening right now in your organization (not in your personal life). Circle the number that represents your answer to each of the related questions.

1. You suffer a major financial setback. To what extent can you influence this situation?Not at all Completely 1 2 3 4 5 2. You are overlooked for a promotion. To what extent do you feel responsible for improving the situation? Not responsible at all Completely responsible 1 2 3 4 5 3. You are criticized for a big project that you just completed.The consequences of this situation will: Affect all aspects of my life Be limited to this situation 1 2 3 4 5 4. You accidentally delete an important email. The consequences of this situation will:Last forever Quickly pass 1 2 3 4 5 5. The high-priority project you are working on gets canceled.The consequences of this situation will: Affect all aspects of my life Be limited to this situation 1 2 3 4 5 6. Someone you respect ignores your attempt to discuss an important issue.

To what extent do you feel responsible for improving this situation? Not responsible at all Completely responsible 1 2 3 4 5 7. People respond unfavorably to your latest ideas that you feel can get you past a crisis.To what extent can you influence this situation? Not at all Completely 1 2 3 4 5 8. You are unable to take a much-needed vacation. The consequences of this situation will:Last forever Quickly pass 1 2 3 4 5 9. You hit every red light on your way to an important appointment.The consequences of this situation will: Affect all aspects of my life Be limited to this situation 1 2 3 4 5

Adversity Quotient

This instrument was adapted from Dr. Paul Stoltz’ Adversity Quotient. For more information on the AQ instrument, visit www.peaklearning.com.

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10. After extensive searching, you cannot find a critical document.The consequences of this situation will: Last forever Quickly pass 1 2 3 4 5 11. You workplace is understaffed.To what extent do you feel responsible for improving this situation? Not responsible at all Completely responsible 1 2 3 4 5 12. You miss an important appointment. The consequences of this situation will:Affect all aspects of my life Be limited to this situation 1 2 3 4 5 13. Your personal and work obligations are out of balance.To what extent can you influence this situation? Not at all Completely 1 2 3 4 5 14. You never seem to have enough money. The consequences of this situation will:Last forever Quickly pass 1 2 3 4 5 15. You are not exercising regularly though you know you should.To what extent can you influence this situation? Not at all Completely 1 2 3 4 5 16. Your organization is not meeting its goals.To what extent do you feel responsible for improving this situation? Not responsible at all Completely responsible 1 2 3 4 5 17. Your computer crashed for the third time this week.To what extent can you influence this situation? Not at all Completely 1 2 3 4 5 18. The meeting you are in is a total waste of time.To what extent do you feel responsible for improving this situation? Not responsible at all Completely responsible 1 2 3 4 5 19. You lost something that is very important. The consequences of this situation will:Last forever Quickly pass 1 2 3 4 5 20. Your boss (or client) adamantly disagrees with your decision. The consequences will:Affect all aspects of my life Be limited to this situation

1 2 3 4 5

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Adversity Quotient

This instrument was adapted from Dr. Paul Stoltz’ Adversity Quotient. For more information on the AQ instrument, visit www.peaklearning.com.

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Scoring Your AQ response is comprised of four CORE dimensions. Understanding them is the first step toward improving your response to adversity, expanding your capacity, and, ultimately, increasing your overall AQ. Insert each of the 20 numbers you circled on the Adversity Response Profile in the corresponding boxes that appear below. Then insert the total for each column in the corresponding box. Add the four totals and then multiply that number by two for your final score.

C O R E

1. ___ 2. ___ 3. ___ 4. ___

7. ___ 6. ___ 5. ___ 8. ___

13.___ 11.___ 9. ___ 10.___

15.___ 16.___ 12.___ 14.___

17.___ 18.___ 20.___ 19.___

Total C =___ Total O =___ Total R =___ Total E =___

Total C+O+R+E x 2 = ARP Score =________ The average ARP score is 147.5. What’s your score? The higher the better. Now, look at your CORE breakdown and determine which aspects of the AQ you need to improve.

C = Control To what extent can you influence the situation? How much control do you perceive you have? Those with higher AQs perceive they have significantly more control and influence in adverse situations than do those with lower AQs. Even in situations that appear overwhelming or out of their hands, those with higher AQs find some facet of the situation they can influence. Those with lower AQs respond as if they have little or no control and often give up.

O = Ownership To what extent do you hold yourself responsible for improving this situation? To what extent are you accountable to play some role in making it better? Accountability is the backbone of action. Those with higher AQs hold themselves accountable for dealing with situations regardless of their cause. Those with lower AQs deflect accountability and most often feel victimized and helpless.

R = Reach How far does the fallout of this situation reach into other areas of your work or life?To what extent does the adversity extend beyond the situation at hand? Keeping the fallout under control and limiting the reach of adversity is essential for efficient and effective problem solving. Those with higher AQs keep setbacks and challenges in their place, not letting them infest the healthy areas of their work and lives. Those with lower AQs tend to allow a setback in one area to bleed into other, unrelated areas and become destructive.

E = Endurance How long will the adversity endure? Seeing beyond even enormous difficulties is an essential skill for maintaining hope. Those with higher AQs have the uncanny ability to see past the most interminable difficulties and maintain hope and optimism. Those with lower AQs see adversity as dragging on indefinitely, if not permanently.

 

Adversity Quotient

• Control – the extent to which you feel able to influence a situation positively, and the extent to which you can manage your own response to a situation or event

• Ownership – the extent to which you take personal responsibility for improving a given situation regardless of its cause

• Reach – how extensively you allow a particular kind of adversity to affect other areas of your work and life

• Endurance – your perception of how long an adverse situation will last Three types of people:

1. Quitter- abandons their aspirations because it is too difficult 2. Camper- Grow weary of the hike and find a comfortable plateau on

which to hide from adversity 3. Climber- possibility thinkers who never allow obstacles to get in their

way of achieving their aspirations. They never forget the power of the journey over the destination. Embrace the challenge.

• Relationships - Relate to others better as you understand these relational rules. Add value to people to help them reach their full potential.

• Equipping - Recognize and build on the leadership potential in those around you. Apply teamwork laws that will help you take others to a higher level.

• Attitude - Improve your attitude through daily practices. Understand the affect your attitude has on you and those around you. Adopt an attitude that makes challenges easier to overcome.

• Leadership - Emulate what successful leaders do to remain at the top. Lead others successfully to where you have gone and beyond. Influence others from the heart and not just the head.

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For any questions, email gabrielle@gabrielleconsulting.com.

   gabrielle@gabrielleconsulting.com Page 6 of 10  

Relationships Inventory (Please rate yourself : 1 = Al ways; 5 = Never)

Relationship Questions

1. Do you agree with Roosevelt's statement, "The most important single ingredient to the formula of success is knowing how to get along with people"? Give two examples to support your answer.

2. How have your relationships affected your level of success? How have your

relationships affected someone else's level of success? (positive or negative)

1. Do you love and accept yourself? 1 2 3 4 5

2. Do you put energy into being likable? 1 2 3 4 5

3. Do you remember people's names? 1 2 3 4 5

4. Do you focus on people's interests? 1 2 3 4 5

5. Do you request the help of others? 1 2 3 4 5

6. Do you add value to people? 1 2 3 4 5

7. Do you follow the 101% principle? 1 2 3 4 5

8. Do you love people more than opinions? 1 2 3 4 5

9. Do you follow the Golden Rule? 1 2 3 4 5

10. Do you try to improve your relationship

skills? 1 2 3 4 5

 

   gabrielle@gabrielleconsulting.com Page 7 of 10  

Equipping Inventory (Please rate yourself: 1 = Always; 5 = Never)

Equipping Questions

1. In what ways have other people invested in your personal growth or increased your knowledge and skill level?

2. What could you gain from equipping another person? What task do you currently perform that you would like to equip another person to do? How would this increase your effectiveness? How would this benefit the person you equip?

1. Do you fail to equip because you think it’s too hard?

1 2 3 4 5

2. Do you underestimate people? 1 2 3 4 5

3. Do you enjoy doing tasks yourself? 1 2 3 4 5

4. Do you receive ego satisfaction from being needed?

1 2 3 4 5

5. Are you in the habit of doing everything yourself?

1 2 3 4 5

6. Do you want to keep control of everything? 1 2 3 4 5

7. Do you notice leadership potential in those around you?

1 2 3 4 5

 

   gabrielle@gabrielleconsulting.com Page 8 of 10  

Attitude Inventory (Please rate yourself: 1 = Always; 5 = Never)

Attitude Questions

1. Describe the attitude of a person whom you consider to be an example of success. How does your attitude differ from his or hers?

2. What has shaped your attitude toward work? Coworkers? Family members? Friends?

3. How do you initially react when faced with a challenge? Give an example. How did your attitude affect the outcome?

1. Do you evaluate your ambition on a regular basis?

1 2 3 4 5

2. Do you invest in our own skills, improvement, and learning?

1 2 3 4 5

3. Do you foster a healthy attitude in yourself for

your organization? 1 2 3 4 5

4. Do you foster a healthy attitude in yourself for your family, friends, and coworkers?

1 2 3 4 5

5. Do you respond to excessive demands on your time and energy with a positive attitude?

1 2 3 4 5

6. Would your family members, friends, and coworkers consider you a positive person?

1 2 3 4 5

 

   gabrielle@gabrielleconsulting.com Page 9 of 10  

Leadership Inventory

(Please rate yourself: 1 = Always; 5 = Never)

Leadership Questions

1. In what ways have other people invested in your personal growth or increased your knowledge and skill level?

2. What lessons have you learned from observing successful leaders? How have you incorporated what you’ve learned into your life?

3. What do you do each day that moves you to a new level of success?

1. Do you challenge the process? 1 2 3 4 5

2. Do you inspire a shared vision? 1 2 3 4 5

3. Do you enable others to act? 1 2 3 4 5

4. Do you model the way? 1 2 3 4 5

5. Do you encourage the heart? 1 2 3 4 5

 

lorem  ipsum  [Street  Address]  [City],  [State][Postal  Code]  

[Web  Address]  

Resilience  Resilience is the ability to return to the original state after being stretched or bent. In organizations, it is the ability to recover from adversity. Characteristics of resilient people:

Positive Focused Flexible Organized Proactive

Change...  It  happens  whether  you  want  it  to  or  not.