strengthening resilience

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Strengthening Resilience

Material presented is the work of Paul Stoltz and his company, Peak Learning. Visit www.peaklearning.com for additional information or to contact them to take the Adversity Quotient assessment, or for programs to work with your company.

Presented by Bill Monroe, Boulder Teams www.boulderteams.com

http://www.peaklearning.com/


Every day, life happens…

– Is it certain or uncertain?–Is it organized or chaotic?–Is the day busy or leisurely?–Is it easy or tough?–Is it demanding or care-free?


Have you noticed that some people respond better to hardships than others?

What is it that allows some people to not only cope, but personally thrive in challenges and harness it to create breakthrough opportunities?


Employer SurveyWhen making an employment decision and choosing between the final two shortlisted candidates, which one of the following would you be most likely to hire? A. Candidate who has the desired

mindset, but lacks complete skillsetB. Candidate who has the complete

skillset, but lacks desired mindset1,212 respondents chose A 51 respondents chose B 96% of employers in this

sample chose mindset over skillset.


Expanding Human Capacity

Required Capacity

Existing Capacity

AccessedCapacity


Key FindingsPaul Stoltz, www.peaklearning .com

1. We respond to events in hardwired patterns2. These hardwired patterns have a radical affect on our chemistry (Peptides)3. These patterns can be measured. (AQ)4. These patterns can be rewired and permanently improved (Neuroplasticity)5. People and organizations who respond effectively to adversity (change-driven or otherwise) find those challenges take less of a toll and are instrumental in opening up new opportunities


Norwich Union Health Care Study

• 1,130 subjects completed the Adversity Quotient profile and health survey questions

• All 29 of the health study questions correlated significantly with Adversity Quotient

• optimism• happiness• energy• luck• cardio health• diet/nutrition• quality of life• prescription drug

use• respiratory health• GI health

• muscular/skeletal health• # of sick days (3x+)• # of occurrences (2x+)• engagement at work• enjoyment at work


Operating System: Hardwired Patterns

EVENT

INSTANT HARDWIRED RESPONSE PATTERN

EFFECTS

Physiological

Performance

Psychological


“What must people have now and in the future in order to

succeed?”

In answer to this question, Harvard Business School selected ‘Resilience’ to add to its curriculum as the mindset driver


AQ Resilience Toolset

C CONTROL

O OWNERSHIP

R REACH

E ENDURANCE


CONTROLHow much you perceive you can influence whatever happens next when adversity strikes

Key question:

What facet of this situation or adversity can we potentially influence?

(What aspects are out of our control?)


OwnershipHow likely are you to hold yourself accountable for improving situations as they arise?

Key question:

What can we do to affect this situation immediately and positively?

How might feelings of ownership by all employees be built into culture?


Reach

The extent to which you perceive good and bad events reach other areas of your lifeKey question:What can we do to minimize the

potential downside of this adversity?*What can we do to maximize the

potential upside of this situation?


Endurance

How long you perceive an adversity or situation will last

Key question:

How do we get past this as quickly as possible?


Pick One Where can you make improvements?

C CONTROL

O OWNERSHIP

R REACH

E ENDURANCEDo my adversities last into the next day? Month? Year?

Do adversities bleed into the rest of my life? Do I see new opportunities?

Do I step up and do something regardless of who is to blame?

Do I always see ways I can influence a challenging situation?

strengthening resilience

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