Prof Nathan Ronen edumart@bezeqint.net xx-972-50-5209409

1. Adversity Quotient
A Global Predictor of Success
Dov Yanai
GENESIS

2. The Predictors of Success
I.Q E.Q
A.Q

3. The top question
 We are born with the core human drive
to Ascend
 Every organization and work team tries to move
forward and upward.
 Why the mountaintop is not
overcrowded?

4. THE ADVERSITY DILEMMA
High
Low
Number of
Climbers
ADVERSITY High

5. Types
Quitters
Campers
Climbers

6. Maslow’s Hierarchy of Needs
Quitters
Self actualization
Esteem Needs
Belonging &love Needs
Safety Needs
Physiological Needs
Campers
Climbers

7. LEARNAD HELPLESSNESS
SELIGMAN, PETERSON, MAIER
The Spiral of Despair
Hopelessness
Helplessness

8. Learned Helplessness & Empowerment
Empowerment
High A.Q
Learned
Helplessness
Low A.Q

9. LEARNAD HELPLESSNESS
 Learned helplessness explains why people give up.
 Learned helplessness is the barrier to empowerment.
 People can be immunized against helplessness.
 Those immunized never give up.
 The upsurge in depression is caused by an epidemic
of learned helplessness.
 People can be taught to improve how they respond
to adversity.

10. A.Q
The Dterming Variable in Hope and Conterol
AQ High
A.Q Moderate
A.Q Low
High
Low
Low
Hope and
Perceived
Influence
Adversity High

11. A.Q research
 There is a direct link between how you
respond to adversity and your mental and
physical health.
 Control is essential to health and longevity.
 How one respond to adversity (A.Q)
influences immune functions, recovery from
surgery, and vulnerability to life-threatening
disease.
 A weak pattern of response to adversity can
cause depression.

12. Success A.Q
 Success is significantly influenced by sense of
control & mastery.
 Success is greatly influenced and can be predicted
by how one respond and explain adversity.
 Response to adversity influence all facets of
effectiveness, performance, and success.
 These patterns, if unchecked, remain consistent
over the entire life.
 These patterns are subconscious, and therefore,
operate outside the awareness.

13. A.Q Predicts:
 Performance. Motivation..
 Productivity. Creativity.
 Empowerment
 Risk Taking.
 Change. Improvement
 Persistence.
 Resilience.
 Learning.
 Emotional & Physical Health
 Vitality. Energy.
 Longevity.

14. Levels of Adversity
 A.Q and Leadership.
 A.Q in the Corporate world.
 A.Q and Society.

15. A.Q & Sale
high
low
Reject
feeling
Attempts
A.Q
high

16. improve & sale A.Q
high
low
success
Sale attempts
% success

17. A.Q
The Adversity Response Profile
C . O0+W. R . E

18. C = Control
 This is though! But I’ve
seen tougher.
 There must be
something I can do ….
 I refuse to believe I’m
helpless .
 There’s always a way.
 Nothing ventured,
nothing gained.
 I’ve got to figure out a
way…
 This is out of my reach!
 There’s nothing, I can
do about it.
 Oh well, there’s no use
banging your head
against a brick wall.
 You can’t take on City
Hall.
 How much control do you perceive that you
have over an adverse event?
LOW HIGH

19. O = ORIGIN
Who or what was was the origin of the adversity?
LOW
 It’s all my fault.
 I’m such an idiot.
 I should have known better.
 What was I thinking?
 I was in way over my head.
 I’ve ruined everything.
 I’m such a failure

20. O = ORIGIN
Who or what was was the origin of the adversity?
Appropriate
Remorse
Likely Outcomes:
Maintain perspective
Continuous improvement
Remain upbeat
Learning from One’s
Mistakes
Overblam
Self-Flagellation
Likely Outcomes:
Damaged morale
Poor self concept
Stress on relationships
Feeling unempowered
Suppressed immune
system Depression
low high

21. O = OWNERSHIP
To what degree do I own the outcomes
Disowning
the problem
Likely Outcomes
Failure to act
Giving up
Pointing fingers
Lack at growth
Reduced performance
Anger others
High
Accountability
Likely Outcomes
Action-oriented
Heightened control
Responsibility
LOW HIGH

22. R = REACH
 How far will the adversity reach into other
areas of my life?

LOW:
 bad meeting ruined day
 conflict failed relationship
 negative performance appraisal career failure
 bad events catastrophe
 HIGH
 As is

23. E = ENDURANCE
How long will the adversity last?
How long will the cause of the adversity last?
LOW
 This always happens.
 I’m not good with …computers.
 Things will never get better.
 It’s always been this way.
 My life is ruined.
 I’ll never be a good salesperson.
 I have no will power.
 I’ve always been lazy.
 This company is doomed.
 The whole industry is going down the tubes

24. C.O.R.E – The A.Q
 C-Control
 The Perceive control. Over the adverse event.
 O- Origin & Ownership
 The origin of the adversity
 To what degree do I own the outcome?
 R- Reach

How far the adversity reach into other areas?
 E- Endurance

How long will the adversity or the cause– last.

25. A.Q in Organizations
A.Q LOW A.Q HIGH

26. A.Q in organizations
 The A.Q Analysis
 What is the organization c.o.r.e profile?
 The cost of fallout and recovery.

The degree the organization fit to climb?
 What to look for
 Language, Metaphors, Stories.
 Cultural norms for impossible deadline or a major
change. Formal and informal.
 The leaders A.Q profile.
 What to do

27. A.Q The individual level
 The accumulated effect of
adversity over time:
 The average 6 year old laughs 300
times per day
 The average adult laughs……..
 Just 17 .
 Teaching the A.Q -THE REAL
CHALLENGE.

28. Improving The A.Q
L. E. A. D

29. L - Listen
L = Listen to your adversity response.
 Was it a high or low response?
 On which dimensions?

30. E - Explore
E = Explore all origins &ownership of the
result.
Or
 What are the possible origins of this adversity?
 Given this origins, what portion was may fault?
 What, specifically, could I have done better?
Ow
 What aspect of the result should I own?
 Which shouldn’t I own?

31. A - Analyze
A = Analyze the evidence.
C
 What evidence is there that I have no conterol?
R
 What evidence is there that the adversity has to
reach into other areas of life?
E
 What evidence is there that the adversity must last
any longer than vecessery?

32. D = Do something!
 What additional information do I need?
 What could I do to gain even a little
control over this situation?
 What could I do to limit the reach of the
adversity?
 What could I do to limit how long the
adversity endures in its current state?

33. Improving the A.Q
 L - Listen
 E – Explore
 A - Analyze
 D - Do

34. The role of the vision
Hopelessness
Helplessness
Hopefulness
Helpfulness
+
+
Learned
helplessness

35. Best ways to Destroy Your
Followers’ A.Q
Allways promise more than you can deliver
Be consistenly inconsistent
Remember: There’s always a downside to
everything
Be a victim, act depressed hopelessLet your people feel the full burnt of the
adversity
Give lip service to accountability and
responsibility
Ignor any potential contribution to the team’s
success
Frame success as a freak accidentTropedo humor at all costsSap their strengthCrush creativityPunish all attempts at independence,
swiftly and severely
Dismantle any hope or optimismSurround your Climbers with CampersRisks will be swiftly punishedReward them for playing by the rulesUproot enthusiasm before it can grow
Press everyone to create a mission and vision,
then forget about it
Provide responsibility with no authority
Use “Empowerment” as a weapon to get
them to do more with less.

36. Adversity Quotient
 A new conceptual framework for understanding
and enhancing all facets of success.
 A measure of how you respond to adversity.
 A set of tools for improving how you respond to
adversity.
 The profile: C .OW+O. R. E
 Ways to improve : L. E. A. D