Developing AQ

The way of the entreprenuer

"IQ and EQ are important, but what I really need is AQ. I need people who can quickly adapt to and champion change."

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.

FOUR STEP PROCESS

01

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.

02

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.

03

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."

04

do it

Execute the change.

The final step is execution, follow through, and staying accountable to your team.

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.

The Adaptability Quotient is ultimately a variable in the equation of success, but has been frequently overlooked on account of not being well-understood, articulated, or broadcast to a wide-enough audience of business leaders.

But don't just take our word for it,

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