AQ (Adversity Quotient) logo
Find us on TwitterFind PEAK Learning on YouTube


What is AQ? Information about Adversity Quotient, the global best practice for increasing resilienceAQ (Adversity Quotient) validation studies
Learn more about AQ ( Adversity Quotient) science, validations studies, and more Related info about AQ or Adeversity Quotient validation studies

Client Profiles

Read some in-depth client profiles for qualitative AQ results. Learn more...

AQWhat happens when we improve AQ? Revenues grow, attrition shrinks, and a workforce becomes more engaged and accountable.

AT&T (Formerly BellSouth)


AQ training was conducted for the outbound sales call center in a major retail market in the U.S. during September 2004. The center was underperforming and failing to meet its financial goals; there was also a somewhat pervasive sense of apathy among the associates who had been facing increasing complexity, demands, uncertainty, and adversity. The objectives of the training were to turn around sales, performance, and customer service by equipping associates and their leaders to respond more effectively to all forms of adversity, challenges, and obstacles. This analysis was based upon the quantitative revenue outcomes and the qualitative leader and employee feedback following the program. Based on the results, the program was expanded to all Outbound Sales Call Centers for 2006, in anticipation of BellSouth’s historic, $76B merger with AT&T.

Quantitative Results

According to top leaders, the following outcomes were achieved and attributed largely to the AQ training. Note that these results were achieved despite a major hurricane, which historically would have caused a substantial decline in revenue and other performance indicators.

% Change Parameter
+ 44.7 Overall booked revenue from September 2004 to September 2005, the highest growth of any of the peer centers
+ 45.0 Overall booked revenue from September 2005 to September of 2006, the highest growth of any of the peer centers
+ 109.9 Overall booked revenue for the 2-year period of September 2004 to September 2006
– 25 Attrition among those who completed the AQ program compared to those who did not

Qualitative Outcomes

Reported by senior leaders and team members...

  • Improvements in morale, energy, optimism, overall engagement, and peer accountability
  • Better attitude toward change, less whining, and fewer excuses.
  • Leaders were equipped to continue using tools with their teams to sustain the AQ advantage.

Long-term, seasoned employees reported the AQ training to be the best, most valuable learning experience of their careers. They also report ongoing use of the AQ language and tools many months after the official program. Dramatic, moving stories of how this has affected people, personally and professionally, were common.