VII. Summit Seven: Deliver Greatness, Every Day
“We give others the courage to do great things by our own example of doing great things.” Steve Ackerman
A. Witnessing Greatness Every Day
1. Who in your life do you currently most admire? Why? What does that person do, or demonstrate, that makes him worthy of your admiration?
2. Who do you currently most admire at work, at school, or in your community? Why? What does that person do, or demonstrate, that makes him worthy of your admiration?
3. Summit One: Take It On
a) How does that person take it on?
b) Where does that person fall on the Adversity Continuum?
c) If you had to guess, what assumptions do you think that person makes about adversity?
4. Summit Two: Summon Your Strengths
a) What is the toughest or most important thing you’ve seen that person pursue?
b) What skills did that person possess and develop to make it happen?
c) What strengths does that person summon in the face of adversity? Which ones do you most admire?
d) How do the teams that person assembles or joins complement his or her strengths to achieve a higher goal?
e) How does that person create positive interdependence, being roped together with others?
f) What does he bring to any team? Rate that person’s overall A Factor, W Factor, E Factor.
5. Summit Three: Engage Your CORE
a) Do you think that person has a high, moderate or low Adversity Quotient?
b) To what extent does that person tend to focus on what can be influenced (C), step up to make things better (O), contain bad things (R), and see or get past adverse events (E)?
c) On a scale of one to ten, how effectively does that person engage his CORE?
6. Summit Four: Pioneer Possibilities
a) What possibilities, big or small, has that person pioneered?
b) How does that person respond when someone says something import is impossible?
c) What Signature Systems have you seen that person apply?
7. Summit Five: Pack Light, Pack Right
a) On a scale of one to ten, where does that person score on Life Worth?
b) What examples can you think of when that person has forgone a desire in order to achieve something more important?
c) How effectively does that person strategically invest time, energy, and money on the things that matter most? To what extent does that person invest in his own well-being?
8. Summit Six: Suffer Well
a) What suffering, big or small, have you seen that person endure?
b) How did that person handle it? What effect did his approach to suffering have on others?
9. How would you describe that person’s relationship with adversity? Would you have chosen that person if he had never faced any adversity or had scored much lower on the Adversity Continuum?
B. Your Everyday Greatness Plan
1. Summit One: Take It On
a) Write down how you could take on and harness the adversity in a way that not only reduces your pain or achieves your goals, but also actually elevates others in the process. What lower level behavior do you need to stop? What’s the one thing that would have the most significant impact on your life and on those around you?
2. Summit Two: Summon Your Strengths
a) How can you summon your strengths to deliver greatness? What strengths do you have that will serve you best in this challenge and what strengths do you need to develop? Who do you need with you? Who must not be with you?
3. Summit Three: Engage Your CORE
a) How can you engage your CORE in a way that is uplifting to others?
4. Summit Four: Pioneer Possibilities
a) What challenges would most people consider impossible but would change the game if you could make them possible?
5. Summit Five: Pack Light, Pack Right
a) How can you pack light, pack right to have a positive impact on those around you?
6. Summit Six: Suffer Well
a) How can you respond to suffering in a way that encourages and empowers those around you?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
Friday, July 25, 2025
Suffer Well
VI. Summit Six: Suffer Well
“I cannot imagine a fate more awful--a fate worse than death—than a life lived in perfect harmony and balance.” Carl Jung
The question in life is not whether you will ever have to suffer. Rather, it is this: When you do suffer, how will you suffer? Will you suffer poorly, or will you suffer well?
Suffering can be the highest-octane fuel for greatness. You need to learn to turn suffering into meaning and beauty, elevating everyone around you.
“Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, vision cleared, ambition inspired, and success achieved.” Helen Keller
A. Suffering Defined
1. To suffer is to endure something painful. The more something means to you the more painful it may be. The power of suffering is its ability to STRIP away superficialities, ego, and distractions.
a) S: Severity—the magnitude of the pain
b) T: Time—how long you must endure the pain
c) R: Relativity—how severe your pain is when you are compared with those around you and your situation is compared with your own past or other hardships
d) I: Importance—how much the thing for which you are suffering matters
e) P: Price—how much you may or will lose as a result of the adversity
B. Ten Common Cracks and Chasms
1. Whining
a) Whining is irritating and drives others away. Often it occurs when there is a lack of merit in the whiner. It also implies inaction; the whiner is venting instead of trying to solve the problem.
2. Complaining
a) Complaining, expressing unhappiness about something, is slightly more constructive than whining. Sometimes it is good and beneficial to express our unhappiness in order to come to grips with it and to get past it. However, when overdone, it makes us weak, drains our energy, and lessens our determination. It is also contagious.
3. Blaming
a) When you blame others you give up control, taking the problem out of your power to change it. When you blame you also miss out on a vital piece of your own development. Learn from your mistakes and then move on.
4. Identifying
a) Identifying means to become one with your suffering in a bad way. You limit your potential when you label yourself according to your suffering, robbing you of the opportunity to grow through your suffering.
5. Anesthetizing
a) Often we shut down emotionally, use drugs or alcohol, become workaholics, or other electronic devices, such as TV, video games, the internet, and the like.
6. Escaping
a) You can run from suffering, but you can’t hide from it. Procrastination is one of the most popular forms of escape. We can also become driven, engage in risky behavior, or look for other socially unacceptable means to deal with our pain.
7. Rationalizing
a) Overextended strengths can become weaknesses. We can explain away almost anything. It is healthy when it helps you make sense of your life so you can come to grips with the compromises you made that got you where you are. It is unhealthy when you reason yourself out of what is possible so we don’t take responsibility for our own choices.
8. Denying
a) Denying refuses to acknowledge the pain so we don’t have to deal with it. Our culture sets up standards for what are acceptable and unacceptable ways of dealing with pain and suffering, so be careful not to evaluate someone else’s response to suffering based on your cultural standards. Denial occurs when we fail to completely accept the full magnitude of our suffering, the resulting consequences, or the severity of the source. While denial can protect us, it also denies us the tremendous power and opportunity of our suffering.
9. Pretending
a) Pretending is acting as though what we know exists does not exist. Some pretending is good, such as smiling even when you are sad, and faking it until you make it, or putting on a good front so that others are not adversely affected by your suffering. However, if others discover your deception, it will hurt your credibility and you will lose their trust. Pretending is dangerous when it becomes a barrier between others and our suffering. It also denies others the opportunity to share in our suffering with us.
10. Whitewashing
a) This is a more subtle form of pretending where we embellish something to make it look better than it really is. Whitewashing can keep us from what is real, robbing us of the benefits suffering provides.
11. Principles to Keep in Mind
a) It is human nature to use these
b) To a point, most can be used positively and for good reasons
c) Overused, all become destructive
d) These are often used with the best of intentions
e) We all use them
f) If abused, they prevent us from suffering well
C. Types of Suffering
1. Physical Suffering
“Pain is God’s megaphone.” C. S. Lewis
2. Emotional Suffering
a) Emotional suffering gets less sympathy than physical suffering. It tends to be more contagious, one’s worries easily become the worries of another.
3. Mental Suffering
a) We suffer mentally when we can’t seem to figure out and resolve a matter of great importance. It manifests itself in conundrums, quandaries, confusion, and ignorance.
4. Spiritual Suffering
a) This is usually private and hidden and occurs when we feel adrift, faithless, purposeless, hopeless and unconnected. It often occurs when we have fallen short or done wrong in some matter of great importance.
“Suffering, cheerfully endured, ceases to be suffering and is transmuted into an ineffable joy.” Mahatma Gandhi
D. Suffer Check
1. Work and Life
a) What is your single greatest cause of suffering at work?
b) What is your single greatest cause of suffering in your life?
c) On a scale of 1 to 10, rate each based on the STRIP criteria:
(1) Severity, Time, Relativity, Importance, Price
(2) Score: 5-15 (little suffering), 16-30 (noticeable discomfort), 31-45 (real pain), 46-50 (extreme suffering)
E. Positive Pessimism
1. Help alleviate some of the pain by joking about it being worse than it really is: “I’m not the nicest guy in the world, but at least I’m stupid.” “We may be on a tight budget, but at least the heating bill doubled.”
F. Bad Suffering
1. Bad suffering occurs when it makes us less instead of more; bitter rather than better. When we become meaner, smaller, or more selfish as a result of our pain, that is bad suffering. Suffering can be the ultimate excuse to stop trying. It is dangerous because no one will blame you if you quit. Suffering badly can also become a cultural norm. Suffering poorly is your right, but suffering well is your opportunity.
G. Good Suffering
1. Good suffering is elevating. It happens when we allow suffering to make us better people because of what we’ve been through. Good suffering can help strip you of all that is not essential. It can sweep you clean of pettiness, making you more magnanimous and selfless. It can also spawn hope in others, giving them the courage they need to persevere through their difficulties.
“Suffering becomes beautiful when anyone bears calamities with cheerfulness, not through insensibility but through greatness of mind.” Aristotle
2. How to Suffer Well:
a) Use suffering to help and enrich others
b) Use it to become a better person by demonstrating your highest character and virtue in the face of pain
c) Turn inward and privately harness it to expand your capacity for hardship
d) Use and transcend it by attacking life with renewed determination
e) Be human and acknowledge when it’s hard or it hurts, refusing to pretend it does not exist, robbing yourself of the potential lessons
f) Ask for help when you need it
g) Turn your suffering into a cause
h) Be open about it, letting others learn from what you are going through
3. The Suffer Well
a) How?
(1) How am I going to elevate myself and others, starting now?
b) Who?
(1) Who is most affected by how I suffer?
c) What?
(1) What is my CORE with regard to your suffering? (Control, Ownership, Reach, Endurance)
d) Why?
(1) Why do I want to suffer well?
e) When?
(1) By when will I have said or done something that demonstrates my commitment to suffer well?
4. The Suffer Shifter
a) The one area in which I currently suffer the most is:
b) On the basis of all I have learned about suffering poorly, one specific thing I commit myself to stop doing or do less of is:
c) On the basis of all I have learned about suffering poorly, one specific thing I commit myself to start doing more of is:
d) As a result of these commitments, I and the people around me should enjoy the following benefits:
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
“I cannot imagine a fate more awful--a fate worse than death—than a life lived in perfect harmony and balance.” Carl Jung
The question in life is not whether you will ever have to suffer. Rather, it is this: When you do suffer, how will you suffer? Will you suffer poorly, or will you suffer well?
Suffering can be the highest-octane fuel for greatness. You need to learn to turn suffering into meaning and beauty, elevating everyone around you.
“Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, vision cleared, ambition inspired, and success achieved.” Helen Keller
A. Suffering Defined
1. To suffer is to endure something painful. The more something means to you the more painful it may be. The power of suffering is its ability to STRIP away superficialities, ego, and distractions.
a) S: Severity—the magnitude of the pain
b) T: Time—how long you must endure the pain
c) R: Relativity—how severe your pain is when you are compared with those around you and your situation is compared with your own past or other hardships
d) I: Importance—how much the thing for which you are suffering matters
e) P: Price—how much you may or will lose as a result of the adversity
B. Ten Common Cracks and Chasms
1. Whining
a) Whining is irritating and drives others away. Often it occurs when there is a lack of merit in the whiner. It also implies inaction; the whiner is venting instead of trying to solve the problem.
2. Complaining
a) Complaining, expressing unhappiness about something, is slightly more constructive than whining. Sometimes it is good and beneficial to express our unhappiness in order to come to grips with it and to get past it. However, when overdone, it makes us weak, drains our energy, and lessens our determination. It is also contagious.
3. Blaming
a) When you blame others you give up control, taking the problem out of your power to change it. When you blame you also miss out on a vital piece of your own development. Learn from your mistakes and then move on.
4. Identifying
a) Identifying means to become one with your suffering in a bad way. You limit your potential when you label yourself according to your suffering, robbing you of the opportunity to grow through your suffering.
5. Anesthetizing
a) Often we shut down emotionally, use drugs or alcohol, become workaholics, or other electronic devices, such as TV, video games, the internet, and the like.
6. Escaping
a) You can run from suffering, but you can’t hide from it. Procrastination is one of the most popular forms of escape. We can also become driven, engage in risky behavior, or look for other socially unacceptable means to deal with our pain.
7. Rationalizing
a) Overextended strengths can become weaknesses. We can explain away almost anything. It is healthy when it helps you make sense of your life so you can come to grips with the compromises you made that got you where you are. It is unhealthy when you reason yourself out of what is possible so we don’t take responsibility for our own choices.
8. Denying
a) Denying refuses to acknowledge the pain so we don’t have to deal with it. Our culture sets up standards for what are acceptable and unacceptable ways of dealing with pain and suffering, so be careful not to evaluate someone else’s response to suffering based on your cultural standards. Denial occurs when we fail to completely accept the full magnitude of our suffering, the resulting consequences, or the severity of the source. While denial can protect us, it also denies us the tremendous power and opportunity of our suffering.
9. Pretending
a) Pretending is acting as though what we know exists does not exist. Some pretending is good, such as smiling even when you are sad, and faking it until you make it, or putting on a good front so that others are not adversely affected by your suffering. However, if others discover your deception, it will hurt your credibility and you will lose their trust. Pretending is dangerous when it becomes a barrier between others and our suffering. It also denies others the opportunity to share in our suffering with us.
10. Whitewashing
a) This is a more subtle form of pretending where we embellish something to make it look better than it really is. Whitewashing can keep us from what is real, robbing us of the benefits suffering provides.
11. Principles to Keep in Mind
a) It is human nature to use these
b) To a point, most can be used positively and for good reasons
c) Overused, all become destructive
d) These are often used with the best of intentions
e) We all use them
f) If abused, they prevent us from suffering well
C. Types of Suffering
1. Physical Suffering
“Pain is God’s megaphone.” C. S. Lewis
2. Emotional Suffering
a) Emotional suffering gets less sympathy than physical suffering. It tends to be more contagious, one’s worries easily become the worries of another.
3. Mental Suffering
a) We suffer mentally when we can’t seem to figure out and resolve a matter of great importance. It manifests itself in conundrums, quandaries, confusion, and ignorance.
4. Spiritual Suffering
a) This is usually private and hidden and occurs when we feel adrift, faithless, purposeless, hopeless and unconnected. It often occurs when we have fallen short or done wrong in some matter of great importance.
“Suffering, cheerfully endured, ceases to be suffering and is transmuted into an ineffable joy.” Mahatma Gandhi
D. Suffer Check
1. Work and Life
a) What is your single greatest cause of suffering at work?
b) What is your single greatest cause of suffering in your life?
c) On a scale of 1 to 10, rate each based on the STRIP criteria:
(1) Severity, Time, Relativity, Importance, Price
(2) Score: 5-15 (little suffering), 16-30 (noticeable discomfort), 31-45 (real pain), 46-50 (extreme suffering)
E. Positive Pessimism
1. Help alleviate some of the pain by joking about it being worse than it really is: “I’m not the nicest guy in the world, but at least I’m stupid.” “We may be on a tight budget, but at least the heating bill doubled.”
F. Bad Suffering
1. Bad suffering occurs when it makes us less instead of more; bitter rather than better. When we become meaner, smaller, or more selfish as a result of our pain, that is bad suffering. Suffering can be the ultimate excuse to stop trying. It is dangerous because no one will blame you if you quit. Suffering badly can also become a cultural norm. Suffering poorly is your right, but suffering well is your opportunity.
G. Good Suffering
1. Good suffering is elevating. It happens when we allow suffering to make us better people because of what we’ve been through. Good suffering can help strip you of all that is not essential. It can sweep you clean of pettiness, making you more magnanimous and selfless. It can also spawn hope in others, giving them the courage they need to persevere through their difficulties.
“Suffering becomes beautiful when anyone bears calamities with cheerfulness, not through insensibility but through greatness of mind.” Aristotle
2. How to Suffer Well:
a) Use suffering to help and enrich others
b) Use it to become a better person by demonstrating your highest character and virtue in the face of pain
c) Turn inward and privately harness it to expand your capacity for hardship
d) Use and transcend it by attacking life with renewed determination
e) Be human and acknowledge when it’s hard or it hurts, refusing to pretend it does not exist, robbing yourself of the potential lessons
f) Ask for help when you need it
g) Turn your suffering into a cause
h) Be open about it, letting others learn from what you are going through
3. The Suffer Well
a) How?
(1) How am I going to elevate myself and others, starting now?
b) Who?
(1) Who is most affected by how I suffer?
c) What?
(1) What is my CORE with regard to your suffering? (Control, Ownership, Reach, Endurance)
d) Why?
(1) Why do I want to suffer well?
e) When?
(1) By when will I have said or done something that demonstrates my commitment to suffer well?
4. The Suffer Shifter
a) The one area in which I currently suffer the most is:
b) On the basis of all I have learned about suffering poorly, one specific thing I commit myself to stop doing or do less of is:
c) On the basis of all I have learned about suffering poorly, one specific thing I commit myself to start doing more of is:
d) As a result of these commitments, I and the people around me should enjoy the following benefits:
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
Pack Light, Pack Right
V. Summit Five: Pack Light, Pack Right
“It’s tough to climb a mountain if you pack too much or if pack incorrectly. Likewise, it’s tough to be agile and effective at harnessing numerous adversities each day if you’re weighed down by all the competing priorities vying for your focus. When this happens, everyday distractions bury the potential for everyday greatness.”
A. Packing Right
1. Stuff
“You can never get enough of what you don’t need to make you happy.” Eric Hoffer
“Everyday greatness means rising above mediocrity, even then the gravitational pull is enormous. It means moving forward and up, when everyone else is camping. Sometimes it can even mean escaping comfort and welcoming adversity.”
a) Why More Has Become Less
(1) More stuff leads to more complexity, which leads to less time, less peace of mind, and less capacity to take on more important challenges.
(2) Often, the more we add the weaker we become.
b) Which Stuff is the Right Stuff?
(1) What is mission-critical for your life?
(2) The right stuff is the stuff that most enables and least hinders your efforts to deliver your own version of everyday greatness--to do the things you are meant to do in life.
c) How Much is Enough?
(1) Since most of us live well beyond “need” and well within “want” most of what we have is unnecessary.
(2) Pleasures are not evil, but if they detract from your higher calling, or worse yet, become your calling, you have a problem.
(3) Your desires should enable you to achieve your highest efforts. If they don’t, then they must be cut out.
(4) How much is enough? Exactly as much as it takes todo the thing you have been created and called to do.
d) Net Worth vs. Life Worth
“The cost of a thing is the amount of … life which is required to be exchanged for it, immediately or in the long run.” Henry David Thereau
(1) Net Worth
(a) Net Worth is what is left when you subtract everything you owe from everything you have.
(2) Life Worth
(a) Life Worth is the value you get from and give to life. It includes the stuff you give to life (love, energy, charity, thoughtfulness, kindness, etc.) and the stuff you get as a result (fulfillment, peace, contentment, etc.). What is your life worth?
(3) Net Worth-Life Worth Grid
(a) Step One
(i) Put an X at the spot that represents the balance you are striving for.
(b) Step Two
(i) Put a dot at the spot that indicates where you are right now
(c) Step Three
(i) Draw an arrow indicating the direction you are moving
(d) Consider Your Grid
(i) What’s the ideal combination of net worth and Life Worth? Most chose more Life Worth than net worth, and some choose the maximum of both. Very few chose more net worth over Life Worth.
(ii) How happy are you with your current balance of net worth and Life Worth? How close is it to where you want to be at this stage in your life? Do you let the pursuit of comfort get in the way of your higher cause?
(e) The Role of Adversity in Life Worth
(i) Adversity forces you to make tough choices between net worth and Life Worth.
(f) Repacking for Life Worth
(i) Take some time to spring clean your life and get rid of what you don’t need and add what you do need. Consider keeping, or adding, things that enhance the three A’s: Agility, Alchemy, and Adversity. If something hinders your capacity and weighs you down, get rid of it.
(g) Pack Check: Stuff
(i) Evaluate everything in your life and find at least five things that you can eliminate from your life to lighten your load, improve your agility and increase your energy. Ask these questions: Does my stuff…
(a) Hurt or help my agility?
(b) Sap or fuel my energy?
(c) Makes me worse or better?
(d) Suffocate or maximize my Life Worth?
(ii) What is one significant change I can make in how I use my money that will most directly fund my Life Worth?
(iii) What is one challenge or adversity I will confront to lighten my burden and increase my Life Worth?
(iv) So far, the most important lesson I’ve learned about stuff is…?
2. Time
“How we spend our days is, of course, how we spend our lives.” Annie Dillard
a) Just as indifference is the enemy of passion, worthless time is the enemy of achieving everyday greatness, and it is the demon of any enterprise. What things in your life are stealing your time and keeping you from achieving the most important thing in your life? Spend time and relentlessly evaluate all the time wasters you engage in and cut them out of your life.
b) The Time Challenge
(1) Level One Challenge: The Basics
(a) Which items on your calendar are critical? Why?
(b) Which items on your calendar are least enriching? Why?
(c) What are two or three things you could shed from your week that would substantially increase your Life Worth?
(2) Level Two Challenge: Advanced
(a) On a blank sheet of paper list all of your roles in life on the left-hand side (father, son, brother, boss, employee, coworker, student, etc.)
(b) Next to each role list one thing you have on your calendar for the next week that will most enhance your Life Worth in that role.
(c) List one challenge or adversity you would like to take on in each role to become more effective in that role.
(d) List one simple thing next to each role that you will commit to do over the coming week that will enhance your Life Worth.
(3) Pack Check: Time
(a) Evaluate everything in your schedule and eliminate those that diminish your agility and sap your energy. Ask these questions: Do my obligations…
(i) Hurt or help my agility?
(ii) Sap or fuel my energy?
(iii) Make me worse or better?
(iv) Suffocate or maximize my Life Worth?
(b) What is one significant change I can make in how I use my time that will most directly fund my Life Worth?
(c) What is one challenge or adversity I will confront to lighten my burden and increase my Life Worth?
(d) So far, the most important lesson I’ve learned about my use of time is…?
3. Work
“I believe you are your work. Don’t trade the stuff of your life, time, for nothing more than dollars. That’s a rotten bargain.” Rita Mae Brown
a) Prime Time—The Human Energy Grid
(1) What are the prime energy years of a contributing person’s life? Age 25-55
(2) What are the prime energy hours of a contributing person’s day? 7 am to 3 pm
(3) What are the prime energy days of a contributing person’s week? Monday through Thursday
b) Elevating the Day Job
(1) The first way is to infuse your present job with more Life Worth. Find ways to give your best in ways that add value to the lives of others.
c) From Paycheck to Reality Check
(1) The second way is to choose a job that adds to your Life Worth by allowing you to do something that is deeply important and adds value to other people.
d) Pack Check: Work
(1) What adjustments could you make at work to enhance your Life Worth, lighten your load, improve your agility, and increase your energy?
(2) On a scale of one to ten, to what extent does your current work affect your agility, energy, and ability to achieve everyday greatness?
(3) Ask these questions: Does my current work…
(a) Hurt or help my agility?
(b) Sap or fuel my energy?
(c) Make me worse or better?
(d) Suffocate or maximize my Life Worth?
(4) What is one significant change I can make in my work that will most directly improve my Life Worth?
(5) What is one challenge or adversity I will add to my work to increase my Life Worth?
(6) So far, the most important lesson I’ve learned about my work is…?
4. Self
“Look to your health; and if you have it, praise God, and value it next to a good conscience; for health is the second blessing that we mortals are capable of, —a blessing that money can’t buy.” Izaak Walton
a) How far can you go in life if you are exhausted, out of shape, spiritually empty, and emotionally spent? You need to take time to invest in yourself and achieve your best so you can give your best to others. Schedule time into your life to refuel and rejuvenate so you can elevate your life to a higher level.
b) Pack Check: Self
(1) What adjustments could you make in the way you treat yourself to enhance your Life Worth, lighten your load, improve your agility, and increase your energy?
(2) On a scale of one to ten, to what extent does the way you treat yourself affect your agility, energy, and ability to achieve everyday greatness?
(3) Ask these questions: Does the way I treat myself …
(a) Hurt or help my agility?
(b) Sap or fuel my energy?
(c) Make me worse or better?
(d) Suffocate or maximize my Life Worth?
(4) What is one significant change I can make in the way I treat myself that will most directly improve my Life Worth?
(5) What is one challenge or adversity I will add to my week to refuel and increase my Life Worth?
(6) So far, the most important lesson I’ve learned about how to treat myself is…?
c) Life is too short and too precious to load it down with anything or anyone who depletes our potential to become and do our best. It is my moral obligation to myself as honed as possible so I can have the greatest impact on the areas that truly matter the most, including helping others increase their Life Worth.
B. The Adversity Advantage Packing List
1. Stuff
a) What item or items could you purchase or add that would improve your three A’s?
2. Time
a) What is a new obligation or something to add to your schedule that would improve your three A’s?
3. Work
a) What will you add to your work to make it richer in Life Worth?
4. Self
a) What will you add to your life to optimize your energy, your outlook, and the three A’s?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
“It’s tough to climb a mountain if you pack too much or if pack incorrectly. Likewise, it’s tough to be agile and effective at harnessing numerous adversities each day if you’re weighed down by all the competing priorities vying for your focus. When this happens, everyday distractions bury the potential for everyday greatness.”
A. Packing Right
1. Stuff
“You can never get enough of what you don’t need to make you happy.” Eric Hoffer
“Everyday greatness means rising above mediocrity, even then the gravitational pull is enormous. It means moving forward and up, when everyone else is camping. Sometimes it can even mean escaping comfort and welcoming adversity.”
a) Why More Has Become Less
(1) More stuff leads to more complexity, which leads to less time, less peace of mind, and less capacity to take on more important challenges.
(2) Often, the more we add the weaker we become.
b) Which Stuff is the Right Stuff?
(1) What is mission-critical for your life?
(2) The right stuff is the stuff that most enables and least hinders your efforts to deliver your own version of everyday greatness--to do the things you are meant to do in life.
c) How Much is Enough?
(1) Since most of us live well beyond “need” and well within “want” most of what we have is unnecessary.
(2) Pleasures are not evil, but if they detract from your higher calling, or worse yet, become your calling, you have a problem.
(3) Your desires should enable you to achieve your highest efforts. If they don’t, then they must be cut out.
(4) How much is enough? Exactly as much as it takes todo the thing you have been created and called to do.
d) Net Worth vs. Life Worth
“The cost of a thing is the amount of … life which is required to be exchanged for it, immediately or in the long run.” Henry David Thereau
(1) Net Worth
(a) Net Worth is what is left when you subtract everything you owe from everything you have.
(2) Life Worth
(a) Life Worth is the value you get from and give to life. It includes the stuff you give to life (love, energy, charity, thoughtfulness, kindness, etc.) and the stuff you get as a result (fulfillment, peace, contentment, etc.). What is your life worth?
(3) Net Worth-Life Worth Grid
(a) Step One
(i) Put an X at the spot that represents the balance you are striving for.
(b) Step Two
(i) Put a dot at the spot that indicates where you are right now
(c) Step Three
(i) Draw an arrow indicating the direction you are moving
(d) Consider Your Grid
(i) What’s the ideal combination of net worth and Life Worth? Most chose more Life Worth than net worth, and some choose the maximum of both. Very few chose more net worth over Life Worth.
(ii) How happy are you with your current balance of net worth and Life Worth? How close is it to where you want to be at this stage in your life? Do you let the pursuit of comfort get in the way of your higher cause?
(e) The Role of Adversity in Life Worth
(i) Adversity forces you to make tough choices between net worth and Life Worth.
(f) Repacking for Life Worth
(i) Take some time to spring clean your life and get rid of what you don’t need and add what you do need. Consider keeping, or adding, things that enhance the three A’s: Agility, Alchemy, and Adversity. If something hinders your capacity and weighs you down, get rid of it.
(g) Pack Check: Stuff
(i) Evaluate everything in your life and find at least five things that you can eliminate from your life to lighten your load, improve your agility and increase your energy. Ask these questions: Does my stuff…
(a) Hurt or help my agility?
(b) Sap or fuel my energy?
(c) Makes me worse or better?
(d) Suffocate or maximize my Life Worth?
(ii) What is one significant change I can make in how I use my money that will most directly fund my Life Worth?
(iii) What is one challenge or adversity I will confront to lighten my burden and increase my Life Worth?
(iv) So far, the most important lesson I’ve learned about stuff is…?
2. Time
“How we spend our days is, of course, how we spend our lives.” Annie Dillard
a) Just as indifference is the enemy of passion, worthless time is the enemy of achieving everyday greatness, and it is the demon of any enterprise. What things in your life are stealing your time and keeping you from achieving the most important thing in your life? Spend time and relentlessly evaluate all the time wasters you engage in and cut them out of your life.
b) The Time Challenge
(1) Level One Challenge: The Basics
(a) Which items on your calendar are critical? Why?
(b) Which items on your calendar are least enriching? Why?
(c) What are two or three things you could shed from your week that would substantially increase your Life Worth?
(2) Level Two Challenge: Advanced
(a) On a blank sheet of paper list all of your roles in life on the left-hand side (father, son, brother, boss, employee, coworker, student, etc.)
(b) Next to each role list one thing you have on your calendar for the next week that will most enhance your Life Worth in that role.
(c) List one challenge or adversity you would like to take on in each role to become more effective in that role.
(d) List one simple thing next to each role that you will commit to do over the coming week that will enhance your Life Worth.
(3) Pack Check: Time
(a) Evaluate everything in your schedule and eliminate those that diminish your agility and sap your energy. Ask these questions: Do my obligations…
(i) Hurt or help my agility?
(ii) Sap or fuel my energy?
(iii) Make me worse or better?
(iv) Suffocate or maximize my Life Worth?
(b) What is one significant change I can make in how I use my time that will most directly fund my Life Worth?
(c) What is one challenge or adversity I will confront to lighten my burden and increase my Life Worth?
(d) So far, the most important lesson I’ve learned about my use of time is…?
3. Work
“I believe you are your work. Don’t trade the stuff of your life, time, for nothing more than dollars. That’s a rotten bargain.” Rita Mae Brown
a) Prime Time—The Human Energy Grid
(1) What are the prime energy years of a contributing person’s life? Age 25-55
(2) What are the prime energy hours of a contributing person’s day? 7 am to 3 pm
(3) What are the prime energy days of a contributing person’s week? Monday through Thursday
b) Elevating the Day Job
(1) The first way is to infuse your present job with more Life Worth. Find ways to give your best in ways that add value to the lives of others.
c) From Paycheck to Reality Check
(1) The second way is to choose a job that adds to your Life Worth by allowing you to do something that is deeply important and adds value to other people.
d) Pack Check: Work
(1) What adjustments could you make at work to enhance your Life Worth, lighten your load, improve your agility, and increase your energy?
(2) On a scale of one to ten, to what extent does your current work affect your agility, energy, and ability to achieve everyday greatness?
(3) Ask these questions: Does my current work…
(a) Hurt or help my agility?
(b) Sap or fuel my energy?
(c) Make me worse or better?
(d) Suffocate or maximize my Life Worth?
(4) What is one significant change I can make in my work that will most directly improve my Life Worth?
(5) What is one challenge or adversity I will add to my work to increase my Life Worth?
(6) So far, the most important lesson I’ve learned about my work is…?
4. Self
“Look to your health; and if you have it, praise God, and value it next to a good conscience; for health is the second blessing that we mortals are capable of, —a blessing that money can’t buy.” Izaak Walton
a) How far can you go in life if you are exhausted, out of shape, spiritually empty, and emotionally spent? You need to take time to invest in yourself and achieve your best so you can give your best to others. Schedule time into your life to refuel and rejuvenate so you can elevate your life to a higher level.
b) Pack Check: Self
(1) What adjustments could you make in the way you treat yourself to enhance your Life Worth, lighten your load, improve your agility, and increase your energy?
(2) On a scale of one to ten, to what extent does the way you treat yourself affect your agility, energy, and ability to achieve everyday greatness?
(3) Ask these questions: Does the way I treat myself …
(a) Hurt or help my agility?
(b) Sap or fuel my energy?
(c) Make me worse or better?
(d) Suffocate or maximize my Life Worth?
(4) What is one significant change I can make in the way I treat myself that will most directly improve my Life Worth?
(5) What is one challenge or adversity I will add to my week to refuel and increase my Life Worth?
(6) So far, the most important lesson I’ve learned about how to treat myself is…?
c) Life is too short and too precious to load it down with anything or anyone who depletes our potential to become and do our best. It is my moral obligation to myself as honed as possible so I can have the greatest impact on the areas that truly matter the most, including helping others increase their Life Worth.
B. The Adversity Advantage Packing List
1. Stuff
a) What item or items could you purchase or add that would improve your three A’s?
2. Time
a) What is a new obligation or something to add to your schedule that would improve your three A’s?
3. Work
a) What will you add to your work to make it richer in Life Worth?
4. Self
a) What will you add to your life to optimize your energy, your outlook, and the three A’s?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
Pioneering Possibilities
IV. Summit Four: Pioneer Possibilities
A. That’s Impossible
1. Thank people for being caring enough to look out for your best interests.
2. But then ask, “What if…? What if the thing you’ve always dreamed of doing is possible? How would it feel to be the one who made it happen? What if, by making the impossible possible, you opened a whole new world of opportunities for yourself, your organization, and the people around you?”
3. The first step to greatness is to select an adversity-rich, worthy challenge that will stretch you in new ways and represent new possibilities, if achieved.
4. The second step is to create a plan and engineer the systems that will be the key to helping you get there.
5. The third step is to practice to perfect so you can make those systems work when they count the most.
B. What is Pioneering?
1. Do you spend most of your time doing the tried and true or do you continually invent new ways of getting things done?
2. Plate: “The true creator is necessity, which is the mother of our invention.”
3. Three Steps of Pioneering:
a) Pick a worthy goal
b) Devise signature systems
c) Practice to perfect
C. Pick a Worthy Goal
1. Ask: What if I could do something that has never been done before?
2. Factors to consider:
a) Motivation: Why do you want to do it? Tie it to a higher, grander purpose.
b) Strengths: (Will + Skill = Strengths) To what extent would this goal leverage existing strengths or require the forging of new ones? Do you have the will necessary to achieve this goal?
c) Excitement: How excited does this goal make you?
D. Devise Signature Systems
1. You may need to invent new ways of doing things that are customized to your needs and situation. These solutions become uniquely yours.
2. “If necessity is the mother of invention, then adversity is the parent of our possibilities.”
3. The best solutions are PROPS:
a) Portable: you can take them from place to place.
b) Replicable or Repeatable: they can be readily rebuilt, reused or repeated.
c) Original: they tend to be clever and unique.
d) Personal: they fit and are adapted to you, your unique style and needs.
e) Simple: they require a minimum of steps, hassles, and resources.
E. Practice to Perfect
1. Adapt, revise and improve the systems until they are perfected. Don’t get discouraged but keep at it. Most ingenious systems are the result of tenacity, relentlessness and perseverance, not genius or brilliance.
2. Questions to ask:
a) What are the criteria for an effective Signature System or solution?
b) Where and how can you practice with the new system?
c) What will you try first?
d) How will you refine your solution?
e) Where or how else might you try it?
f) Who can give you helpful feedback?
g) When or how soon can you begin?
h) How long do you need to figure it out?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
A. That’s Impossible
1. Thank people for being caring enough to look out for your best interests.
2. But then ask, “What if…? What if the thing you’ve always dreamed of doing is possible? How would it feel to be the one who made it happen? What if, by making the impossible possible, you opened a whole new world of opportunities for yourself, your organization, and the people around you?”
3. The first step to greatness is to select an adversity-rich, worthy challenge that will stretch you in new ways and represent new possibilities, if achieved.
4. The second step is to create a plan and engineer the systems that will be the key to helping you get there.
5. The third step is to practice to perfect so you can make those systems work when they count the most.
B. What is Pioneering?
1. Do you spend most of your time doing the tried and true or do you continually invent new ways of getting things done?
2. Plate: “The true creator is necessity, which is the mother of our invention.”
3. Three Steps of Pioneering:
a) Pick a worthy goal
b) Devise signature systems
c) Practice to perfect
C. Pick a Worthy Goal
1. Ask: What if I could do something that has never been done before?
2. Factors to consider:
a) Motivation: Why do you want to do it? Tie it to a higher, grander purpose.
b) Strengths: (Will + Skill = Strengths) To what extent would this goal leverage existing strengths or require the forging of new ones? Do you have the will necessary to achieve this goal?
c) Excitement: How excited does this goal make you?
D. Devise Signature Systems
1. You may need to invent new ways of doing things that are customized to your needs and situation. These solutions become uniquely yours.
2. “If necessity is the mother of invention, then adversity is the parent of our possibilities.”
3. The best solutions are PROPS:
a) Portable: you can take them from place to place.
b) Replicable or Repeatable: they can be readily rebuilt, reused or repeated.
c) Original: they tend to be clever and unique.
d) Personal: they fit and are adapted to you, your unique style and needs.
e) Simple: they require a minimum of steps, hassles, and resources.
E. Practice to Perfect
1. Adapt, revise and improve the systems until they are perfected. Don’t get discouraged but keep at it. Most ingenious systems are the result of tenacity, relentlessness and perseverance, not genius or brilliance.
2. Questions to ask:
a) What are the criteria for an effective Signature System or solution?
b) Where and how can you practice with the new system?
c) What will you try first?
d) How will you refine your solution?
e) Where or how else might you try it?
f) Who can give you helpful feedback?
g) When or how soon can you begin?
h) How long do you need to figure it out?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
Engage Your CORE
III. Summit Three: Engage Your CORE
“There is a mechanism or switch,, deep within you, which can be triggered whenever any type of adversity strikes. Engaging your CORE is about rewiring your response to adversity by using a new set of tools so you can take advantage of the hardships that accompany anything big and worthwhile.”
“Your CORE is derived from your Adversity Quotient (AQ), which is a measure of how you respond to adversity of all kinds—how you respond to the world around you. It predicts and drives a host of factors that are critical to success. High AQ people rise to the top and tend to outperform, outlast, outmaneuver, and outdo their low-AQ counterparts, in essentially all endeavors.”
A. Factors critical to success:
1. Performance
2. Resilience
3. Engagement
4. Innovation
5. Attitude, morale, outlook
6. Energy
7. Problem solving
8. Health
9. Entrepreneurism
10. Agility
11. Longevity
B. Standing Up to Adversity
1. Your Adversity “Posture” is ten percent genetic and ninety percent learned.
2. By age 12 your AQ Posture is highly formed and by age 16 it is hardwired for the rest of your life
3. You must become aware of it and choose to change it
C. Using AQ: Know Your CORE
1. C: Control
a) Control is often abused by authority figures.
b) In contrast, the Serenity Prayer shows that there are things that we can control and things we can’t.
c) The aspect of control that matters the most is Influence. The most important question is not whether you are in complete control but when adversity strikes, to what extent do you perceive that you can influence whatever happens next?
d) Control is the most robust in predicting health and longevity. Those who perceive they have more control over how they do what they do tend to live nearly a full decade longer than those who accept their lot in life.
e) Engage your CORE by asking, “What facets of this situation or adversity can I potentially influence?”
2. O: Ownership
a) Ask, “How likely are you to step up to do anything to improve the situation, regardless of your job description?”
b) Don’t waste energy trying to pinpoint blame or shoulder all the responsibility yourself.
c) Do something, no matter how small, to make things better.
d) Usually you need to step up and take ownership when you least feel like doing it.
e) Engage your CORE by asking, “What can I do to affect this situation r adversity immediately and positively?”
f) Don’t give away your power or momentum by waiting for others but focus on your realm, your ownership, and then watch others do the same.
3. R: Reach
a) How does one adversity affect other areas of your life? Many engage in catastrophizing, or allowing one thing that goes wrong to spill over into other areas. Seeing a setback as devastating will stop you, but seeing it as merely one small setback will give you the ability to pick up the pieces and keep moving forward.
b) The better you are at containing difficulties the lighter you feel and the more effective you will be. The bigger and worse everything appears the more suffocating life becomes, making it difficult to keep your footing.
c) Engage your CORE to limit the size, scope, and fallout of your adversities by asking, “What can I do to minimize or contain the downside of this situation?” and “What can I do to optimize the potential upside of this situation?”
d) Dreamy optimists are dangerous but engaged optimists are hopeful that their relentless, strategically focused efforts will increase the chance that things will turn out better over time.
e) The FAILURE FANTASY: Visualize in vivid detail the pain and agony that will result if you allow yourself to fail. This will motivate you to endure and not give up.
D. Building your CORE
1. The best way to build your CORE is through heightened awareness, with feedback from multiple sources.
2. The CORE Panorama
a) On a scale of one to ten, how effectively do I respond to adversity?
b) Am I more effective with certain kinds of adversities than others? If so, which one am I better or worse at? Am I better at dealing with big adversities or the small, day-to-day stuff?
c) Are there certain times when I deal better with adversity than others? If so, when? What have I observed?
d) What is the most positive or negative example of how I dealt with adversity?
e) If I drew a line or continuum ranging from “helpless” to “in control” where would I typically fall when adversity strikes?
f) When the tough stuff hits, how likely am I to step up to do even the smallest thing to make the situation better?
g) How well do you think I do at keeping the adversity in its place? Do I contain the adversity or do I tend to let it spill over into everything else?
h) How long do I tend to let adversities last?
i) What do I like best about the way I handle adversity? What do I like least? Why?
j) What would be an example of a time when I have done what I just described?
k) If I were coaching me on how to handle adversity more effectively, what is the one thing I’d like me to do more, less, or differently?
3. Consider Your CORE
a) When adversity strikes, make it a habit to ask, “What’s my CORE?”
b) How much Control am I feeling or indicating?
c) To what extent am I taking Ownership and stepping up to tackle this situation?
d) How far am I willing to let this Reach? How big am I letting it become?
e) How long do I see this Enduring? To what extent am I letting this drag on?
4. Recognizing CORE
a) Analyze other people’s situations to find instances of CORE or its absence.
5. Employ the CORE Strategy
a) Control
(1) What is everything beyond our control? What things do most people consider out of our control?
(2) Of those things listed, which ones are absolutely beyond our influence? Which ones can we influence, even in some small way?
(3) Of the things we could potentially influence in this situation, which two are the most important?
b) Ownership
(1) Where and how can we step up to make the most immediate positive difference in this situation?
c) Reach
(1) What is the worst thing that could happen?
(2) If we allowed ourselves to think outrageously, what is the best thing that could happen?
(3) What things can we do to minimize the potential downside of this situation?
(4) What things can we do to maximize the potential upside of this situation?
d) Endurance
(1) What do we want life to look like on the other side of this adversity?
(2) What else can we do to get there as quickly and completely as possible?
e) The Action Funnel
(1) Which actions first?
(2) By when?
(3) How will I do it?
(4) What is the most likely obstacle?
(5) How will I deal with it?
(6) If the first action fails or falls short, then what?
(7) By when?
(8) How?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
“There is a mechanism or switch,, deep within you, which can be triggered whenever any type of adversity strikes. Engaging your CORE is about rewiring your response to adversity by using a new set of tools so you can take advantage of the hardships that accompany anything big and worthwhile.”
“Your CORE is derived from your Adversity Quotient (AQ), which is a measure of how you respond to adversity of all kinds—how you respond to the world around you. It predicts and drives a host of factors that are critical to success. High AQ people rise to the top and tend to outperform, outlast, outmaneuver, and outdo their low-AQ counterparts, in essentially all endeavors.”
A. Factors critical to success:
1. Performance
2. Resilience
3. Engagement
4. Innovation
5. Attitude, morale, outlook
6. Energy
7. Problem solving
8. Health
9. Entrepreneurism
10. Agility
11. Longevity
B. Standing Up to Adversity
1. Your Adversity “Posture” is ten percent genetic and ninety percent learned.
2. By age 12 your AQ Posture is highly formed and by age 16 it is hardwired for the rest of your life
3. You must become aware of it and choose to change it
C. Using AQ: Know Your CORE
1. C: Control
a) Control is often abused by authority figures.
b) In contrast, the Serenity Prayer shows that there are things that we can control and things we can’t.
c) The aspect of control that matters the most is Influence. The most important question is not whether you are in complete control but when adversity strikes, to what extent do you perceive that you can influence whatever happens next?
d) Control is the most robust in predicting health and longevity. Those who perceive they have more control over how they do what they do tend to live nearly a full decade longer than those who accept their lot in life.
e) Engage your CORE by asking, “What facets of this situation or adversity can I potentially influence?”
2. O: Ownership
a) Ask, “How likely are you to step up to do anything to improve the situation, regardless of your job description?”
b) Don’t waste energy trying to pinpoint blame or shoulder all the responsibility yourself.
c) Do something, no matter how small, to make things better.
d) Usually you need to step up and take ownership when you least feel like doing it.
e) Engage your CORE by asking, “What can I do to affect this situation r adversity immediately and positively?”
f) Don’t give away your power or momentum by waiting for others but focus on your realm, your ownership, and then watch others do the same.
3. R: Reach
a) How does one adversity affect other areas of your life? Many engage in catastrophizing, or allowing one thing that goes wrong to spill over into other areas. Seeing a setback as devastating will stop you, but seeing it as merely one small setback will give you the ability to pick up the pieces and keep moving forward.
b) The better you are at containing difficulties the lighter you feel and the more effective you will be. The bigger and worse everything appears the more suffocating life becomes, making it difficult to keep your footing.
c) Engage your CORE to limit the size, scope, and fallout of your adversities by asking, “What can I do to minimize or contain the downside of this situation?” and “What can I do to optimize the potential upside of this situation?”
d) Dreamy optimists are dangerous but engaged optimists are hopeful that their relentless, strategically focused efforts will increase the chance that things will turn out better over time.
4. E: Endurance
a) When adversity strikes, Endurance involves asking, “How long do you predict it will last or endure?”
b) High AQ people can see past the adversity and view the worst circumstances as temporary.
c) Engage your CORE by asking, “How can I get through this as quickly as possible?”
a) When adversity strikes, Endurance involves asking, “How long do you predict it will last or endure?”
b) High AQ people can see past the adversity and view the worst circumstances as temporary.
c) Engage your CORE by asking, “How can I get through this as quickly as possible?”
d) Play the SUMMIT GAME: See yourself as having already made it through the adversity and accomplished your goal. Visualize with as much detail as possible and you will be energized to endure the adversity.
e) The FAILURE FANTASY: Visualize in vivid detail the pain and agony that will result if you allow yourself to fail. This will motivate you to endure and not give up.
D. Building your CORE
1. The best way to build your CORE is through heightened awareness, with feedback from multiple sources.
2. The CORE Panorama
a) On a scale of one to ten, how effectively do I respond to adversity?
b) Am I more effective with certain kinds of adversities than others? If so, which one am I better or worse at? Am I better at dealing with big adversities or the small, day-to-day stuff?
c) Are there certain times when I deal better with adversity than others? If so, when? What have I observed?
d) What is the most positive or negative example of how I dealt with adversity?
e) If I drew a line or continuum ranging from “helpless” to “in control” where would I typically fall when adversity strikes?
f) When the tough stuff hits, how likely am I to step up to do even the smallest thing to make the situation better?
g) How well do you think I do at keeping the adversity in its place? Do I contain the adversity or do I tend to let it spill over into everything else?
h) How long do I tend to let adversities last?
i) What do I like best about the way I handle adversity? What do I like least? Why?
j) What would be an example of a time when I have done what I just described?
k) If I were coaching me on how to handle adversity more effectively, what is the one thing I’d like me to do more, less, or differently?
3. Consider Your CORE
a) When adversity strikes, make it a habit to ask, “What’s my CORE?”
b) How much Control am I feeling or indicating?
c) To what extent am I taking Ownership and stepping up to tackle this situation?
d) How far am I willing to let this Reach? How big am I letting it become?
e) How long do I see this Enduring? To what extent am I letting this drag on?
4. Recognizing CORE
a) Analyze other people’s situations to find instances of CORE or its absence.
5. Employ the CORE Strategy
a) Control
(1) What is everything beyond our control? What things do most people consider out of our control?
(2) Of those things listed, which ones are absolutely beyond our influence? Which ones can we influence, even in some small way?
(3) Of the things we could potentially influence in this situation, which two are the most important?
b) Ownership
(1) Where and how can we step up to make the most immediate positive difference in this situation?
c) Reach
(1) What is the worst thing that could happen?
(2) If we allowed ourselves to think outrageously, what is the best thing that could happen?
(3) What things can we do to minimize the potential downside of this situation?
(4) What things can we do to maximize the potential upside of this situation?
d) Endurance
(1) What do we want life to look like on the other side of this adversity?
(2) What else can we do to get there as quickly and completely as possible?
e) The Action Funnel
(1) Which actions first?
(2) By when?
(3) How will I do it?
(4) What is the most likely obstacle?
(5) How will I deal with it?
(6) If the first action fails or falls short, then what?
(7) By when?
(8) How?
From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer
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