AQ instead of IQ: the new intelligence of adaptability and 4 archetypes of people who can withstand any crisis

The world is increasingly like an endless stress test: wars, economic crashes, technological leaps, and markets that change faster than a LinkedIn profile can be updated. In this reality, as founders’ coach and CEO Liz Tran argues in a column for CNBC, what is crucial is not classical “smartness” or even empathy, but the ability to live in the unknown – to adapt, not break down, and not lose yourself. This is what she calls AQ – adaptive intelligence – and shows that the most successful people have it in the form of four striking archetypes^{1 3 13} .

What is AQ and why is it called the "new intelligence"?

In a CNBC article on AQ, Tran suggests looking at intelligence more broadly than the usual IQ and EQ.¹ The first is about logic and analysis, the second is about emotions and relationships; both are important, but neither answers the question: how does a person behave when there are no instructions, guarantees, and clear scenarios?^{1 11} This is where, in her opinion, the Adaptability Quotient comes into play – the ability to sense, digest and transform change into a resource, not just a threat.^{1 13} In his book AQ: A New Kind of Intelligence for a World That's Always Changing, Tran describes this as "crisis intelligence": not what is visible in calm periods, but what is revealed when a system is out of balance.^{3 8} .

The business environment is already confirming that this is not just a beautiful theory. Studies cited by BBC Worklife and Forbes show that for thousands of top managers around the world, adaptability has become the main “currency” of leadership potential – more important than diplomas and even classic experience.^{6 10 12} In parallel, platforms like AQai offer formalized AQ tests, where adaptability is broken down into separate dimensions – from mental flexibility and willingness to “unlearn” the old to the role of the environment in which a person tries to change.^{7 8} The general conclusion is simple: IQ gives you a start, EQ helps build relationships, and AQ determines whether the next wave of change will break you.

Liz Tran's Four AQ Archetypes: Who You Are in the Face of Uncertainty

To take AQ beyond the realm of abstract definitions, Tran describes four archetypes in his book and interviews – four styles of how people behave under stress and change.^{3 13 14} The CNBC column focuses on the fact that each archetype is adaptive in its own way: the question is not “which type is better,” but how to consciously play to one’s strengths and compensate for weaknesses.^{1 13} It is important that these are not “psychotypes forever”: people can combine two models or change depending on the period of life and context.^{3 8} But as a tool for self-diagnosis, this four works very clearly.

1. "Novelist": one who plans and turns chaos into history

The first archetype – the “novelist” – is a person who instinctively structures reality through planning and scenarios.^{3 13} . She sees life as a plot: with a plot, a conflict, and a resolution, and crises for her are plot twists rather than the “end of the story.” The “novelist”’s strength is the ability to pause in the turbulence and map out: what is happening to me, what are the options, what will happen if I go this way or that.^{3 8} In business, these are strategists, project managers, and analysts who know how to distribute a lot of stress over a sequence of decisions.

The challenge for a “novelist” is not to get bogged down in endless rewriting of the script. In a CNBC column, Tran warns bluntly that when reality changes too quickly, the temptation to “replan everything a little more” can become a trap.^{1 13} . People of this archetype are capable of preparing for weeks and months for the perfect move, which they never take, because the input data changes again. To increase their AQ, it is critical for them to practice incomplete readiness: allowing themselves to act with 60–70% of the information, and learning while they are still moving.^{6 9} . Conditionally: reduce the novel to a "draft" that can be edited, rather than waiting for a completed masterpiece that will never be published anywhere.

2. "Astronaut": the one who inspires and is the first to jump into the unknown

The second archetype – the “astronaut” – is a person who lives on the cutting edge of change, easily enters new topics and is not afraid of big experiments.^{1 13} In the CNBC article, Tran describes this type as “a person who radiates enthusiasm” and “ignites others” – these are startup founders, visionary leaders, sometimes military commanders who are the first to try new tactics.¹ Their strength is rapid adaptation: they do not cling to old rules and status, they are ready to risk comfort with the understanding that without a leap there will be no breakthrough.^{6 10} For teams stuck in fear, having an “astronaut” around them often makes it easier to move forward: he normalizes the experiment.

The weak point of the “astronaut” is the danger of remaining in the space of ideas without landing. As both Forbes and HR experts note, people of this archetype tend to underestimate routine, systematicity, and attention to detail.^{6 9 10} . In life, this manifests itself as dozens of started and unproven projects, “start-up burnout” and the feeling that everyone around is holding back. To grow AQ, “astronauts” need two things: first, a conscious alliance with “neurosurgeons” and “novelists” who will help structure their energy; second, their own discipline – to clearly define completion criteria and not launch a new one until the previous one has been brought to an adequate finish point^{6 9} .

3. "Firefighter": one who improvises and holds the punch in a crisis

The third archetype – the “firefighter” – is a person who opens up under pressure and works best when “on fire”^{3 13} . It does not require ideal conditions, does not wait for complete information - at critical moments it takes the initiative, puts out fires, makes decisions where others fall into a stupor. In conversations about AQ, Tran illustrates this with the archetype of people who know how to maintain a clear head in chaos and not postpone unpleasant but necessary actions^{3 8} In modern organizations, these are the ones who pull out a product launch at the last minute, assemble a team after a failure, and take on the role of “crisis manager,” even though they don’t have that title.

The problem with “firefighters” is that they may not notice how their lives are turning into an endless emergency. They unconsciously adjust their environment to suit themselves: they postpone tasks until they are “really critical,” or they keep the team in constant deadline mode because otherwise they get bored.^{6 9} . At the level of the nervous system, this means chronic cortisol, burnout, and the fact that even small changes over time begin to be perceived as disasters. To increase AQ, “firefighters” need to consciously build a routine: planning, delegating, creating a safety margin so as not to bring every situation to the edge – and learning to work not only in the “adrenaline rush” mode, but also in a calm development mode^{9 10} .

4. "Neurosurgeon": someone who never gives up and holds high standards

The fourth archetype, which CNBC quotes in particular detail, is the “neurosurgeon.”^{1 13} . This is a person who relies on skill, depth and stability: he has honed one thing for many years, maintains high standards and does not allow himself to be careless in either detail or ethics. Tran describes them as those who perceive life as an operational one: every move matters, a mistake can be costly, and therefore - careful preparation, discipline and concentration¹ They take responsibility and create a sense of reliability for others – something that is especially valued in times of crisis.

The weakness of the “neurosurgeon” is perfectionism and rigidity. In highly dynamic environments, where there is no “perfect” solution and yesterday’s rules are now harmful, this archetype can cling to established protocols for too long.^{1 6} . They risk being late with changes because they are waiting for additional data, confirmations, validations – while the situation requires rapid adaptation. To increase AQ, it is important for “neurosurgeons” to consciously practice “small risks”: to give themselves the right to controlled experiments, to go beyond the boundaries of their area of ​​competence, to try new roles and formats – even if there are no guarantees of success^{6 9} And – learn to let go: close projects that no longer correspond to reality, even if a lot of effort has already been invested in them.

How to tell if you have high AQ: practical tests from Tran and experts

The focus of the CNBC column is not so much a typology as a question: what distinguishes people with high AQ in their everyday behavior?¹ . Tran offers a few simple tests. First: How do you react to a sudden change in plans – a canceled deal, a failed project, a crisis at the company? If your first reaction is to look for blame and get stuck in resentment, AQ is still weak; if after the shock the question “what’s the next step?” quickly appears, this is already a sign of adaptive thinking^{1 11} . The second test is attitude towards learning: people with high AQ have a “refresh mode” in which courses, books and feedback are not a one-time event, but a normal part of life.^{6 9} They systematically seek new skills and do not wait for the market to forcefully "show the door" to old competencies.

The third marker that both the BBC and WorldatWork pay attention to is psychological flexibility.^{10 12} People with high AQ:
– are able to change their minds if new facts contradict old beliefs;
– do not confuse themselves with their own ideas (“I was wrong” does not mean “I am worthless”);
– see more than one future scenario and are ready to prepare for several options at the same time^{6 9} .
For them, a crisis is not a signal that “it’s all over,” but rather a reminder that the previous model has exhausted its resources. This attitude does not eliminate pain and loss, but it makes it possible to move forward without self-destruction.

Is it possible to increase AQ: individual steps and the role of the environment

Of all three “intelligences,” AQ is the most “trainable.” Both the CNBC column and the Skillmint and AQai analytics emphasize that adaptability is a combination of habits, state, and context, not an innate constant.^{1 7 9} At the individual level, the basic formula looks like this:
– regularly step outside your comfort zone in small steps (new roles, challenging tasks, new environments);
– consciously “unlearn” what has stopped working, even if it was once successful;
– work with the nervous system – sleep, rest, physical activity, “reset” techniques – to have the resources to experience changes, not just tolerate them^{9 10} .
From these simple practices, something very non-trivial is formed: self-confidence in a future where there are no concrete guarantees.

But personal effort is not enough if the environment works against you. The AQai model explicitly includes Environment as a third axis: when a company culture punishes mistakes, ignores psychological safety, and does not provide access to learning, even people with high AQ become "stiff" over time.^{7 8} . Organizations that truly want adaptive people are forced to build a space where feedback is not equal to punishment, experimentation is not a reason to fire, and learning is not a bonus for the “chosen ones” but the norm. And here, AQ becomes a strategic resource from a “personal quality”: it depends on it whether the team can stay afloat in the next wave of change.

Why AQ is important for Ukraine and "normal" people, not just for the top

It's easy to chalk up all this talk of AQ to Silicon Valley fashion, but our context makes it very down-to-earth. Ukrainian military personnel, volunteers, entrepreneurs, teachers, and teenagers live in a state of permanent uncertainty - from rocket attacks to an unstable economy and forced migration. Here, AQ is not about beautiful acronyms on a resume, but about the ability to build a life and career without any guarantee that tomorrow will look the same as today^{6 9 12} And Tran's four archetypes can be read not as a test from a magazine, but as a map: what is my natural strength, what am I doing with change, what needs to be tightened up to withstand another year of turbulence.

In this sense, adaptive intelligence is more like a discipline than a talent. It doesn’t have to be waited for—it has to be built. And if you boil down the advice of Tran and other researchers to one sentence, it would be something like this: “Don’t try to make the world more stable than it is; make yourself someone who can live and work with dignity even when stability disappears.” This is the true meaning of AQ as a “new intelligence”: it’s not about how to survive at all costs, but about how to remain a growing person—even in the midst of a storm.^{1 6 13} .

Sources

1. CNBC: "How to tell if you have AQ, the new 'non-negotiable' skill of highly successful people" – Liz Tran's column about AQ, stress, and the four archetypes.
2. Liz Tran – author page on CNBC: information about the experience of coaching founders and CEOs and a focus on the topic of adaptability.
3. Penguin Random House / Publishers Weekly: book review of "AQ: A New Kind of Intelligence for a World That's Always Changing" with an explanation of the model and archetypes.
4. Apple Books: Summary of "AQ" by Liz Tran - Emphasis on how AQ manifests itself in how we respond to change and stress.
5. Newssky.com.ua: "AQ instead of IQ: a new type of intelligence that distinguishes the most successful people" - an adaptation of Tran's ideas for the Ukrainian audience.
6. Forbes: "AQ Is The New EQ: Why Adaptability Now Defines Success" - an analysis of research on adaptability as the key to career and leadership success.
7. AQai: “The AQ Model: Unlocking Adaptability for Success” – the Ability, Character, Environment model and AQ dimensions.
8. AQai: “The AQ Model V2: Adaptability for Future Challenges” – detailing the skills and context that shape adaptability.
9. Skillmint: "Beyond IQ and EQ: Why Adaptability Quotient (AQ) is the Peak Performance Metric in 2026" - practical approaches to developing AQ through unlearning and working with the state.
10. WorldatWork: “Adaptability Quotient: The New Currency of Leadership Potential” – the role of AQ in the selection and development of leaders.
11. CFR Group: "Leading with Agility: Why Adaptability Quotient (AQ) is the Key to Organizational Success" – the connection between AQ and organizations' readiness for change.
12. BBC Worklife: "Is 'AQ' more important than intelligence?" – the context of corporate surveys and the demand for adaptability.
13. Podcast interview with Liz Tran (2026): revealing four archetypes – novelist, astronaut, firefighter, and neurosurgeon – and their role in AQ.
14. CNBC Make It / social media: promotional materials with key definitions of AQ and an emphasis on the fact that it is the “new intelligence” of successful people.