Your IQ Won't Save Your Career. Your AQ Might. – with Liz Tran

28:02These letters that you're talking about, A, B, C, D, these are the pillars of what you need in your life to be a high AQ person. And so whenever you are in moments of particular volatility or change where you really need to draw on your AQ, you can do a quick check across the ABCs and basically say, do I have enough of each of my life right now? Because these are what are going to pull me through this moment of upheaval. So it could be anything. It could be a time where you just have a lot of work on your plate and you're feeling very stressed. or it could be acute situations like a promotion or moving to a new city or a new family member or an illness with your parents, whatever it might be.

28:48These are the times where you think, okay, I'm going to walk myself through and we'll start with D. And the first is just discomfort. And this is the idea that most of the time we try to arrange our lives to have as minimal discomfort as possible. To be high AQ, you have to flip that on its head and you have to say, actually I'm going to perceive discomfort as positive signal. This is a good sign that I am moving my life in the right direction. Comfort, we don't need that. I need to feel like I'm always a little bit over my skis because that's when you know that you're growing and you're changing.

29:26And this is a psychological reversal, but it's so important because I think sometimes when we feel like we're not doing well at something, we beat ourselves up. We say, I'm failing. But the reframe on that is I'm growing. I'm growing my AQ. And that's why this pillar is so powerful because it takes these situations that can normally make us feel pretty bad about ourselves and actually reframe to understanding that we're growing into higher AQ people. To express this pillar is what I was talking about before, which is almost like the embrace of chaos or discomfort. And the analogy I give is in the same way where, let's say you're training for a marathon.

30:08If you feel like your muscles are sore, you think to yourself, oh yeah, I did it. I've been pushing myself. So if you feel uncomfortable, you think, great, I'm building my AQ muscle here. So it's just that seeking and that searching and knowing that it's not a negative signal about who you are, but it's actually very positive. So that's D. The exercise analogy is a great one because whenever I go to the gym and then I feel muscle soreness, I actually love that feeling. I think many people can relate to it because it's the feeling of, wow, I did something. Exactly. Wow. Feel how sore I am. I did something at the gym the other day.

30:45Exactly. And it happens because the muscle actually breaks and it releases lactic acid, right? And then it comes back and it's even stronger. The same thing is happening to us psychologically. All right. So that's D. But in order to be able to have that comfort with discomfort of the four pillars that you've outlined, I actually kind of want to jump to the other end of the alphabet. Yes, that is where we start because we do need strong anchors in order to be comfortable with discomfort. Can you talk about the letter A? Yes. Yes. And the two go hand in hand. So A stands for anchors. And just like a boat has an anchor that keeps it steady in rough C's.

31:24Anchors are the people, places, and routines that give us stability and grounding. Those are your family members, your friendships, your community. It's also the places you go. Maybe it's your home, your gym, it's your park that's right by your house. In terms of routines, it can be something as simple as in the afternoon, sometimes you take a walk at the end of your day, or you have your coffee a specific way in the morning before you check your emails. And while this may seem like things that we all have that we take for granted, in times of stress, we actually drop a lot of these things. We may not reach out to our community or our friends because we think, I do not need to do this right.

32:09I can't have social engagements. We may not go to the places that make us feel really good because we don't have time. And we drop these exercise or spiritual routines that give us grounding because we just feel too exhausted to add something else to our plate. And so this pillar is all about recognizing that anchors have importance, they're valuable, and the more chaotic your life is at any given time, the more discomfort you face, the more you need to even that out with your anchors. And anchors can be, they can be physical places, a home, an office, a third place like a coffee shop or a bar.

32:48They can be people. They can be rituals. What's interesting to me about anchors is that they span nouns and verbs. Yes, definitely. Yes, it's the things that we have in our lives, the people, places, and things we have. And it's also the things that we do. And so if you're wondering if something is an anchor, then just think about how you feel. Do you feel a little bit more grounded? Can you breathe a little easier? Do you feel comfortable? And so that's actually what it is. They represent comfort to us. And so when we have a lot of discomfort in our lives, we have to actually manufacture comfort too.

33:24There's something called the Yerkes-Dodson curve, which basically says that we do need some stress in our lives to be operating at peak performance. Too little stress and we're bored and our thinking, our problem solving, our creativity, it actually takes a big decline because our brains say, we don't need to do these things. We're so comfortable. And so there is a level of stress that is good. There's an optimal zone, but when you pass that zone, then you kick into fight or flight. And that's when actually those prefrontal cortex operations shut down. And so you want to straddle this optimal space where it's kind of like being in flow state, where there's just enough discomfort to feel like you're in the unknown and unfamiliar and all your best traits kick in, but not so much that you feel like you're dying.

34:14Right. Let's talk about, I actually kind of want to go to the letter C. We're really jumping around the alphabet here. Let's do it. Yeah. We're embracing AQ. We're jumping all around. Yeah. I kind of want to go to the letter C because I think it sets us up really well for the letter B. Can you talk about the letter C, embracing life as a classroom? Yes, C is for classroom. And it's this idea that the world is full of moments to learn. My favorite example of this is when Satya Nadella took over as CEO of Microsoft in 2014. And there was a lot for him to do. The stock price had been stagnant for many years.

34:50Microsoft was seen as a loser in many of the newer technologies like mobile and social. they had a bad reputation for being this really slow-moving bureaucratic beast. And Satya Nadella had to make a lot of big decisions. Was he going to, you know, sell some parts of the business? Was he going to focus on enterprise? But what he did primarily and did first was to transition the employee culture from being a know-it-all culture where IQ experience was rewarded into being a learn-it-all culture where asking questions, trying new things, seeing the world from beginner's mind was what was valued. So that's the way I think about this, where it's like, obviously in life, we all have to just get things done, right?

35:39We have to operate, we have to perform. The foundation for that is to see the world with a learn-it-all mindset. And particularly the more senior you are, the more experience you have in any domain, then you have even more of an impetus to adopt the classroom mindset. Because otherwise you get stuck in the status quo. You think, been here, done that. I know how to do this. But you miss out on all this new signal. And our world is changing so exponentially that none of us, no matter how seasoned we are, can assume that we are the experts. Didn't you say there's some research around people who ask for advice are actually viewed as more competent by virtue of asking for that advice?

36:21Yes. Yes, that is a study. that was done through Harvard, and it shows that exactly that. We think that the answers are the way to show our expertise, but actually it is the people who ask questions that are regarded as more credible. Which makes sense because if you know enough to be able to ask intelligent questions, that is, I mean, that is a sign of knowledge. Yes, it is. And it's the one thing that I look for to indicate AQ, if I'm at a dinner party and I see someone who's asking a ton of questions, I think, I bet that person's pretty high AQ. I want to talk to them later. Interesting. Are there any elements of life that should not be regarded as a classroom, or are there any instances where one might be learning the wrong lessons?

37:12I think that especially for people who have imposter syndrome or tend to be really hard on themselves, just know that you do actually have expertise. And the classroom mindset isn't about questioning yourself or your own abilities. It's just about exploring your aperture for the way you see the world. And that's what I'll say is like, you know, there are some people who I think are really tough on themselves and they'll say, I don't want to take this leap or make this decision because I need to learn more. I need to learn more. I need to do more research. I need to ask more people. And what I would say to that is you can take the classroom a little too far.

37:54At some point, you're going to have to take action. And that maybe is actually a good segue to B, which is bets. That's the final pillar we'll talk about. And a bet is about taking decisive action when you don't know what the outcome is going to be. Bets are what move us through any volatility because you don't get through a storm by staying still. You kind of have to like go around it. And so that's what a bet is all about. It's about creating movement. It's about creating momentum. And sometimes if we're stuck in classroom for too long, you know, I think, oh, I need to, you know, get certified in this, or I need to do more research.

38:29And what a bet says is at some point you have to leap. And if you're waiting until you have a hundred percent certainty, it's already too late. And that is a good antidote for analysis paralysis because I hear a lot of people in, I teach a class on real estate investing and the number one thing that I hear from my students over and over is I keep getting stuck in analysis paralysis. I'm so afraid of making the wrong decision that I'm frozen and I can't make any decision at all. Yeah. And I think that particularly for investing, whether it's real estate investing or otherwise, the decision to buy or sell, you're never going to have complete certainty around that.

39:17But you do have to have a good enough framework that you trust into and that you can make that leap when you get to a point where you think, okay, I feel like I've learned enough. And so I think that moment's going to be different for everyone. And so again, it's about the self-awareness to know if you're a neurosurgeon, for instance, you might feel like you need a higher degree of certainty than an astronaut or a firefighter. And if you're someone who takes a ton of risks all the time, maybe you need to dial that back a little bit more and learn more and wait more, even hold to your strategy more versus constantly changing it.

39:55And so I think part of this is just about knowing your archetype, knowing your default settings, and then just adjusting to a place where you feel a little bit of discomfort. Yeah. Versus if you're the firefighter archetype, you might embrace so much discomfort because you kind of thrive on that a little bit that you've overbet. Yes. And also I've noticed that some of my clients who are firefighters, sometimes they even create chaos because it feels so good for them to fix those problems. And their teams just say to them, was that really necessary? Was that actually an emergency? and they have to learn, okay, their chaos is actually, it feels like comfort for them.

40:37And so for a firefighter to be high AQ and to operate in discomfort might actually mean feeling bored, feeling too steady, feeling like things are a little slow. Maybe that's their growing edge. All right. We're going to take one final break. And then when we come back, let's talk about the six hat theory and why the green and black stand out in particular.

41:10welcome back can you tell us about the six hat theory it was six right yes okay good it's perfect woohoo the six thinking hats theory is that there are a lot of different ways to solve a problem and there's no one that's particularly right and each of those different styles of thinking is represented by a different hat. So just to go through them super quickly before we focus on green and black, which I think are the most important, white hat, information, that's just your baseline facts and figures of situations. So for instance, if I'm asking you, Paula, about your podcast, I might just be like, how many episodes do you release?

41:48How many listeners do you have? So if I say, just to dive into each one of these, So if I say, okay, yeah, we release episodes on Tuesdays and Fridays. We have almost 700 episodes that we've released in total. Those are examples of white hat information. Exactly. Just the facts. Just the facts. And then related to that, I might say, Paula, what's your process? How do you select your guests? How do you choose the topics? That would be blue hat. Exactly. That's your blue hat. So we're getting into the process. Right. What's your workflow? How do you book your guests? How do you choose your guests?

42:26How do you book them? Actually, you asked me a couple of questions about that before we started recording. You asked me how, I guess this might be a combination of white and blue, but you asked me how many times a week do I record? Yes, which is funny because I'm very much a blue hat thinker. Now that you reflect back on that, I'm like, of all the things I could have asked you, that's such a weird thing to ask, but that's the way I always like to do it. It's so funny, like at dinner party conversations, you know, someone will be talking about their business and I'm like, well, what's your margin?

42:56And my husband's like, that's rude. I'm like, I just want to know. I need to know. That's a blue hat thinking. You know, I want to understand the infrastructure underneath the product. But then let's go to yellow hat, which I'm at. If I ask you, Paula, describe your podcast with a yellow hat. That would be all the positive aspects of it. What would you say? Well, I get to, I mean, fundamentally, a big part of my job is to read a book and then have a one-on-one conversation with the author about it. What a cool job description, right? I get to talk to these innovative thinkers and leaders in subjects that I find fascinating.

43:35And I get to sit down and have an in-depth one-on-one conversation with them. And then share that with the world. And by virtue of doing so, impact the lives of tens of thousands of people. That's very yellow hat. So now let's do the opposite. Put on the black hat and describe your relationship with your podcast. The things that are more challenging. Yeah. I'm terrified about the possibility that AI can now so accurately replicate my voice. And that poses a huge risk because I have thousands of hours of my voice freely available in the public domain. So it would be incredibly easy for anyone to duplicate my voice and use it for nefarious purposes, whether that's, you know, calling my parents with some kind of a scam.

44:24Right. Right. Or whether that's publishing something on the Internet that sounds like me, but isn't me. Yes. Right. And certainly I've had so many duplicate accounts, spam duplicate accounts on both Facebook and Instagram where people have imitated me and then have messaged people I know. And in multiple cases, there have been instances where people I know have been duped into thinking that they were messaging with me on a social media platform. And it wasn't me. It was an imitator, an impersonator. Wow. And that was just by virtue of accounts, text and photo based accounts. So now that duplication has extended or imitation has extended into voice and pretty soon, I'm sure, photo and video.

45:13Yes. That is really terrifying. Yes. Sorry, that was a longer black hat answer than you probably wanted. Man. No, I actually didn't even. I mean, it makes total sense. Okay, so let's do red hat now, which is describe your work, your podcast through the lens of feelings. What does it make you feel? Oh, I'm not good at this. I feel like this is not my hat. Take it off. Yeah, this is not my hat. I feel awkward talking about feelings, but I prefer to stick to facts and processes. And then the final hat is our green hat, which is about hopeful optimism and designing the future. So when you think about where this podcast could go, what shape it could take, what does that optimistic, planful side of you say?

46:04Oh, well, I would love to in the future have deeply researched episodes that are just deep dives into particular topics. I'm talking like two to three hour like true deep dives so that we're providing university level education on some specific subject matter. Maybe one day we might do index funds, for example, or whatever the topic is. but we pick something and we go super, super deep into it. Like I'm thinking about the type of topic that we would have to assemble a bigger team and it would take, you know, but I'm imagining what would it look like if we spent six months researching one two to three hour episode?

46:52That is beautiful. That's a perfect example. Also, just as a listener, I would love that. So out of one, like one data point, but I'm rooting for that. And you can remember green hat because green is like a plant. It's growing. What is this going to grow into? What could this grow into? So those are the hats that you can wear. And in this AI-dominated, uncertain, unstable world that we live in, green and black are the two to wear. And they seem like they're opposites, right? Because black is all about protecting your downsides. It's about seeing through a critical lens, thinking about what could go wrong.

47:27And at the same time, green hat is about what could go well. what if everything went perfectly? What if all of my dreams and my hopes came true? And it's hard because we tend to fall into one camp or the other when we're looking at a particular topic. So either we are just very bullish, gung-ho, we think that anything can happen, or we're feeling pretty down about it and we're feeling bearish. And the most important lens to wear is both simultaneously because they hold two contradictory points of view. So even when I think about investing, you want to, not you, but one wants to constantly consume information, particularly if there's a very high stakes decision to be made about, like, if you're thinking about whether or not I should sell my house or sell my stake in this investment, you want to think about everything that could go wrong, right?

48:19You want to put your black hat on and you want to do a lot of researching. You want to do a lot of diligence. You want to anticipate that things could go really poorly and model out those scenarios through a premortem. But at the same time, too, you also want to be very future oriented and thinking about how the world is changing and growing and how you can incorporate those new perspectives into your investing mindset. So I just think about that often where whenever there's a big decision for me to make in life, I look at it through both lenses so that I'm making sure that I'm not bringing either too much of a negativity or a confirmation bias to what I'm doing.

48:55It's a way of doing a system of checks and balances with your own mind. Right. Negativity bias and confirmation bias. Yes. Right. To what extent might a person fool themselves as they're doing the self-assessment? Yeah, I think it happens all the time. I mean, we have, as I mentioned before, However, we humans are notoriously bad at seeing ourselves clearly. There was a study done that analyzed the top 1 ,000 greatest chess players. They consistently ranked themselves as being worse at chess than they actually were. But then when you look at novices, people who just started playing the game of chess within months, they say that they're much better than they actually are.

49:37That sounds like the Dunning-Kruger effect. Yes, exactly. Exactly. we just need to accept that we probably won't have a super accurate view of ourselves most of the time but it's great because that's where we can bring in our fellow archetypes to help us with this so if i'm actually thinking through a problem like the other day i was thinking about whether or not this certain schedule that i have coming up in the spring was actually doable or not given just some constraints i have around personal life and time i pulled a novelist friend and i said look at this schedule of all these cities I have to go to and my travel and tell me everything that could go wrong.

50:15I just want to know what you think. She scared me. She was like, well, if you miss your flight here, you're never going to make it there. And then you're going to be behind. And she was like, I probably would book two flights here. I would book one, like the actual flight that you want. And I would book another one hour later. You know, like, so she went through this whole thing. She was like, okay, well, what if this even moves or this train doesn't come? So that was very helpful. And then I reached out to an astronaut friend and I said, help me imagine how expansive this speaking tour could be and how much I can fill it with.

50:49Like, what could it become? She thought, oh, well, what if you got a sponsor for this event? Or what if you brought in a conversation partner here? All these things that I probably won't do, honestly, but it was really good to hear how she was thinking really outside the box with things. and maybe I will do some of them. But she was thinking, she was saying, you know, you probably wouldn't even have to, you know, you could maybe ask this event to move to this time to make it easier for you. So I think that it's helpful to bring in the other archetypes because astronauts wear the green hat really well, as do novelists, right?

51:19They're very intentional and planful. And then you could bring in neurosurgeons and even actually firefighters sometimes for the black hat because firefighters are so astute at problem solving, they can actually even catch problems before they happen. Right. Could you train AI prompts to think as each of these archetypes? That is a green hat way to think. I love that. Honestly, I've never heard that before, but yeah, I think so, definitely. Nice. Yeah, definitely. I mean, I have heard of being able to train AI to help, you know, do a, maybe it's like Myers-Briggs or something, think from this perspective.

51:58I hadn't thought about it with the archetypes, I think that would be really useful. Right. I can see AI prompts both for thinking in the style of each of the archetypes as well as for working through some issue with each of the six hats. Yes, definitely. Here's a brain dump of all of the information about X. Yes. Now talk about X from the lens of each of the six hats. Yes. And now I'm thinking, okay, I'm having a meeting with my team. Write an agenda from these three hats perspective so that I can make sure that I'm addressing the topic from each of those viewpoints. That would be very cool. I like this.

52:39This is making me think even more that you're an astronaut. So during the break, we were having a conversation about the fact that my score was like basically equally one third, one third, one third in novelist, firefighter, astronaut. And you were saying that probably is indicative of me being an astronaut. Yes. Because astronauts, the nature of an astronaut is that you can take the best of being a novelist and being a firefighter. Yes, exactly. Yeah. Cool. All right. I'm in the sky. Actually, I'm above the sky. I'm in space. I'm in space. You're just floating around with a small tether to...

53:19I'm barely tethered. Yeah, I'm like loosely tethered to reality. I know, that's the way I always think about the astronaut. It's so funny. The other day, one of my friends was saying, may we all be reincarnated as astronauts one day. It seems like such a nice... She's actually a neurosurgeon. She was like, well, that sounds pretty nice. Yeah, big ideas, lots of big ideas, but there is very much an implementation gap. That's the downside of being an astronaut is there can be such an implementation gap unless you surround yourself with people who are great operators. That's exactly what it is. And it's because the astronaut is led by passion.

54:00So each of the archetypes has one fundamental motivator. For instance, the neurosurgeons is excellence. And the astronauts' passion, they have to love what they do. And if they don't, they're not interested in doing it. That's actually where the implementation gap comes from. And also because they see the future vision so clearly, their mind is already there. They're not necessarily thinking about the steps that get there of going A, B, C, D to get to Z finally. They're already at Z. Their mind has already happened. Right. Yeah. And especially if you're an astronaut without blue hat thinking. Yes, exactly.

54:40Right. So for instance, with your green hat idea for doing these very well-researched deep dive episodes that are two, three hours long that get into all the nuances of a specific topic, you have the vision for that. You know what you want it to feel like. You know what the value you want to deliver for the listener. And then someone on your team can actually say, okay, we're going to put X amount of research. This is how much more each podcast episode is going to cost us. This is like how we're going to hire a specific researcher. This is where the job posting we're going to do. And like all that stuff can happen, but it can't happen without your vision and being able to explain that to your team.

55:19Right. Exactly. Yes. So astronauts have to get really good at giving the people that they live and work with very detailed context for understanding their vision. And it's hard sometimes because you can see it so clearly. It already exists. So it's a little bit harder to break it down to its component parts to say, okay, so I started here, then I took a left turn, then I took a right turn, then I added this piece of information. But that's actually the skill is that you do not need to do all the implementation yourself, but you do need to help people get to where you are through communication.

55:56Right. And you need to be surrounded by people who can take the chaos of that communication and can organize it into those blue hat plans and processes. Exactly. And probably a black hat person, you know, to say, OK, Paula, we're going to do this, but it's going to take more time than you think it is or whatever it might be. Right. Whatever those constraints are. I definitely have some serious yellow hat tendencies. I mean, there are certain advantages to being an astronaut with a yellow hat, that Pollyanna-ish, very optimistic attitude. But yeah, it can make me impatient with the black hat people.

56:32Yes. I think of black hat is glass half empty. Yellow hat is glass half full. And then green hat is like, we can take this glass, we can improve it and sell it for three times what we bought it for.

56:51Nice. Well, are there any things that I haven't asked you about? Is there anything that you want to emphasize when it comes to developing AQ? I think we covered a ton. Thank you for reading the book. And the last thing I'll say is just to emphasize this point is that even if you feel like in the past you haven't been the best at change, maybe you feel like you've frozen up or you have regret around a specific decision that you made. for instance i have a client who really wishes that he had pivoted into an adjacent business before a competitor could do it and he has a lot of regret about that because he didn't prioritize it he thought he could get six more months within two months a competitor had already taken the lead so we all have these moments where maybe we weren't as agile as we wanted to be.

57:44My advice is just to let go of that. Your agility is flexible. It's not like IQ, which actually remains stagnant through your whole life. Your IQ can't change. A lot of personality assessments say that once you are what you are, you cannot change. It is not true for AQ. You can be a low AQ person today and be a high AQ person tomorrow. It's organic. It's going up and down all the time. And so what I want to say is that even if you have some regrets or some doubt, it's never too late. It doesn't matter how young or old you are. We are all capable of being high AQ people. And the mantra or perspective for life that I think we should all carry with us, especially in this world of AI and changing markets all the time, is just to say, I love change and change loves me.

58:35I love change and change loves me too. Yes. It's all working for us.

58:45Thank you, Liz. What are three key takeaways that we got from this conversation? Key takeaway number one, your IQ is kind of a commodity. And that's actually good news because we live in a world where AI can score in the 99th percentile on IQ tests, and it can do better than the best of us at the LSAT, the MCAT, at playing chess. And so cognitive horsepower is no longer a competitive edge. And so what sets us apart is AQ, agility quotient, which is our capacity to learn quickly, to unlearn old ways, and to adapt in a rapidly changing environment. If you're a knowledge worker, this is a reframe because the thing that makes you irreplaceable isn't what you know.

59:37It's how you flow. It's like how quickly and calmly you absorb the things that are new and roll with the punches. IQ used to be the way that we would predict if someone was successful. And the way that you measure IQ is you look at cognitive abilities like memory, processing, speed, synthesis, analytics. Those are all things that AI is very good at. and arguably better than us. So even the newer language models, they're scoring in the 99th percentile of IQ tests. They can beat us at the LSAT, at chess games, at the SAT, even at the MCAT, which is much more about specialized knowledge. Suddenly, the rarity of having a high IQ or having a high IQ has actually become very cheap.

1:00:27So that is the first key takeaway. Key takeaway number two. Your technical skills expire, but your durable skills don't. The average half-life of a technical skill is about five years, and in tech, it's closer to about two years. And so if you've spent time learning a specific software, a platform, or a methodology, those things become obsolete over time. But your durable skills compound over time. And those are skills like problem solving, communication, the ability to learn. And those are often the skills that we don't invest in because they don't feel as urgent and they're harder to quantify.

1:01:11But they are the skills that carry us through. The average half-life of a technical skill is five years. And within the tech industry, it's actually closer to about two or two and a half years. So very quickly, you find that anything that you've spent painstaking time learning is not going to be relevant, certainly within five years. You'll have to relearn it again. On the other hand, these general abilities, we call them durable skills because they're durable across industries, across time. That is the second key takeaway. Finally, key takeaway number three. Discomfort means that you're growing, not failing.

1:01:50A lot of us are wired to think that discomfort is a warning sign. Liz says that if you feel a little bit over your head, she calls it a little out over your skis, that's a signal that you're building your AQ muscle. It's kind of like going to the gym, then feeling really sore after a workout. It's a little bit of discomfort, positive discomfort, that is a signal that you've just done a good workout and your muscles are being used in ways that they're not accustomed to being used. in a way that helps them grow, helps them get stronger. If you are growing in your AQ, you know, AQ is dynamic. You can be low AQ today and become high AQ in the future.

1:02:35It's not fixed. Like AQ is a growth mindset. It's a growth area. It's an area where we, anyone can get stronger. The skill that you need to have in order to move into this rapidly changing future is a skill that is improvable. You know, with practice comes improvement. Even if you feel like in the past you haven't been the best at change, maybe you feel like you've frozen up or you have regret around a specific decision that you made. For instance, I have a client who really wishes that he had pivoted into an adjacent business before a competitor could do it. And he has a lot of regret about that because he didn't prioritize it.

1:03:22He thought he could get six more months. Within two months, a competitor had already taken the lead. So we all have these moments where maybe we weren't as agile as we wanted to be. My advice is just to let go of that. Your agility is flexible. It's not like IQ, which actually remains stagnant through your whole life. Your IQ can't change. A lot of personality assessments say that once you are what you are, you cannot change. It is not true for AQ. You can be a low AQ person today and be a high AQ person tomorrow. It's organic. It's going up and down all the time. Those are three key takeaways from this conversation with Liz Tran.

1:04:03Thank you so much for being an Afforder. I hope you enjoyed today's episode. If you did, please subscribe to our newsletter, affordanything.com slash newsletter. Leave us up to a five-star review in your favorite podcast playing app and share this podcast with the people in your life, your loved ones, your liked ones, your tolerated ones. Share it with your colleagues, share it with your former colleagues, your classmates, your cousins. Share this with all of those people because that is the single most important thing that you can do to spread the message of F-I-I-R-E. Thanks again for being an Afforder.

1:04:40This is the Afford Anything Podcast. I'm Paula Pan, and I'll meet you in the next episode.