Christensen frames this chapter by stating that children should be given opportunities to learn how to do difficult things, as it helps them learn how to solve problems and overcome adversity. He then discusses how in the world of business, hiring managers often look at resumes to judge candidates for markers of success. He recalls a seminar he led in which he asked professionals to measure their success rate: Managers hired the wrong candidate 25% of the time, showing how so-called markers of success were not reliable indicators for the managers’ specific needs. Instead, Christensen argues that a more reliable way of hiring would be to examine candidates’ experiences and measure them against a company’s specific needs. He recalls an instance from his time as CEO of CPS Technologies when the start-up needed a vice president of operations. The company narrowed down their pool to two candidates, one who had a well-established track record with an established, large company and another with a more modest track record but who was hands-on. The company chose the first candidate because of his credentials; however, his lack of experience with a start-up was limiting. Eventually, the company released him.

Christensen argues that in order to be fully prepared for a particular job, one should have a track record of being able to work through adversity.