Sat 19 Jun 2010
Learn From Mistakes, Says Alan Quasha
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Alan Quasha, a well known businessman who is the founder, president and CEO of Quadrant Management, offers insight to the art of making mistakes in an article on Forbes.com. He explains that mistakes are constructive, and even essential, for growth within the business world. While we are trained not to make mistakes, and to fear mistakes, Quasha explains that mistakes lead to growth and integrity.
We have to learn to admit our mistakes, to examine them, and to learn from them.
As Quasha says so eloquently, “There can actually be a certain magic to mistakes, because if we consider in advance that we are likely to make them, we are then free to face mistakes early and treat them primarily as information we can share with others as we seek to improve the next decision and set a company–or our lives–upon the path to a sound strategy.”
No one more than Alan Quasha, chairman of the American Brain Trauma Foundation, wants to help victims of traumatic brain injury (TBI). The work and research undertaken at the BTF makes advances in this area all the time, but still there is much that needs to be understood about this very complex injury. That is why research that has been going on at Emory University’s School of Medicine in this area is of significant interest to all interested parties.
Since it is clear that Alan Quasha has, over the years, had a lot on his plate in terms of his education and business dealings, one might begin to wonder how he deals with it all. He was asked this question in an interview about a year ago and he said that he manages his life with the help of meditation. “I have found that, for me, meditation is a very good tool to help you be at peace with yourself on a regular basis, and be able to juggle a lot of things without getting too excited or letting the bad or good things that happen every day change the way you feel about yourself or the people around you.”
Alan Quasha and Quadrant Management take the role of principals in restructuring situations, rather than consultants or advisers. As Alan Quasha explains, they restructure companies with ownership in mind since the process of restructuring usually necessitates fundamental changes to the business as well as creating a new business strategy for the future of the business. Thirty years ago, when Mr. Quasha first began restructuring companies, it was not profitable to act as an agent or adviser in a restructuring of a business. Therefore Alan Quasha got involved in this business as a principal, a decision based on need which turned out to be the best way to conduct this kind of business process.