Alan Quasha Finance » president Alan Quasha http://www.alanquasha.net Restructuring companies in the competitive marketplace Thu, 23 Jun 2011 19:59:10 +0000 en hourly 1 http://wordpress.org/?v=3.1.3 Football, Brain Trauma & More http://www.alanquasha.net/football-brain-trauma-more/ http://www.alanquasha.net/football-brain-trauma-more/#comments Wed, 01 Sep 2010 07:50:46 +0000 admin http://www.alanquasha.net/?p=79 Continue reading →]]> If you love football and you love sarcasm, this is the post for you. This recent tongue-in-cheek article in The New York Times highlights many of the recent problems that college and professional football have seen.  From brain injury research, like that highlighted at the Brain Trauma Foundation with Alan Quasha, to problems with the national championship games, the article touches on it all.
At the conclusion, author George Vecsey states, “Finally, fans cannot afford to contemplate the information about brain damage being unearthed by scientists and doctors and reported by Alan Schwarz in The New York Times. Just guessing that broadcasters of college and pro games will not burden fans with the details. Enjoy the spectacle. It’s entertainment.”

]]> http://www.alanquasha.net/football-brain-trauma-more/feed/ 0 Mistakes That Work – Message from Alan Quasha http://www.alanquasha.net/mistakes-that-work-%e2%80%93-message-from-alan-quasha/ http://www.alanquasha.net/mistakes-that-work-%e2%80%93-message-from-alan-quasha/#comments Mon, 26 Jul 2010 09:30:43 +0000 admin http://www.alanquasha.net/?p=70 Continue reading →]]> In an article in 2007 for Forbes.com, Alan Quasha shares his experience and understanding of how to use mistakes to your advantage in the business world.  As founder, president and CEO of Quadrant Management, Alan Quasha brings his own experience and expertise to the article.

As Quasha writes,

“As a society, however, we are trained from our earliest days to be afraid of mistakes. We learn to react to mistakes with anger–outrage, on one hand, and fear on the other. We operate in a system in which we’re rewarded for not making mistakes and punished when we do make them. Rather than make or admit mistakes, we tend to either be risk-averse or try to cover them up.

What’s missing from this equation is growth and integrity. To learn from mistakes, we have to admit them early. To avoid big mistakes, we have to acknowledge at the outset that they are a possibility. Appropriately so, risk managers are increasingly becoming top firm managers–and firms with greater risk management controls set themselves apart from those that don’t.”

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