When I look back over history and look at some of the worlds best achievers, they are those who have fallen over in failure not once but many times. They are people who have not necessarily gained great academic success yet have gone on to achieve their places among the world’s great successes.
All of these people have universally admitted their final successes have been underpinned by their failures.
In other words, we can all be buoyed by the knowledge and history of failure being a pre-cursor to meeting with future success.
I have certainly taken on board that failure is not something to be afraid of, but something to be part of my future strategic risk mitigation plan.
Anyone who wants to grow must not only embrace failure but learn from it. If the reasons for failure are always forgotten and/or overlooked, this is waste that will never be able to add substantial value to any forward strategic business plans.
I have also been able to differentiate between failures caused by negligence and those caused by unique circumstances where I have made a decision based on innovation and/or new process introduction. Whatever the circumstances of my failures, I have strategised to explore them skilfully, identify their root causes and learn what is needed to not allow this to recur.
In other words, the extent to which I use these failures will depend entirely on the root causes. This then allows me to turn my failures into successes.
As a business turnaround specialist, I have been able to use my past as part of the due-diligence process and quickly get across were companies are currently, where they have come from, were they can go, and how they will reach a sustainable future objective.
When I am commissioned to assist a business move forward, I approach this as a mentor whose experience and skill set become a partnership/relationship in which I have equal status with the CEO but with implicit obligations to the client business.
As a mentor/business advisor, I am acutely aware of my obligations to my client company and I take these situations seriously with a view to working closely with all personnel to see the positive outcomes of success. I do not treat my involvement as merely a consultant, but as an involved mentor who assists in the management of any recommendations to see ultimate success for all key stakeholders.
Your success is ultimately my success.