
Harley Lovegrove is an interim manager, specializing in managing both small and large multi-national companies through periods of change. He is the Chairman and one of the founding partners of the Brussels based group practice, The Bayard Partnership. Harley is also a lecturer and motivational speaker and author of two books: 'Making a Difference' and 'Inspirational Leadership' which are also published in Dutch, under the titles: 'Maak het Verschil' , and 'Inspireer en Leid'.
He formed his first company in 1978 at the age of 21 and has since taken up numerous interim management posts, working for a variety of businesses from high technology and software to petrochemical, transport, mobile telecommunications, apparel and building construction.
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- Good Project Managers are hard to find!
- Interim Managers have never had it so good?
- Haircut - a joke about Interim Managers!
- The Importance of Prince2 or PMI certification for Interim Managers
- What is an Interim Manager?
- Welcome to The Interim Manager ' s Forum
- The Difference between consultants and interim managers
No time to think
Everyone has a unique place where they tend to get their inspiration from. For some it is in the bath, for others it maybe walking the dog. ‘Ureka’ moments are precious and yet they are the creative solutions that allow us to offer real value.
Senior managers and interim managers are paid to be creative, they are not expected to be operational. And yet so many of us find ourselves going from one information download session (otherwise commonly known as meetings) to another without space between to reflect, and to process high quality inspirational thoughts and creative solutions.
Walking the dog is fine for one problem, but if you have attended five meetings in one day (or more), walking the dog may only solve one of them. As a result our meetings tend to get longer to allow us to think the issue through. The result being that they turn into inefficient brainstorming sessions, without the chance to mull over the the potential consequences of decisions taken.
Of course there are executives that have teams around them that prepare perfectly for meetings, that have already thought all the issues through and are just presenting to senior management in order to share their findings and to obtain approval. In my experience, however, these situations are rare.
Yesterday I went from giving one interview to another, with a two and a half hour investment pitch and an advertising campaign purchase meeting in-between. Decisions were made and the world is still turning but this is not ideal. I know it is not trendy to slow down but in this case I believe less is more.
If we are not taking the time out to contemplate potential opportunities and risks, then at least we should have members of our team doing so. The only question remaining is – ‘Do we trust them and their judgment sufficiently?’
Tip: if you drive home from work everyday with the radio on, or spend the time on the phone extending the day – perhaps once a week you should switch everything off and spend the time reflecting on conversations of the day (this is assuming you are good at multi-tasking and are driving along a boring motorway, not in a busy city).
I am off for my bath,
Harley
Newsletter
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Comments
Thanks for the inspiration.I spend big chunks of the day mulling over the way ahead for my business. The path is less clear at the moment but opportunity is out there, big opportunity. One great way of freeing up time that I have found is to avoid immersing myself in other peoples issues. By dropping my subscriptions to online forums I have done just that.I also find writing in silence focuses my mind. Somehow the subject of my writings are less important than the process of writing itself. I can write an article for my blog on sustaining growth in business and end up with a Eureka solution for digital content delivery.Damien.
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