
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
It’s a question of principles!
Now I like to think of myself as a fairly decent kind of guy. I have a moral code and a set of principles which I apply to my daily life. But the more I think about my principles, the more I realize what a dangerous set of things they really are.
Principles are often the root cause of many disputes. The fiercest battles I have had in life, falling out with business colleagues, loved ones and friends have all been over ‘principles’.
As George Bernard Shaw put it, back in the late 19th. century about the English: “An Englishman does everything on principle: he fights you on patriotic principles; he robs you on business principles; he enslaves you on imperial principles.” (taken from the play ‘A Man of destiny’)
This statement may be a bit extreme but honestly, think about the last really serious argument you had and ask yourself ‘was it your pride or principles that you were defending or something else?’ Principles are dangerous because they cloud our judgment and make us believe that only our way of thinking is the only possible one.
In this time of international business and cultural diversity, one cannot expect everyone we meet and work with to share ‘our’ principles. The best we can hope for is that they understand them, even if they cannot share them.
Life is short and there’s no point in wasting it by falling out of business deals or long term friendships on arguments based upon pride dressed up as ‘principles’.
Daring to confront ourselves and to step back to examine who we are and our set of principles from the view point of our opponents takes a great deal of courage. We might not like what we see but we become all the stronger for doing it, especially in times of serious disputes.
Have a good week,
Harley
Newsletter
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Comments
It is good to have many principles: one for every occasion.
Harley, this reminds me of the advise you gave my a while ago about my concern to let a prospect have his way and let our agreement by governed by German law instead of Belgian law. From one side indeed it was about uncertainty but the other was principle from my behalf, maybe theirs too. Your advise Harley was "stay out of court that is what you have to do". Yesterday I visited this giant of a company that has now become our customer and yes the agreement we have is governed by German law, exciting isn't it.
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