Keys to Success

Interim management is about solving problems. In fact, many assignments have multiple problems, requiring an interim manager with specific skills and expertise. For example:

• Manufacturing: An industrial director, able to outsource part of production to a subcontractor for the purpose of setting up a facility management unit.
• Finance: A finance director capable of managing the merger of several companies, setting up unified procedures between different accounting systems and interfaces, establishing standard costs in production, and consolidating results within the group.
• Human resources: An HR director familiar with the standardization of collective agreements after acquisitions/mergers, conflict management, and partner relations, while restoring confidence after difficult times.
• General management: A director capable of turning around a subsidiary/division that is losing momentum by reducing costs while relaunching sales on the strength of his or her leadership qualities and hands-on approach with all teams involved.

Engaging teams

Interim managers must earn their reputation in the business within a maximum of two weeks. They have fewer than 15 days to launch an action plan, employing a strategy with a series of small steps that must be achieved within a short time. To do this, it is important to instil a purposeful, results-oriented mentality.

Often the first challenge in any assignment is overcoming resistance from team members. Quickly understanding the motivations behind negative or unproductive attitudes and behaviours is necessary to change them, and this is best accomplished by example and direct involvement.

The makings of a leader

What kind of manager is able to develop solutions and achieve results within a limited timeframe? Boyden interim management has completed hundreds of interim management assignments, and observed a variety of qualities and experiences that lead to success.

• Ability to go from being a “blank slate” to a major contributor and leader
• Speed in analysing the pivotal issues and implementing corrective actions
• Results-oriented approach

Broadly, a background characterised by complex and varied situations in multiple organisations is advantageous. This allows a manager to become more adaptable and capable of addressing crucial issues within a company. Such a career might take the following path:

• Early career within a large international group or one of the Big 4, with skills and experience built through:
  • Changing jobs every two to three years
  • Alternating operations-based and support-based projects
  • Taking on management responsibilities in subsidiaries or divisions
• In mid-career, moving to the forefront of operations, often in challenging circumstances:
  • Becoming a change manager, able to quickly correct or improve a situation
  • Being there at crucial junctures for the company, and applying the appropriate managerial skills once the situation is stabilized
• Developing into a seasoned manager who is motivated by complex, challenging situations with specific objectives and demanding timeframes

The interim manager advantage

Interim managers occupy a unique position within a company: They have a specific operational function, yet unlike employees, they are independent and have an outsider’s objective viewpoint. This allows them to express themselves more openly and work effectively with teams while maintaining a rapport with senior management.

Interim managers also do not bear the weight of the company’s history. Team members tend to cooperate and communicate more easily with them than they would an internal manager, particularly during complex or crisis situations.

These elements empower the interim manager to more easily mobilize the energies and talents of the current team. Other advantages that position interim managers for success include:

• A comfort level with new and changing environments
• An understanding of many situations, often more acute than that of internal managers
• A fresh eye, which allows them to see the bigger picture, and home in on the major points of underperformance and dysfunction