I was inspired
by Godfrey Golzen’s book on Interim Management, which, although it is now over
20 years old, has a very interesting chapter “The Right Stuff of Interim
Management”, which is as apt today, if not more so, than it was in 1992 when
the book was written.
It fell on
my head from the top shelf of the bookcase, along with a number of associated
magazine cuttings which have also contributed to the thinking behind this blog.
Dislodged by fate, perhaps, (or was it the bottle of single malt hidden behind
that I was reaching for) the resultant bang on the head drew me to contemplate
a series of animated discussions we have been having with colleagues attending
the Interims North bi-monthly seminars in Manchester on the topic of what
properly and uniquely defines an Interim Manager and therefore what are the
Corporate benefits of employing one?
Harking
back on the group discussions; adaptability, resilience, diplomacy and
independence were a few of the characteristics we all proffered as essential
foundation blocks of Interim Management success. Additionally, the general
feeling was that the key competencies demonstrated by successful Interims were
learned on the job, rather than being skills which could be taught. We all
agreed that Interim Managers draw experience from several organisations and are
over-qualified for the Interim assignments which they take on. This makes them
able to hit the ground running, command the respect of their stakeholders and
make quick inroads into solving the problem. All good stuff, but does it really
distinguish the Interim Manager?
Now, this
is the important bit. Let’s distinguish between a “Career Interim” and someone
who is simply "on the market", perhaps between permanent jobs, to
undertake a defined project. There are several important competencies which set
high performing Career Interim Managers apart from candidates who just happen
to be immediately available (albeit suitably qualified) for specific short term
assignments. To my knowledge there is no quotable qualification (yet) in
flexibility, impartiality and organisational know-how / nouse, yet most Career
Interim Managers would consider these a significant part of part of their job
description. Add to this one particular behaviour which stands out in all the
feedback I have received from satisfied Clients (Employers of Interim Managers)
– good Interim Managers are more likely than permanent professionals or staff
on project related contracts to prioritise the needs of the Business over their
own personal goals. Simple when you boil it down. I would suggest that this
final characteristic is, indeed, the unique differentiator.
As
‘fixers’, Interims are more likely to focus on the client’s need rather than
their own personal requirements or career aspirations. Yes, maintaining their
personal reputation is essential, but this is enhanced by doing the very best
they can for their clients with minimal support and with an eye on value for
money. Their reputation is enhanced by ensuring they leave a strong legacy; up
skilling and coaching teams to continue their work long after the assignment
has ended. Strangely, the shorter the assignment, the greater the commitment to
the client’s cause. The “Interim Paradox”, where, if they are unable to focus
on serving the client and leaving a legacy, the assignment may come to a
premature end.
If you
would like to know more on the benefits of Interim Management and perhaps
discuss some appropriate case studies from a Client or a Candidate perspective,
please don’t hesitate to contact me at Executives Online www.executivesonline.co.uk or directly 07976 905571
Fraser Geekie
A Senior
Consultant with Executives Online (North), Fraser delivers Business-wide
solutions through the rapid and precise placement of Consultancy, Interim, and
Permanent personnel. Quality talent in-place, on-time.
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