"In the main we are talking about senior managers. So, someone who comes with good technical skills and can ease into the role smoothly, someone who can quickly understand the organizational culture and work with the grain, someone who can offer a challenge to the company and identify where improvements can be made, someone who is focused, has delivered before and can form easy – but not collusive – rapport with colleagues. Also, someone who can see the bigger picture. Equally important is the ability to not get ‘pushed back’ – someone who can stand their ground in the face of opposition once having agreed ‘the brief’ and has a clear definition of the role. Good interim management come with a degree of maturity – they tend not to be phased by the ‘ups and downs’ of an organisation and have the ability to get on with the job. They know they are only going to be around for a limited period and can ride the stormy bits. Good interims get on with the job, can be set free quickly and want to make things happen."Has interim management changed in the last 2-3 years in terms of skills, talent and age?
"Most definitely. My sense is there has been a big change. Alongside those who have retired or taken early retirement is a new group of interim managers. Not just people with good technical skills but people with transferable management and leadership skills who can effectively move between sectors. Also people who appear to have more flexible lifestyles, who see interim resources as a career – either as a medium or long term opportunity – and who are prepared to travel. My other feeling is that they are getting younger. Good project management skills are essential but increasingly so are good leadership and management qualities. Only now are we becoming aware of the pool of talent available."Is there a place for interim managers to be seen as part of your longer term business strategy?
"Generally we don’t plan for interims as a part of our business cycle. As I mentioned before we still use interims as a reactive response. Using interim managers or technical experts as part of a planned development is still relatively new and undeveloped. I can see how built in capacity can be valuable to an organisation given the need to stay ahead of the game and give us a competitive edge. Not only technically but also managerially. Particularly in scoping either a new role or a new development where some uncertainty exists about long term viability. Less personal upheaval may result as well as less business instability. Certainly an idea that needs to be developed."
Part of the solution – Veredus case study
A medium size unitary county council had recently appointed a highly able Director of Children’s Services. The new director had previously turned round a failing social services and was now expected to do the same for the education (schools) in the newly combined service. The authority agreed to bring in an interim manager – on a project basis – to work on poorly performing service blocks. The interim manager was previously a successful director of education. From the beginning role boundaries were made clear. The newly appointed chief officer would have complete responsibility for the management of the service but would use the interim as a mentor in getting to grips with the schools agenda, and as a resource in quickly drawing up action plans for ‘fragile’ parts of the education function. An example of interim management as a coaching resource and providing capacity to move forward quickly in getting the whole service up to speed.
In a nutshell, how would you summarise the qualities of a good interim manager?In a nutshell, people who provide you with immediate access to high quality talent, who come with good track records, represent low risk and maintenance and can offer you more instantly by seeing things through a fresh pair of eyes. It’s interesting to speculate - coming back to the question of using interims as part of the solution - what came first. Did organisations identify a need or were they reacting opportunistically to a more talented and flexible pool of talent. My feeling is that it was a bit of both. Either way, we need to use interims in a more creative way and develop a clearer understanding of what interim management is.
For more information visit here: Software Development |Outsourcing Solution | Web Solution Services
