1. An interim manager is usually an entrepreneur.
His main advantage is therefore his independence. Entrepreneurial thinking and the resulting understanding of the client’s needs are his strengths. Instead of a contract of employment, the implementation, results and entrepreneurial success form the basis for the business success of the interim manager. That is why an interim manager should also be perceived as an entrepreneur and not as an employee. Open communication within the company on this aspect is the basis for the successful deployment of the interim manager. Only in this way is it possible for the interim manager to bring in his strengths and competences for the benefit of his clients.
The fear that the employees in the company would not support the interim manager due to his limited period of activity is largely unfounded. For this very reason he can be particularly helpful for the employees, and thus also for the company, in achieving goals.
2. An interim manager must be considered as an investment.
The interim manager is an implementer and guarantor of results. For this reason, the use of an interim manager should always bring the company a higher added value than the costs incurred by him. Be it through improved production results and company key figures or important project successes. Thus the investment in the interim manager often pays off after a short time.
3. Bridge vacancies and prevent downtimes.
Whatever the reason, vacancies inevitably lead to delays in the economic progress of a company. If you play in the upper league – and this applies to all companies that are successful in the market – you cannot afford downtime and downtime. Competition is fierce and the general conditions are changing rapidly. Filling vacant positions requires a great deal of care and attention, since wrong appointments inevitably bring setbacks and high costs. Due to the currently prevailing employee market, specialists and executives cannot be recruited arbitrarily and at short notice. It takes time and effort to ensure that the right person is hired and to avoid mistakes in this process. Valuable time that can be bridged by an interim manager.
4. The purchase of technical and management skills
that a company needs in the short term to meet current challenges. In this way, know-how can flexibly and at short notice expand or supplement the spectrum of the company. The company can thereby maintain or even expand its market position. For the management of crises, important competences can be used according to requirements without having to commit oneself in the long term. The development of competencies and know-how of the company’s employees is supported and accelerated. The practical support of the interim manager in connection with his long experience and the resulting competences ensure the success of the company.
5. Operational blindness and blocked teams
can slow down progress. The external view can help. Here, too, the practical relevance of interim manager processes gets things moving again and strengthens the self-efficacy of the employee teams. Interim managers can provide important impulses for innovation and thus give companies a competitive advantage. The extensive knowledge gained from many different mandates enables a superior and independent view of the requirements and issues.
6. Flexibility and quick availability
are the main pillars of success of interim managers. They can start work immediately, flexibly and without delay. Long training periods are not necessary due to their experience and the way they work. Many organisational expenses are eliminated. Mobility and willingness to travel can be assumed. Relocations to the place of assignment are not necessary. The duration of the assignment is based on demand. Recruitment costs – depending on the model – are only incurred to a limited extent. In contrast, there are no termination costs at all.
Potential risks can be avoided despite the often rapidly changing conditions and requirements of the organization.
7. The interim manager delivers tailor-made solutions
as he is not bound to a fixed structure. In this way he can adapt to the individual requirements of a company and thus ensure the greatest possible benefit for the company. It is one of the core competencies of the Interim Manager to quickly grasp the laws and rules of a company and integrate them into his solution concept. In doing so, he uses the existing know-how of the company and supplements it with his knowledge to achieve the objectives.
8. Find the right interim manager.
There is a large number of interim managers and providers on the market who place interim managers. But there are also a large number of platforms that support the coming together of companies and interim managers. The costs for a placement can be very different. Usually they are between 20% and 35%.
So there are mainly three possibilities to find an interim manager:
- direct search and approach of the interim manager without any agency fees
- providers and intermediaries with the corresponding brokerage fee
- switching platforms with flat or success fees.
All models have their advantages and disadvantages. In any case, the interim manager must fit the company. Values and ideas should be comparable or similar. References and the homepage can provide first hints. A good and concrete clarification of the assignment provides a solid basis for cooperation and increases the chances of success.
For better readability, I refrain from using all genders simultaneously in my contributions. Of course all references to persons refer to each gender.