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Ø Interim managers have a wide range of experience and proven ability
Ø The professional interim is not after a permanent role in your organisation
Ø Far from being a threat to your existing staff, the interim adds depth, perspective and purpose that supports and drives permanent employees.
Why?
Permanent employees do not always want to rock the boat, particularly when markets are uncertain and selling is difficult. An interim has the autonomy needed to evaluate an opportunity objectively. They will not be afraid to point out the risks and may have some sound solutions, based on their knowledge and experience.
There are two key role types for interim managers. The first is filling in for an absent member of staff. They will take on the full operational duties for the period of absence, then hand back to the staff member and leave.
The second role type makes a step-change to achieve a particular outcome beyond the normal capacity of existing staff. In a marketing and sales environment this could be a new CRM system, integrating software applications, running a new campaign, or re-organising to meet the changing market. Project or programme management may play a part in this process of change.
How does an interim differ from a consultant?
In simple terms, consultants advise, whereas interims execute, and each of them has a distinct role to play. The consultant analyses the current problem and uses their skill and experience to recommend one or more possible solutions to management.
Once management has settled on an agreed strategy, it is then for the interim manager to deliver a successful, hands-on implementation of that strategy to given objectives. In the process, they will transfer knowledge, skills and capability into your organisation to give you a sustainable and flexible result.
How do you identify an interim?
Ø Many professional interims belong to established institutes or organisations such as the Institute of Interim Management (IoIM).
Ø Strong qualifications and membership of their core professional bodies such as the ISMM.
Ø Professional indemnity insurance of at least £250,000, and usually £1m.
Ø They will work through a limited company.
Ø CVs and references will clearly show measurable achievements.
Ø A strong record of professional development in their core discipline and supporting skills and competencies.
Ø They will not be seeking permanent employment.
Most interims are found through recommendation. About 40% are placed through industry recruiters with specialist interim sections. Reliable recruiters will not put forward interims who don’t fulfil the above criteria.
Hilary Husbands is a practising interim and a director of the IoIM.
Email: hilary.husbands@ioim.org.co.uk
Source: Winning Edge July August 2009