It's interesting to hear different people's perceptions as to what they believe an Interim Manager is, and more importantly what they actually do.  I've heard this described in many different ways over the years with references such as as:

• Business Continuity Manager
• Change Manager
• Executive Temp
• Troubleshooter
• Temporary Manager

I can easily understand how people form these views, given the extent of varying role requirements and the sometimes poorly communicated announcement to the existing team about the new arrival.

I remember one of my more professionally organised assignments where the guy I was to work very closely with, didn't even know I was coming.  Difficult enough to hit the ground quickly, it was not made easier by the fact that the under pressure senior guy had not been communicated with.

Anyhow, we managed to get over this quickly and get to grips with the issues at hand, thus the reason why adaptability becomes second nature to the Interim.

Apart from adaptability, the skill of connection is essential in Interim Management.  The ability to connect with a wide range of people very quickly is vital, even though many understandably view my involvement with a degree of suspicion or scepticism initially.

More recently I've found that joining existing teams in an advisory or project capacity has returned excellent dividend.  Although clear objectives are agreed at the outset, it allows me the opportunity to interact with often under pressure teams, working under radar to see others grow in their roles and achieve success.

Operating in a less prominent capacity I have found that teams respond to encouragement and support on the ground, and this has proved popular with growth organisations.  Of course there is a place for classroom based training and I am an advocate of that, however 'on the job' coaching can prove to be very effective also.

I have found that becoming a low key member of the team for a few days a week positively contributes to real issues on the ground.  There are complex challenges that face management teams regularly, and I have found my non-biased, experienced management contribution is welcomed, once the right to be heard has been earned of course.

 

 

 

 

 

When we look at business these days, 'To stand still is to go backwards' the saying goes. Absolutely no doubt there is truth in this statement, the consequences of apathy having been well documented over recent years. The changing world of business regardless of sector is therefore something that cannot be taken for granted.

Many organisations have both formal and informal change programmes in place, particularly around technology etc, but the culture within is a different challenge entirely. People by their very nature are creatures of habit most of the time.

Even though my own business has been built on change, my wife reminds me that I really don't like change, particularly when it involves my personal space, i.e. the house or garden etc.

How then do organisations get the people to come on a journey into a new tomorrow?

Some of the keys I have found important and that are worth keeping in mind are:

• Having a clear purpose and objective for the change
• Having leaders at all levels who are effective in their roles
• Having an effective communications strategy in place - org wide
• Having a forum for dealing with fears, concerns and objections in a sensitive fashion, regardless of where they come from

These are all relatively straightforward you would think, but the last point is the one where many organisations fall short. Whether because of time restrictions or other perceived to be more important areas, this tends to get less air time than necessary.

All successful change projects rise and fall with the people. Making the change happen is dependent on having them come with you.

The most successful organisations are the ones who have literally recreated themselves over the years. They are filled with people who have a voice, are empowered, invested in, and motivated to continually change in the future. This simply doesn't just happen; but rather it is the result of strong communication and participative leadership, which have both become the norm.