An interim manager is a temporary manager. And that is precisely where his advantages and strengths lie. He has no personal ambitions within the company and therefore does not need to think about career-related behaviour. Thanks to his short assignments throughout his career, across a range of industries, he has the necessary experience to understand a company within a very short time. This saves time and money. Unlike consultants, the interim manager takes responsibility and acts on his own initiative. He manages the company until the goal is achieved. Only then does he hand over the reins to a long-term management team, which he recruits and trains himself if necessary.
1. Sales figures are falling, margins are shrinking, and no one can tell you why?
2. Your sales are rising, but the bottom line is getting smaller and smaller?
3. Your cash flow is drying up?
4. You regularly read your controller’s reports and countless KPIs, but don’t know what to do?
5. Even worse: your team consists only of yes-men and is unable to help you in your search?
6. You spend all your time in interminably long meetings and discussions, and you constantly feel like you’re running out of time?
7. No one can explain your strategy to you in 10 seconds?
8. Your CEO or CFO is throwing in the towel?
9. You want to slowly retire and enjoy your well-deserved pension, but you don’t know who will continue what you have built up over your lifetime?
If you can answer at least one question with ‘yes’, then you or your company are in crisis. That sounds bad, but it doesn’t have to be. A crisis is an opportunity for change. It creates pressure to act and change. And without pressure to change, there is no change. Ultimately, change enables further development. So there is no reason to despair. Max Frisch summed it up perfectly:
What’s more, a crisis creates the image of a ‘burning platform’. This forces everyone to get involved, in the sense that ‘we’re all in the same boat’. All you need is the right captain.
A good interim manager has decades of experience in various industries. Managing a company consists largely of managing people. Specific industry knowledge can be beneficial, but it is not essential. It is also
(Charles Darwin, British naturalist and founder of modern evolutionary theory).
A manager who takes care of everything himself is useless. A manager must have his team under control and motivate them to perform at their best. He is the conductor of the orchestra. A good interim manager knows every single instrument and feels his way into it. He brings his own interpretations to the table and opens the doors to breaking down old structures.
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