If you have decided to hire an interim manager to help you deliver a major project, manage organisational change or plug a gap while you recruit to a senior role, then what steps should you take to get the most out of them?
Firstly you should be very clear about what you expect them to deliver. By clearly setting out your expectations you can ensure that you recruit the right person for the job. Think about how long do you expect to hire the interim for and is that realistic to deliver the task? Ask your global interim management services agency for reliable advice, after all it’s what you pay them for, or the candidates themselves. Remember if someone promises you a lot of work in a short period of time, and it looks too good to be true, it probably is.
Be clear about the budget you have for the assignment. You should expect to pay more per day for an interim manager than you would a permanent employee but you will benefit from not having to pay the long-term costs of recruiting a full-time member of staff. Make sure you have some form of contingency plan should the assignment over run.
When choosing an interim manager look for someone who has a proven track record in your industry and can supply references. Always make sure you take these up personally. Check that the candidate has the qualifications and any industry accreditation that you specified in your original brief. Review the work they have done for other organisations and ask around to find out more about them. They may have a profile on LinkedIn which will give you an insight into their personality and experience.
Ensure the person you choose will fit in well with your company and knows what is expected of them. Ask yourself do you want someone to take command and lead a team? Or someone to shake things up a bit and introduce a new point of view? Or would you prefer a hands-on team player who will slip into the company culture seamlessly?
Once you have hired your interim manager, keep in constant communication with them. This doesn’t mean micro-managing but make sure the manager is given the support they need and the resources to do the job properly. Ensure they know who they can come to for advice or decision making and what is expected of them in terms of reporting their progress. Sometimes introducing an interim manager can be difficult for existing team members so take time to introduce them personally to their new colleagues to help them fit in.
Set clear milestones to help you monitor the interim’s progress. Accept that problems may occur so encourage your interim to discuss any areas of concern at the earliest opportunity. Be clear about how often they should report to you.
In interim management, track record and performance really count. Interim managers know they will be judged by their results of their last assignment so they will be very focussed on meeting your expectations.
Once the interim has completed their contract, review the results. Ask the interim manager for objective feedback on the assignment. One of the advantages of interim managers is that they are not constrained by office politics or climbing the ladder so they are more likely to give you an honest opinion and helpful advice about the direction of the company. Value their experience. If you are pleased with their work, make sure you give them a reference and keep in touch. You never know when you might need them again.
