Digg it UP - Interim Management - Increasingly Part Of The Plan

Interim management saw rapid growth in the private sector in the 1990s. It experienced a decline as the downturn bit in 2000 but has shown signs of picking up in the last eighteen months. In the public sector interim management has been slower to take off but has seen rapid growth in the last two to three years, first in London and then throughout the country. As with the private sector, interim management was associated with organisational failure but is now slowly being seen as part of the solution.

In both sectors – private and public – many corporate HR specialists, as well as group managers, are only just beginning to see the potential in recruiting interim managers as part of their change programmes. As such, interim management is still very much an untapped resource.

Below, we explore these issues in greater depth with Linda Booth, Group HR Director for United Utilities, a FTSE100 company. The interview is interspersed with real life examples where Veredus interim managers have been brought in to help organisations.

Has there been a growth in interim management used by your company?

"Yes, but very gradual. At United Utilities group level we have used no more than possibly five to seven interims in the past two years. This, out of a total of 120 staff. We have three recruitment streams: from headhunters and executive recruitment brokers, from single independent contractors and from larger consultants who can offer specialist services. Within the larger group of 17,000 employees business managers have the capacity to recruit their own interim staff. In the main we don’t use headhunters but rely more on independent contractors. My personal view is that interim management is still largely an untapped resource which, if used properly by organisations, could support forward thinking programmes."

Part of the solution – Veredus case study

Increasingly interim managers are being used by central government in a more strategic way. In one part of central government an interim manager has been placed to oversee the establishment of a new agency with a high political profile. The interim has been responsible for setting up the corporate governance of the agency, establishing the structure of the new organisation and working with civil servants on recruiting the senior permanent staff team. In this case, interim management is being used as a resource to set up executive structures in a newly formed national organisation.

What are the qualities/skills you look for in an interim manager?

"In the main we are talking about senior managers. So, someone who comes with good technical skills and can ease into the role smoothly, someone who can quickly understand the organisational culture and work with the grain, someone who can offer a challenge to the company and identify where improvements can be made, someone who is focused, has delivered before and can form easy – but not collusive – rapport with colleagues. Also, someone who can see the bigger picture. Equally important is the ability to not get ‘pushed back’ – someone who can stand their ground in the face of opposition once having agreed ‘the brief’ and has a clear definition of the role. Good interim managers come with a degree of maturity – they tend not to be phased by the ‘ups and downs’ of an organisation and have the ability to get on with the job. They know they are only going to be around for a limited period and can ride the stormy bits. Good interims get on with the job, can be set free quickly and want to make things happen."

Has interim management changed in the last 2-3 years in terms of skills, talent and age?

"Most definitely. My sense is there has been a big change. Alongside those who have retired or taken early retirement is a new group of interim managers. Not just people with good technical skills but people with transferable management and leadership skills who can effectively move between sectors. Also people who appear to have more flexible lifestyles, who see interim management as a career – either as a medium or long term opportunity – and who are prepared to travel. My other feeling is that they are getting younger. Good project management skills are essential but increasingly so are good leadership and management qualities. Only now are we becoming aware of the pool of talent available." Top 7 Ways Speaking Will Help You Create Visibility For Your Business
One of the best ways to create visibility for yourself and your business is simply to start talking in front of a captive audience. That means seeking out every possible opportunity to speak in front of people who are interested in your subject.Why? Because:1. You establish yourself as an expert. No matter what your topic or how much experience you have in your field, once you stand in front of an audience you are perceived as an expert. The more often you speak, the more quickly you will notice that the perception becomes reality.2. Speaking introduces you to a whole new audience. You may be great at what you do, but if nobody knows about it, what good will it do you? Each and every time you speak, you place yourself in front of new people who are interested in your subject. Even if you've already built a reputation in your field and they know who you are, your presentation can easily convert the curious seat warmer to the committed customer.ts, as well as group managers, are only just beginning to see the potential in recruiting interim managers as part of their change programmes. As such, interim management is still very much an untapped resource.

Below, we explore these issues in greater depth with Linda Booth, Group HR Director for United Utilities, a FTSE100 company. The interview is interspersed with real life examples where Veredus interim managers have been brought in to help organisations.

Has there been a growth in interim management used by your company?

"Yes, but very gradual. At United Utilities group level we have used no more than possibly five to seven interims in the past two years. This, out of a total of 120 staff. We have three recruitment streams: from headhunters and executive recruitment brokers, from single independent contractors and from larger consultants who can offer specialist services. Within the larger group of 17,000 employees business managers have the capacity to recruit their own interim staff. In the main we don’t use headhunters but rely more on independent contractors. My personal view is that interim management is still largely an untapped resource which, if used properly by organisations, could support forward thinking programmes."

Part of the solution – Veredus case study

Increasingly interim managers are being used by central government in a more strategic way. In one part of central government an interim manager has been placed to oversee the establishment of a new agency with a high political profile. The interim has been responsible for setting up the corporate governance of the agency, establishing the structure of the new organisation and working with civil servants on recruiting the senior permanent staff team. In this case, interim management is being used as a resource to set up executive structures in a newly formed national organisation.

What are the qualities/skills you look for in an interim manager?

"In the main we are talking about senior managers. So, someone who comes with good technical skills and can ease into the role smoothly, someone who can quickly understand the organisational culture and work with the grain, someone who can offer a challenge to the company and identify where improvements can be made, someone who is focused, has delivered before and can form easy – but not collusive – rapport with colleagues. Also, someone who can see the bigger picture. Equally important is the ability to not get ‘pushed back’ – someone who can stand their ground in the face of opposition once having agreed ‘the brief’ and has a clear definition of the role. Good interim managers come with a degree of maturity – they tend not to be phased by the ‘ups and downs’ of an organisation and have the ability to get on with the job. They know they are only going to be around for a limited period and can ride the stormy bits. Good interims get on with the job, can be set free quickly and want to make things happen."

Has interim management changed in the last 2-3 years in terms of skills, talent and age?

"Most definitely. My sense is there has been a big change. Alongside those who have retired or taken early retirement is a new group of interim managers. Not just people with good technical skills but people with transferable management and leadership skills who can effectively move between sectors. Also people who appear to have more flexible lifestyles, who see interim management as a career – either as a medium or long term opportunity – and who are prepared to travel. My other feeling is that they are getting younger. Good project management skills are essential but increasingly so are good leadership and management qualities. Only now are we becoming aware of the pool of talent available." Meditation Brings Business Renewal
As a seeker of solitude in my busy entrepreneurial workday, I use yoga, Pilates, a good old-fashioned run in the park, and anything else I can think of to calm my nerves and keep my head clear and focused. I have worked hard to keep my body fit and my business running smoothly. I have also found that the same principles used in the meditation practiced during yoga can be used to strengthen my business.While meditating during a yoga class several years ago, the instructor told us to feel that every movement is a new beginning. This made me think of my own business, which was just a fledgling startup at the time. In my day to day struggle as an entrepreneur, every project and each new contact could potentially take my business in a new direction. After making this connection, I knew that meditation had a lot to teach me about business. Since then, I’ve learned to apply some of the basic principles of meditation to my business and you can do it, too.Startusiness managers have the capacity to recruit their own interim staff. In the main we don’t use headhunters but rely more on independent contractors. My personal view is that interim management is still largely an untapped resource which, if used properly by organisations, could support forward thinking programmes."

Part of the solution – Veredus case study

Increasingly interim managers are being used by central government in a more strategic way. In one part of central government an interim manager has been placed to oversee the establishment of a new agency with a high political profile. The interim has been responsible for setting up the corporate governance of the agency, establishing the structure of the new organisation and working with civil servants on recruiting the senior permanent staff team. In this case, interim management is being used as a resource to set up executive structures in a newly formed national organisation.

What are the qualities/skills you look for in an interim manager?

"In the main we are talking about senior managers. So, someone who comes with good technical skills and can ease into the role smoothly, someone who can quickly understand the organisational culture and work with the grain, someone who can offer a challenge to the company and identify where improvements can be made, someone who is focused, has delivered before and can form easy – but not collusive – rapport with colleagues. Also, someone who can see the bigger picture. Equally important is the ability to not get ‘pushed back’ – someone who can stand their ground in the face of opposition once having agreed ‘the brief’ and has a clear definition of the role. Good interim managers come with a degree of maturity – they tend not to be phased by the ‘ups and downs’ of an organisation and have the ability to get on with the job. They know they are only going to be around for a limited period and can ride the stormy bits. Good interims get on with the job, can be set free quickly and want to make things happen."

Has interim management changed in the last 2-3 years in terms of skills, talent and age?

"Most definitely. My sense is there has been a big change. Alongside those who have retired or taken early retirement is a new group of interim managers. Not just people with good technical skills but people with transferable management and leadership skills who can effectively move between sectors. Also people who appear to have more flexible lifestyles, who see interim management as a career – either as a medium or long term opportunity – and who are prepared to travel. My other feeling is that they are getting younger. Good project management skills are essential but increasingly so are good leadership and management qualities. Only now are we becoming aware of the pool of talent available." What's in a Face?
I once had a colleague that would roll his eyes at almost every idea that wasn’t his own. Additional facial expressions that complemented the eye-rolling were typically easy to spot as well: puffed cheeks then a release of air, sighs, furrowed brows, and other assorted expressions that gave everyone around the distinct impression that this individual thought he was way too smart to have to sit in meetings with the rest of us. One time someone called him out on it. The most interesting part of all of this was that he really didn’t have a clue that he was an eye-roller. He truly was not aware of the expressions he was making and even more importantly how they were negatively impacting the rest of the team.I’ve found two factors that can lead to problems with facial expressions. The first is the person being completely unaware of the face they are donning. Individuals who are not conscious of the picture they’ve painted on their face for others to see are usualion.

What are the qualities/skills you look for in an interim manager?

"In the main we are talking about senior managers. So, someone who comes with good technical skills and can ease into the role smoothly, someone who can quickly understand the organisational culture and work with the grain, someone who can offer a challenge to the company and identify where improvements can be made, someone who is focused, has delivered before and can form easy – but not collusive – rapport with colleagues. Also, someone who can see the bigger picture. Equally important is the ability to not get ‘pushed back’ – someone who can stand their ground in the face of opposition once having agreed ‘the brief’ and has a clear definition of the role. Good interim managers come with a degree of maturity – they tend not to be phased by the ‘ups and downs’ of an organisation and have the ability to get on with the job. They know they are only going to be around for a limited period and can ride the stormy bits. Good interims get on with the job, can be set free quickly and want to make things happen."

Has interim management changed in the last 2-3 years in terms of skills, talent and age?

"Most definitely. My sense is there has been a big change. Alongside those who have retired or taken early retirement is a new group of interim managers. Not just people with good technical skills but people with transferable management and leadership skills who can effectively move between sectors. Also people who appear to have more flexible lifestyles, who see interim management as a career – either as a medium or long term opportunity – and who are prepared to travel. My other feeling is that they are getting younger. Good project management skills are essential but increasingly so are good leadership and management qualities. Only now are we becoming aware of the pool of talent available." Step One To Creating An Effective Direct Response Piece
Do you want to get a measurable response from your advertising, or do you want to generate awareness for your business? The answer to this question will direct you to a marketing strategy that generates new, interested prospects, or a branding campaign that creates awareness to an unknown number of prospects in your area.If you want to generate awareness so that people are aware of your business and may eventually come to your practice as a result of hearing and seeing your company name in various media, you better have a big bank account, because this form of marketing, which is also referred to as branding, is a very costly, time-consuming, and risky strategy.If you want to generate new leads, prospects, and referrals for your business then direct marketing will become your best friend. Direct marketing is about generating a response from your advertising versus the opposite effect, which is generating awareness.Direct marketing is not about blastiround for a limited period and can ride the stormy bits. Good interims get on with the job, can be set free quickly and want to make things happen."

Has interim management changed in the last 2-3 years in terms of skills, talent and age?

"Most definitely. My sense is there has been a big change. Alongside those who have retired or taken early retirement is a new group of interim managers. Not just people with good technical skills but people with transferable management and leadership skills who can effectively move between sectors. Also people who appear to have more flexible lifestyles, who see interim management as a career – either as a medium or long term opportunity – and who are prepared to travel. My other feeling is that they are getting younger. Good project management skills are essential but increasingly so are good leadership and management qualities. Only now are we becoming aware of the pool of talent available."

Part of the solution – Veredus case study

A national rail infrastructure company was awarded a ?3bn contract as part of a private/public sector package. Part of the business plan was to look at different elements of the contract and consider options for more rational and cost-effective models of service delivery. For example, whether to outsource or keep in-house some aspects of the service as well as how to turn round failing parts of the organisation. In this case, interim management being brought in at an early stage to consider future strategic options for the company.

Is there a place for interim managers to be seen as part of your longer term business strategy?

"Generally we don’t plan for interims as a part of our business cycle. As I mentioned before we still use interims as a reactive response. Using interim managers or technical experts as part of a planned development is still relatively new and undeveloped. I can see how built in capacity can be valuable to an organisation given the need to stay ahead of the game and give us a competitive edge. Not only technically but also managerially. Particularly in scoping either a new role or a new development where some uncertainty exists about long term viability. Less personal upheaval may result as well as less business instability. Certainly an idea that needs to be developed."

Part of the solution – Veredus case study

A medium size unitary county council had recently appointed a highly able Director of Children’s Services. The new director had previously turned round a failing social services and was now expected to do the same for the education (schools) in the newly combined service. The authority agreed to bring in an interim manager – on a project basis – to work on poorly performing service blocks. The interim manager was previously a successful director of education. From the beginning role boundaries were made clear. The newly appointed chief officer would have complete responsibility for the management of the service but would use the interim as a mentor in getting to grips with the schools agenda, and as a resource in quickly drawing up action plans for ‘fragile’ parts of the education function. An example of interim management as a coaching resource and providing capacity to move forward quickly in getting the whole service up to speed.

In a nutshell, how would you summarise the qualities of a good interim manager?

In a nutshell, people who provide you with immediate access to high quality talent, who come with good track records, represent low risk and maintenance and can offer you more instantly by seeing things through a fresh pair of eyes. It’s interesting to speculate - coming back to the question of using interims as part of the solution - what came first. Did organisations identify a need or were they reacting opportunistically to a more talented and flexible pool of talent. My feeling is that it was a bit of both. Either way, we need to use interims in a more creative way and develop a clearer understanding of what interim management is.

HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.diggitup.net/article/149/diggitup-Interim-Management--Increasingly-Part-Of-The-Plan.html">Interim Management - Increasingly Part Of The Plan</a>

BB link (for phorums):
[url=http://www.diggitup.net/article/149/diggitup-Interim-Management--Increasingly-Part-Of-The-Plan.html]Interim Management - Increasingly Part Of The Plan[/url]

Related Articles:

Combination Products - Combination of Challenges

Companies that provide selfless information through participation in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products.

Up to Here with Credit Card Processing Limits

When obtaining a merchant account, business owners need to assess their monthly transaction volume, average ticket and highest ticket. Funds can be held if a given transaction exceeds even one of the specified limits. Is there any wonder, therefore, why it is best to overestimate these figures ... within reason, of course.

Meditation Brings Business Renewal

The same principles used in the meditation practiced during yoga can be used to strengthen your business. Here's how-

Bookmark it: