In an earlier post, I give my view on the six things it takes to be a good interim executive. In another, I discuss the four cases when, in my view, a business should consider interim executive management. Today I was asked, “Why does interim management work?” Here’s what I said.
No Ulterior Motive: For the interim executive, it’s never about “What’s in it for me?” Or, “What’s the impact on my bonus/options/future job.” Rather, it’s always about, “What’s best for the company? What’s the best way to fix this up so I can move on?”
Key Players Engage: It’s never me that turns a place around. Rather it’s key players – many of them junior managers or individual contributors – who are the ones who make the biggest impact. (In this post I talk about how, in the first week on each assignment, I figure out who those key players are.)
Prior Knowledge: I never cease to be amazed how often I’ll use something that someone taught me, often a long time ago and / or often in a seemingly very different circumstance. This prior knowledge from so many varied situations is key.