An EIM Interim Manager is not
What exactly characterises an EIM Interim Manager? To better define the qualities of these professionals, it might be helpful to describe what an interim manager is not:
An EIM interim manager is not …
Even though their experience and skills make the interim manager qualified to provide valuable advice, the action of an interim manager differs substantially from a consultant in terms of seniority, responsibility taking and role.
In the consulting field the project is generally entrusted to junior figures who advise and propose strategies while remaining external to the company.
The interim manager instead is a person inside the company, who has the operational powers necessary to implement in first person the actions needed to achieve the change.
Moreover, consulting proposes some operational steps needed to produce a real transformation, but does not put them into practice; the interim manager holds the levers to definitively act on what is planned.
An employee with an own (hidden) agenda.
The duration of the interim manager’s assignment is determined by the complexity and characteristics of the change to be carried out in the company. Being a professional whose main purpose is to achieve the objectives set in their mandate, their attention is not focused on developing their own role within the organisation but on “making things happen“.
Preparing their own exit strategy – in order to ensure the continuity of the operational strategy – is an integral part of their job; extending one’s stay in the company is not among their priorities.
Time is a fundamental factor in being an interim manager; the priority is achieving results on schedule and on bringing a concrete and measurable improvement: the purpose of their work is to make themselves “no longer necessary“.
A manager looking for a job.
Interim management is a career choice, which in most cases comes after a journey within large international companies where the professional already achieved the highest executive roles.
At that point, having reached the top, many managers no longer have much to ask from a traditional career in which they have already been successful, so they are looking for new challenges in different contexts, attracted by the novelty and the variety of change projects in which they can put into practice the know-how acquired over years of high responsibility assignments.
Interim management is a profession that requires managers with great seniority, specific knowledge in multiple sectors, and considerable management skills.
Challenges for highly qualified managers
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