Guest Blog: The early days of an Interim placement
In this guest blog, Beverley Francis reflects on her experiences as an Interim Exec and shares her top tips and key things to consider when starting a new placement.
The key to a successful Interim placement is all about beginnings. When considering whether the placement is going to be a ‘match made’, it’s all about who initiated the first date. If it’s a Board that made the first move, then you know that they have taken the step of acknowledging that help is needed. If there is change and improvement required, then you know they are up for it, and will more likely back you if and when internal resistance makes an appearance. Making sure that all the Board are with you is important so best not to take it for granted. Checking in regularly avoids surprises. Boards don’t like surprises, but an Interim must expect them.
On the other hand, if a CEO or other leader has brought you in, their relationship to the work and with the Board should be fully tested to reveal any hidden agendas, or power dynamics that you might be steeping into and contributing to.
Often those looking for support are not always clear on what they need, they just know they have a need. It’s important to keep an open mind, open soul, and open eye for what’s really lurking. Perhaps the hope for a fairy-tale wedding doesn’t match up to the occasional night at the theatre. Those first date conversations, however shy and awkward are therefore vital.
In the early days of a relationship, it is important to make a good first impression. Approach, language, tone and those first words are important. As an interim manager, you must play detective and counsellor to gain a full understanding of the likely path of the organisation.
Investing time actively listening to staff and others will help to build rapport, give you a chance to set out your pitch, reassure and motivate. Ask people what they need and deliver it; keep promises and you will win friends from the start. Tough stuff can only happen if there is some good stuff too. Like any relationship, expect some ups and downs – good times and bad times.
Stephen Covey, in his book, 7 Habits of Highly Effective People (Covey, 1988) suggests in Habit 2 to “begin with the end in mind”. It might surprise you to know that as an interim manager, planning your ending is as important as planning your beginning. It is important to set out for the organisation the journey ahead – where you are going together, and how you are going to get there. Be honest, if there will be some bridges, mountains, and steep ditches, let them know, and reassure them that you have all the equipment they need to navigate it. When things get tough, remind them of the road travelled, and the happy ending ahead.
Celebrating milestones is important in any relationship, first dates, anniversaries, and holidays. So too as an interim, celebrate all that is being achieved however small, look back as well as forward. Reminding leaders and teams about what they have personally achieved, individually and collectively, helps to build resilience, and to leave them feeling they are making a difference, and eager for more.
The ending of a relationship can be messy, dividing up belongings, and the things you have created and shared. As an interim, your exit has to be clean; keep everything tidy, be generous with what you leave and don’t steal anything!
