Highly motivated managers
with the ability to get things done
What distinguishes them, what goals have they set for themselves and why do they not like to be employed on a permanent basis?
Often they are leaders from higher management positions who want to contribute their expertise to projects without having to keep their own career ambitions in mind. They want to concentrate fully on the task at hand, take responsibility and get things done. Interim managers are not defined by titles, positions or budgets, but by their task, experience and personality.
According to our study “Interim Leadership Personalities“, their central leadership motive is to take responsibility. They have a high leadership motivation. As interim leaders, they occupy an intermediate position between the permanent executive and the freelance entrepreneur. They combine two perspectives: firstly, a long-term, responsible corporate identity with the company and secondly, a goal- and performance-oriented implementation focus typical of entrepreneurs.
The study, for which 248 completed interim mandates from all sectors and functions were evaluated, is based on a self-assessment by interim managers and an external assessment by interim providers and leads to the following results:
1. interim shows positive return on investment
Interim managers usually create significantly more added value compared to their costs. More than 85% of all interim mandates have been profitable, often by a multiple of the daily rate.
2. High-performance managers
They are passionate about leadership and are performance-oriented (96%).
3. Sustainable employee development
They attach great importance to responsible dealings with employees (95.5%) and their personal development (98%).
4. Storm-tested breakwaters
They are extremely resilient compared to permanent employees and cannot be ruffled even in crisis situations.
5. High employee recognition
They are rapid onboarders and quickly gain the trust of employees.
6. Inspiring professionally and personally
they score professionally with their competence, experience and previous successes (96%) and personally with their role model, optimism and stability (86%).
In addition to these scientifically surveyed leadership motives, which are shared by a large majority of independent managers, a very heterogeneous spectrum of personalities can be found in the group of interim managers. This makes it all the more important for us providers to take a close look at the personal characteristics and the “individual signature” of our pool members.
This is the only way to select the ideal candidate for each specific personnel requirement.