Interim Managers add huge value - lets talk more about the benefit and less about the features
We now have the first quarter under our belt and, on reflection, I have been surprised by the lack of turnaround assignments. I thought that the interim management community would be hit by a tidal wave of need, instead there's been a trickle of limited opportunity. There are turnaround assignments out there, however, I am surprised by the number of high quality interim managers with relevant experience who are not in an assignment. Why? Perhaps some of the banks are not as supportive as they would like us to think; there must be a better way of dealing with their clients' issues than doing absolutely nothing or suggesting that they find another bank!
The good news is that the interim market is still providing Interim Partners with plenty of excellent opportunities, which has resulted in a period of record performance. And we now have one of the largest, most experienced teams in the interim management community, which puts us in a good position to capture these going forward. 2009 will be tough, however, we are confident that we can continue to grow and pick up interesting and high quality assignments through our networks and from our competition.
Interim Management is now firmly established as a business solution so I believe it is time to move the agenda on from the same old lines of 'What is Interim Management' or 'Consultants versus Interims' and on to something much more meaningful. And it all comes down to something very simple ...what VALUE can interim management and indeed individuals who are experienced in its practice bring to businesses; quickly, effectively and in a way that is sensitive to the organisation's culture and long term goals.
I believe that we should be telling our clients what interim managers are good at. What they can deliver and how they will make a valuable difference. Let's talk about the quality and calibre of the candidates within the interim community and shout about their successes through case studies. Our clients want to hear about the value added, they want to hear how they could save time or money and they want to be reassured that they can get top level talent quickly should the need arise.
Good interim managers should also recognise the need to be polished in the way that they communicate their unique qualities. It is one thing to feel quietly confident about the value that they can add, but altogether another to communicate this with conviction. It's about defining themselves by what they are good at and what they can bring to the party. A potential client doesn't want to hear 'I am not a contractor or temp because they are a lower level', instead they want to understand that an interim manager is someone who takes ownership, solves problems and delivers solutions so that the organisation benefits - often hugely.
Understanding and communicating your personal brand, defining your area of expertise and delivering exceptional added value to clients will set you apart in what is an increasingly competitive market.
I hope you enjoy this edition of our newsletter. Please contact me if you have any feedback to offer.
Doug Baird, Managing Director, Interim Partners