Interim Management: Experience or specific skills?

In recent years, where the complexity of the market and the speed of change are what prevails, interim management has grown exponentially as a high-value tool for many companies. However, a dangerous misunderstanding has arisen along the way: the belief that a manager with a long career is, by default, an excellent interim manager.

Companies are often faced with a top-level decision. They need someone with managerial experience to lead a transformation project, cover an unexpected leave of absence or pilot a new stage of growth. In this search, it is easy to fall into the trap of associating years of experience with the ability to perform this function. It is mistakenly thought that the simple fact of being 50 years old or having an extensive résumé guarantees an aptitude for interim management.

Beyond experience: the skills that really matter

Managerial experience is, of course, a fundamental pillar, as it is the foundation on which decision-making is built. However, interim management is not just a matter of managing, but of managing the transition, which is not quite the same thing. It requires a unique set of competencies that go far beyond the traditional roles of a manager. A true interim manager is a specialist in "surgical interventions" in the organization.

Key skills of a good interim manager:

1. Quick and accurate diagnosis.

They are able to immerse themselves in a company, understand its culture, problems and opportunities in record time. They do not need months to familiarize themselves with the environment.

2. Extreme adaptability.

They integrate frictionlessly into diverse corporate cultures and adapt to constantly changing teams and challenges.

3. Immediate impact.

Their mission is to generate tangible results from day one. They don't just plan, they execute and lead with a focus on action.

4. Leadership without formal authority.

They arrive without a previous history in the company. Their authority is based on their knowledge, credibility and ability to guide and motivate the team without the weight of the organizational chart.

5. Vision and execution.

They are able to maintain a strategic vision of the project or situation, while immersing themselves in operational execution to ensure that objectives are met.

The difference between a manager with years of experience and a talented interim manager lies precisely in this: the ability to arrive, understand the situation in depth, act decisively and leave the company in a better position than they found it, all within a defined time frame.

The mistake of not differentiating

Confusing seniority with interim managementskills can be very costly for a company. Hiring a professional who does not have the specific skills for this role can lead to delays in projects, lack of expected results and even a negative impact on team morale.

Not every senior manager is a good interim manager. Seniority brings wisdom and perspective, no doubt, but interim management is a discipline in itself. It is a combination of experience, interpersonal skills and a problem-solving mindset in high-pressure, constantly changing situations.

Today, we see many professionals in the marketplace who call themselves interim managers. However, not all of them have the rigor and experience necessary to face complex challenges. Ensuring that a professional has the right competencies is crucial to ensure the success of the mission.

That is why, at Servitalent, we are dedicated to identify, evaluate and select only those professionals who, in addition to their valuable managerial experience, possess the set of specific skills that define a true interim manager. Because sometimes, the obvious is not so obvious.

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