When a company turns to an interim manager, it usually does so with a clear objective: to tackle a specific business challenge within a defined timeframe. Whether it's to lead a transformation, face a crisis, temporarily replace a key figure, or launch a new line of business, the success of the mission depends not only on the skills of the interim manager but also on the context in which they will operate. And within that context, the team they will lead is a decisive factor for interim management.
At Servitalent, after more than a decade of experience in interim management, we have learned that the best project results are not solely due to the quality of the selected professional but also to the correct alignment between their profile and the human and organizational environment in which they will operate.
That's why, before starting any interim management assignment, we conduct a competency mapping of the management or operational team for which the interim manager will be responsible. This analysis allows us to identify leadership styles, relational dynamics, strengths, and areas for improvement, and to anticipate potential frictions or synergies. In our case, we use the Steelter methodology, a powerful 360 assessment endorsed by the Faculty of Psychology of the University of Barcelona.
Steelter is an advanced 360 assessment methodology based on the analysis of 6 key dimensions of professional behavior, which allows us to:
This type of prior diagnosis, carried out in just a few days, provides valuable information for making informed decisions and accelerating the interim manager's impact from the outset.
Recently, a company in the industrial sector requested an interim manager profile to lead the professionalization of its operations area, focusing on improving productivity and implementing new management routines. Before assigning the professional, we applied the Steelter methodology to the middle management team and functional managers.
The results showed a team with a strong action orientation but with limited analytical vision and a clear aversion to conflict. This insight was key to selecting an interim manager with a high capacity for influence, relational sensitivity, and experience leading through support rather than direct confrontation.
The result: a successful implementation of the operational changes, with a high level of internal acceptance and no unwanted team turnover. Without this prior assessment, a mismatch would likely have occurred, potentially jeopardizing the objective of the interim management assignment.
In short, assessing the team before an interim management assignment is not an option but a strategic necessity. At Servitalent, we are clear on this: understanding the team that will be led is as important as understanding what is to be achieved with interim management. Only then is it possible to align people, objectives, and leadership style effectively.
Because it's not just about executing a plan, but about mobilizing wills so that the plan succeeds with the support of the interim manager.