IT Contractor Job News

Dr Jaap Schaveling, a professor at Nyenrode Business School in the Netherlands has outlined the 8 key factors for successful interim management. The study used information provided by hundreds of interim managers, including 159 contractors.

Amongst his recommendations, Schaveling says that interim managers must have a balanced personality and approach their assignments with the needs of the whole company in mind.

8 key factors identified in the study

1. A balanced personality - An interim manager has to be balanced. He or she should not be put off by every demand for attention or every token of resistance.

2. Having experience and knowledge that fit the assignment - The knowledge and experience that the interim manager contributes are very important. Has he or she had to deal with the same kind of problem or scenario before?

3. Skilled in power-play, but also able to act in a socially sensitive manner - The combination of power skills and social sensitivity is important. You have to know where the power lies. On the one hand, as an interim manager you have to be able to recognise power games, play them yourself and also enjoy doing that. On the other hand, you have to coordinate actions in a socially sensitive manner, listen to what people say and act accordingly.

4. Delineating the assignment and approaching it in the context of improving the entire organisation - For an interim manager, the relationship with the rest of the organisation is very important. While it is essential to properly delineate the assignment, states Schaveling, at the same time, it should not be forgotten that the interim manager has to help the organization as a whole to advance.

5. A good 'fit' - A good interim manager must be able to fully understand and appreciate the client's wishes. They have to be able to get along well together. It is also vitally important that the interim manager and the client come to an understanding concerning their mutual expectations.

6. Conduct a thorough diagnosis concerning the assignment, with a precise definition of the problem.

7. Devise a structured approach to the assignment, with realistic goals and time frames and regular reporting on progress.

8. Orderly completion of the assignment, with sufficient opportunity for evaluation with the client and for a handover to a successor in order to safeguard the results.

Further Reading

A March 2011 study conducted by Executives Online provides an interesting insight into the makeup of the interim management community.

The report revealed that the proportion of managers in their 30s had virtually disappeared following the onset of the recession, however the number of interims out of work at any one time had not increased since 2009.

Read the full report Here