Times are changing… and companies have to follow suit
Continuous, transversal change
Change is mostly initiated by the management, and then introduced in the other departments. Large and/or complex organizations try and reinforce their management team with permanent change managers, that execute continuous transversal changes. Nevertheless, interim managers are a real added value for companies that are going through a change - exactly because they only work in the company for a limited period of time. An interim manager doesn’t have a past or a future, which is how he can introduce a form of neutrality that’s absolutely indispensable.
The interim manager’s added value
Interim change managers are hired based on their unique background and their skills in initiating change. Some prefer using the ADKAR model - which stands for Awareness, Desire, Knowledge, Ability and Reinforcement- while others like to start by thoroughly defining the problem. Organizations aren’t always capable of doing this on their own. The result of such an initial phase is a project charter, which doesn’t just define your goals, but also exposes your risks.
Looking for a balance between empathy and goal-orientation
Change brings many risks and obstacles with it. For starters, most people don’t like change. A change manager has to be a good communicator, that also knows how to convince people. An analytical mind is also a great tool to detect and solve problems. Empathy and goal-orientation are two other important qualities of an interim manager, but they seem to contradict each other. It’s not easy finding a balance between listening to the problems of the stakeholders and pushing for change to take place. In short: change management is a must, but definitely not an easy challenge. Luckily, there are many experienced managers working for AUSY, a Randstad company.