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With the ever-increasing rise of interim managers, Sanjay Gohil looks at how they can help. Whether you think they are a force for good within an organisation or a necessary evil, the interim manager has been a part of the local government landscape for some time now, and the role is evolving and becoming ever more ‘professional'. Whether this evolution is driven by clients defining more clearly their requirements or by a new generation of interim managers who gained their experience in the more structured and measured arenas of CCT, best value and government inspection, there is no doubt that in the 21st century, public sector interim managers can – and do – provide value, expertise and flexibility to their clients. SOLACE Enterprises, supported by The MJ, recently announced its Interim Manager of the Year Awards for 2008. Alongside the awards, local government managers and interim managers were surveyed about the changes taking place. What do local government managers now look for in an interim manager, what do interims think most contributed to delivering successful assignments, and why do organisations choose the interim option? In tough economic times, understanding how to make best use of any interim resource is paramount and the survey feedback reveals some interesting issues. Managers reported a slight rise in use compared with 12 months ago – 54% reported an increase in usage. Reasons for using interims remained broadly unchanged – capacity to deliver change or reorganisation, inability to recruit suitable permanent staff, and short-term requirement. However, within this there are changes afoot. Interims seem to be used at more senior levels than previously – to provide strategic support and deliver major programmes of work. Situations where the experience of the interim manager can provide insight and solutions which save time and improve outcomes or a different set of skills or ways of thinking can enhance implementation. Organisations hiring interims make it clear that they want people: * able to hit the ground running * capable of building relationships quickly * who understand both the political and cultural climate of the organisation and refine their approach accordingly * who focus on delivery, outcomes and sustainable change * who are flexible, provide added value, and are cost effective. But the engagement of an interim manager is a partnership and its success equally lies in the manager working out exactly what the organisation needs, and providing a clear brief, clear objectives and ensuring that those working for the organisation understand and support the work being planned. Clarity of objectives and effective communication of the role of the interim helps overcome the problems of unrealistic expectations and timescales, protectionism of the status quo or tricky people issues. What about being an interim manager? It certainly isn't for everyone – as well as experience and a wide range of skills, it requires stamina, resourcefulness, self-motivation and flexibility. In the 21st century, local government will expect – and deserve – more, and only those who are able to step up to the challenge will be successful in this more demanding climate. Whether a local authority manager or a potential interim, two things are important to get the best out of the partnership – clarity of objectives and personal – or organisational – insight, and knowing what you want to achieve and thinking about the best way to deliver it. Sanjay Gohil is a director at SOLACE Enterprises Survey results l 54% of organisations had used more interims when compared with the previous year – only 8% had used fewer l 62% of client managers surveyed were using interims at more senior levels, to provide strategic support and deliver major work programmes than in the past. 38% were using them in the same way as they had previously l 69% of managers stated that within their own organisations, there were no barriers to using interim people. Of those 31% who said there were barriers, finance was the overwhelming one l 69% of managers used formal procurement methods when selecting an interim manager – 31% currently did not l 52% of interims surveyed believed the market was changing, while 48% believed it hadn't changed in the last two years l 62% of interim managers were receiving approximately the same number of opportunities compared with two years ago, 24% were receiving less, and 14% thought they were receiving more l 67% of interim managers thought that client expectations had not changed over the past two years, but 33% thought clients were expecting clearer outcomes to be delivered, better value for money in terms of skills, ability and flexibility, and more ability to perform from day one.

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WHITEHALL

The rise of the 21st century interim

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