10 qualities that characterize good interim managers

The number of interim managers has been increasing for years. In its latest market study, the DDIM counts no fewer than 11,750 interim managers active in Germany - and the trend is rising. The market volume of interim management has more than doubled over the past ten years. It will reach a record level of 2.9 billion euros in 2024. You could almost think that working in interim management is the new dream job for many. But does more mass mean more class in this case? How do companies recognize interim managers who are professionally qualified to support them in overcoming their individual challenges? And above all: What qualities characterize good interim managers? We'll tell you.

According to DDIM Market Study 2024, the profession of interim manager is growing in popularity. Reasons for this include the ongoing skills shortage at management level as well as the increasing need for specialized expertise in areas such as change management, digitalization and transformation. The increasing number of interim managers is therefore meeting a growing need in the economy, which is strengthening the industry in general.

Interestingly, the term "interim manager" is not protected. This means that, in principle, anyone with the appropriate leadership qualities and sufficient professional experience can start their own business as an interim manager. But not everyone is actually suitable for this.
 

Top ten: These 10 qualities you need in interim management

If there are more and more interim managers and the job description is not protected, how do companies recognize suitable interim managers for their specific needs? This is where interim management providers are invaluable. Before they accept candidates into their candidate pool, they examine their experience and qualifications extremely critically. Based on many years of practice and numerous successfully placed mandates, the following ten qualities have proven to be essential. We cannot and do not want to withhold these top ten from you.

#1: Unrestricted willingness to change

The only constant in the universe is change. Although this quote comes from the Greek philosopher Heraclitus of Ephesus, it could just as easily come from the mouths of interim managers today. After all, one of the main reasons they are deployed is the need to bring about change in companies - for example in the form of restructuring or the introduction of a new company infrastructure. Good interim managers are characterized by the fact that they approach the so-called "change" unwaveringly and with full conviction. However, this does not mean that they blindly throw successful business models and tried-and-tested processes overboard out of sheer will to transform. Instead of revolution, they focus on evolution: interim managers combine the tried and tested with new ideas and technologies - whether in team development, operational management or the entire organization. It is important to them to use modern technologies in the interests of employees and to manage skills strategically. They have an eye on what skills are needed now and in the future to enable companies to survive in an increasingly fast-paced and digitalized world.

#2: Great adaptability

For good interim managers, it is easy to face new challenges and quickly familiarize themselves with the requirements of the new role and the methods used in the company they are supporting. They know that goals and target areas can shift even within a mandate and adapt flexibly. Because ongoing developments are part of a living organization. At the same time, they are masters at "standing out without standing out": it is clear from the outset that interim managers only support the company for a limited period of time. They pay all the more attention to ensuring that day-to-day business and all other processes can be continued independently of them after their assignment. Good interim managers are highly adaptable, and not just in terms of their mandate. They also have no problem relocating their place of work and - as a result - their place of residence or life for the duration of an assignment.

#3: Unbridled implementation power

Good interim managers let their actions, not words, speak for themselves. Instead of talking at length about past successful assignments, they get straight down to business. This implementation competence is usually paired with a results-oriented mindset. In order to achieve the mandate or project goal in the best possible way, interim managers set sub-goals. At the same time, they coordinate tasks with a clear structure and great organizational skills. This consistent approach not only ensures the success of the project. It also creates trust between company employees and interim managers.

#4: A wealth of experience

In order for interim managers to really shine in their mandate for the company, it is a basic requirement that they have already successfully completed projects both in the required role and in the required professional environment. And ideally more than once. That's why interim managers can draw on a wealth of experience and tackle new tasks with the necessary routine and foresight. Their extensive experience makes them true specialists in skillfully combining their specialist and methodological knowledge and simplifying complex issues. Good interim managers are always focused and never lose sight of the goal. Even in unforeseeable events and situations, they can switch gears at lightning speed. All of this experience makes them so efficient in their work and therefore particularly valuable for companies.

#5: Empathic leadership

Leadership skills are the be-all and end-all for any interim manager. But it takes far more than age and experience to lead well. Empathy is the magic word. Good interim managers recognize their own emotions and can consciously regulate them. They combine this emotional intelligence with the ability to cultivate relationships and lead teams in an inspired manner. empathic managers in particular are predestined to lead companies through difficult times. This is because they focus on the people inside and outside the organization. This in turn has many benefits for the team: it is more efficient, more resilient and less prone to burnout. Furthermore, empathic leadership means managing employees individually and therefore more effectively. In this way, employees can work much more independently and are more motivated at the same time.

#6: Strong nerves

Sluggish projects, temporary staff shortages and a lack of liquidity can push a company towards a crisis. While such a situation can cause uncertainty among employees and at management level, interim managers remain completely calm. It is their job to act as a rock even in unpleasant crisis situations. Interim managers handle even tricky restructuring and reorganization tasks with professionalism and passion. At the same time, good interim managers are resilient, crisis-tested and resilient. And they have to be: All too often, they are faced with teams that reveal their most vulnerable spots and view interim managers with extreme skepticism. But since interim managers know exactly why they have been called into a company, they remain calm and unwaveringly pursue their mandate goal.

#7: Strong communication skills

Good interim managers do not turn people against tasks and goals, but are also not afraid of constructive dialog. They don't sugarcoat anything, but call a spade a spade - honestly and directly. By communicating clearly and comprehensibly, interim managers gain the trust of their employees. This in turn helps them to quickly understand the processes in the company. Interim managers are also able to adapt their communication style to the employees and the respective tasks. As strong communicators, they can accurately assess when they need to act as a listener, advisor, critic or initiator in a conversation. They see the benefit in developing and strengthening others. All of this makes interim managers appear particularly credible and competent to employees and sometimes also to the company's partners and customers.

#8: A good dose of self-confidence

Interim managers have usually reached a point in their professional career and personal development where they feel "comfortable in their own skin". They are aware of the value they bring to the table. This allows interim managers to take action with confidence: While they are not afraid of constructive competition, they are much more interested in the success of the company than in achieving individual goals. Their great self-confidence makes them extremely efficient, even under pressure. And that's a good thing: Because interim managers have to prove their added value for the company quickly and deliver tangible results in a short space of time. Good interim managers thrive despite this pressure and act with confidence.

#9: Unconditional decisiveness

People prefer to make decisions when they have 100 percent of the information at their disposal. Especially in times of crisis, there is no time to acquire such complete knowledge, nor is it available at all. Interim managers not only have the courage to address difficult issues directly, but also - if necessary - to make unpleasant decisions. They do not look for excuses, but stand fully behind their decision. The top priority of good interim managers is to act in the best interests of the company: To act in the best interests of the company without allowing themselves to be influenced by internal dynamics. At the same time, they communicate clear goals and set boundaries. This unconditional decisiveness is invaluable in times of change and uncertainty.

#10: No interest in career and power

Drama, intrigue and machinations - interim managers steer clear of them. They want nothing to do with it. After all, they are employed by a company to solve problems - and not to pursue any agenda. Interim managers are above "internal company politics". With their outside perspective, they provide new impetus and drive change. Thanks to their neutrality, they act as ideal mediators in internal conflicts. In addition, interim managers generally do not pursue any career interests in the company in which they are working. For the duration of their presence, they are usually authorized to issue instructions and are given a great deal of responsibility - in the knowledge that what they have achieved will later be handed over to their successor.
 

Interim management: the solution to all problems?

Although the conclusion may seem obvious: interim managers are not, of course, egg-laying woolly milk sows who can do everything and have the right solution for every challenge at the drop of a hat. Rather, they are specialists who combine a number of the characteristics listed here. Whether they are ideally all of them or just a selection - well, nobody is perfect. This is where interim management providers play to their strengths: Because they identify which interim managers are best suited to the company's needs, both professionally and personally. We penetrate the market jungle for you and select the class from the masses.

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