A good network increases the visibility of women in interim management

In the third episode of the interview series Women in Interim Management, we introduce you to Elisabeth Schardt. Since entering interim management in 2019, she has successfully completed several mandates. These complement her experience in project management, which she had previously gained in Hong Kong for eleven years. With a strong specialization in the consumer goods sector, she has established herself as an expert, particularly in the fashion and textile industry. In this interview, Elisabeth Schardt talks about the gender-specific differences in the German industry and explains why she is proactively campaigning for change. As co-founder of the "Female Interim Leadership" network on LinkedIn, she is committed to improving the networking and visibility of women in interim management. The interview between Elisabeth Schardt and Marie-Luise Mann, Head of Manager Relations at Deutsche Interim AG, sheds light on the perspectives and potential of women in interim management.

Mrs. Schardt, in your career as an interim manager, you faced the challenge of establishing yourself as an independent woman in a male-dominated field. What experiences did you have in the process?

Elisabeth Schardt: In fact, my situation was a little more complex. I had previously been self-employed abroad for more than a decade before I returned to Germany and was permanently employed by a group here. From there, I moved into interim management. So the transition to self-employment was not the main problem for me. Rather, it was the German bureaucracy that caused me difficulties - in particular the issue of pseudo-self-employment and the culture shock: moving away from entrepreneurial Asian thinking to German bureaucratic behavior. In addition, despite my qualifications and experience, I often had the feeling that I wasn't getting the success I wanted or the recognition I expected. I often wondered whether I was perhaps not the right person for the job or whether my qualities as a woman were not sufficiently appreciated in some areas. When I returned to the traditional working environment in Germany after many years, I realized that I faced a particular challenge, especially as a woman over 50: my extensive experience seemed to be more of a hindrance than an advantage. When I then moved into Interim Management, I experienced a positive turnaround. Here, my expertise was not only recognized, but also appreciated. The great thing about interim management is the independence from internal politics. You can work in a focused way and have a real influence. I see that as a real gift in my career.

What strategies did you pursue to gain acceptance and recognition?

ES: There are two crucial levels in interim management: on the one hand, how you approach projects, and on the other, the actual project work. After my time abroad, I lacked local networks. Providers like Deutsche Interim AG are therefore crucial for me in order to get assignments. Without the opportunity to engage in intensive marketing, I rely on continuous networking and the marketing strategy: "Tell everyone - whether they want to hear it or not". By practicing this, I stay in people's minds. Once you're on a project, it's important to have a good relationship with the client - usually the management - to coordinate regularly and to act very openly and transparently. It is equally important to be authentic for the employees in the team. In the end, of course, it's the expertise and experience that count, but as a woman you sometimes have to cut through the fog of bias first - and then shine all the more brilliantly.

You mentioned networking with providers. Women seem to be underrepresented at events such as the DDIM Congress in November. Is that also your perception?

ES: Yes, I agree. At the last DDIM events, for example at Burg Schwarzenstein, I noticed that the majority of attendees were men in dark suits, while women seemed like a few colorful specks in the crowd. There is a debate about the proportion of women in interim management. While human resources is an area where many women are represented, they are severely underrepresented elsewhere - particularly in typically male domains such as mechanical engineering. Few women find their way into such industries - a reflection of the general management image in Germany. It takes a lot of experience to become an interim manager - and this reflects the fact that women are given fewer opportunities to gain the all-important experience in senior management positions.

Some sectors in which women are more strongly represented, such as the consumer goods industry or healthcare, are clearly not yet relevant for interim management. The real dilemma therefore remains the lack of visibility of women in interim management. Many women are not aware that interim management is a valid option for them. It opens up the opportunity to escape the political intrigues of a permanent position and instead use their own expertise effectively.

You spoke about current opportunities and historical backgrounds for women in interim management. Do you see structural changes that lead to women having more opportunities in this field today?

ES: Absolutely. Many women of the older generation have taken career breaks, for example to raise children. In our discussions in smaller networks, I often hear that women feel overlooked or are not taken seriously despite their expertise. That's why many make a conscious decision to leave the corporate environment and move into interim management. It is an opportunity. The challenge is, of course, getting projects. I see potential here. Many companies and employees in management positions could be encouraged to consciously appoint a woman as an interim manager. Mandates are limited in time and therefore hardly involve any risks. I can see the positive influence of women in my current projects. When it was announced that a woman would be leading the team on an interim basis, there was great enthusiasm among the other female team members. Women bring a lot of soft skills to the table, which can be particularly valuable in difficult team or personnel situations.

Interim management requires efficient and qualitative problem solving. How can women be more integrated here? And what special qualities and strengths - in addition to their expertise - do they bring to projects?

ES: Interim management is about solving a technical problem quickly and effectively. However, the solution often lies not only in the technical aspect, but also in the interpersonal component. Women often have a higher level of emotional intelligence and sensitivity. This allows them to bring interpersonal aspects into play. As we know from change management, it's not always just about the thing itself. In the end, it is people who work together and achieve success. Women tend to bring more team orientation to the mandate, they balance between emotion and objectivity.

How do you see gender equality in interim management?

ES: There should never be any question that men and women can have the same qualifications. The goal is not to have a gender debate, but to recognize the unique strengths of both genders. However, women often tend to sell themselves short, while men sometimes overvalue themselves. The challenge here is to market women's actual skills accordingly.

You have launched a networking initiative for female interim leaders on LinkedIn. How are women responding to this? And what topics do you cover?

ES: The networking initiative came about spontaneously after a meeting with other female interim managers. We were surprised at how many women attended the meeting and the exciting discussions that ensued. We realized how important it is to network. There had already been an attempt by other female managers to start an initiative in Hamburg, but it came to nothing. So we decided to take the initiative into our own hands. Without much fanfare or a fixed agenda - just do it. Our discussions revolve around various topics. For example, we talk about our experiences as women in interim management. Some female managers have told stories that really shock me. For example, how they were belittled in their role or not taken seriously. We also discuss practical matters such as contractual issues. We want to create a platform where we can meet as equals and support each other - far removed from customer-provider relationships. It is important to us that these discussions take place in a protected space so that everyone can speak openly. The main aim of our initiative is to create visibility for women in interim management.

You emphasize the visibility of women in interim management. How does your network contribute to providing women with a safe space and mentoring?

ES: Interim management is a "lone-wolf" activity: we are on our own with the client. Providers can certainly provide support from time to time, but ultimately a provider is a business partner. There are situations in which we women have a better understanding of each other - especially when it comes to gender-specific issues. It's less about mentoring and more about coaching or simply exchanging ideas among us women.

Are there any thoughts about organizing this exchange in a circle led by a provider? What do you think of this proposal?

ES: I think it's a great idea. Any initiative that promotes the visibility of women in interim management I fully support. A provider could definitely create valuable links in the network. And it would be great if experienced female mentors were involved.

What is your vision for women in interim management? Are there things that you personally would like to develop or change?

ES: My vision is that women can network everywhere. If you are in a city and you know that there are other female interim managers nearby, you should have the opportunity to meet each other. The social exchange and the feeling of having someone to turn to are very important. Another aspect is a protected space where women can communicate honestly without having to fear negative interpretations.

Finally, where can interested parties find out more about your network?

ES: We are still at the very beginning of a spontaneous idea and are just putting our heads together about how we want to develop further. At the moment, our network is a closed circle because we want to ensure the integrity and honesty of communication. Interested women are welcome to contact me via LinkedIn and find out more about the network.

Are you working as an interim manager and would like to share your experience and insights? Deutsche Interim AG invites you to take part in the interview series Women in Interim Management. You will have the opportunity to share your professional perspective, experience and sound advice with the di community in a personal interview. In this way, you will help to increase corporate awareness and sensitivity to this key topic.