Interim managers must be self-confident and have more confidence

In the second edition of our series Women in Interim Management, we would like to introduce you to Alexandra Korolija. She brings a breath of fresh air to the interim scene: working in interim management since October 2022, she has already successfully completed three mandates in the field of marketing with a focus on healthcare and technology. In this interview, she talks about her first experiences as an industry newcomer.

Mrs Korolija, you have been working as an interim manager for around a year. What did you notice in particular in your early days?

Alexandra Korolija: I didn't have a smooth transition into self-employment. I came straight from a permanent position without having a specific project in mind. And what immediately struck me was that I was mostly surrounded by men when it came to interim management. At my first association meeting here in Munich, my home town, I really felt like I was traveling back in time. Of the 25 or so participants, only four of us were women - two of whom work for providers.

What do you conclude from this?

AK: This meeting showed that we women are definitely in the minority. You hear that the proportion of women is ten to 20 percent. And that definitely feels the same. I've been working in my field for 20 years now and have the impression that it's a bit more diverse on the customer side or at management level. But the fact remains: We women are still significantly underrepresented in interim management.

Have you experienced situations where it was more difficult for you as a woman?

AK: To be honest, I have never felt any direct disadvantage compared to my male colleagues. But we women perhaps find it more difficult in one place or another to make ourselves visible and sell ourselves. A self-confident appearance is often more accepted among men than among women. And I think presenting ourselves is an issue for us women in general - not just in interim management. Self-marketing is an important part of being self-employed as a freelancer. Perhaps we don't have this in our DNA like some of our male colleagues. So we need to work on our visibility and presentation.

How can women in interim management gain more visibility, trust and acceptance?

AK: First of all, we should invest more time in marketing our skills and networking. There are numerous events such as association meetings, provider events and trade fairs where we should be present. Then there is the online presence, for example on LinkedIn. I think it's mainly men who use the platform effectively. And we women should also become more active here, i.e. not only use LinkedIn, but also other tools and integrate them into our own marketing strategy. Ultimately, self-confidence plays a major role. We need to be more aware of our own strengths and successes and communicate them openly. In my opinion, we often still hold ourselves back too much.

Could special networks or get-togethers for women in interim management be helpful?

AK: Yes, this is definitely a possibility that we should consider. Women's networks already exist in the corporate world. But they can have their pitfalls, for example if they lead to isolation from men. However, I think that in our current situation, such a focused network could actually be helpful. I myself, for example, have built up an informal network with female colleagues, especially in marketing and communications, where there are comparatively more women. As we are often lone fighters in interim management, I find it very important to exchange ideas with like-minded people.

What do you recommend to women who want to gain a foothold in interim management?

AK: I would clearly advise those who are new to this field to see networking as an essential part of their work right from the start. They should also demonstrate a tangible and visible self-confidence. We should not shy away from appearing clear and self-confident. We don't have to act like men, I would like to emphasize that, but we should be more daring. And pragmatic networks are hugely important. We don't have to be best friends to be able to work together professionally. I think many of us women are often too reserved when it comes to self-presentation.

What special qualities do you think women have in interim management?

AK: I believe - without wanting to fall into stereotypes - that we women have an advantage when it comes to emotional intelligence. We are often more empathetic in dealing with our own feelings and are also better at integrating the emotions of other people, be they customers or team members. We tend to be more collaborative and inclusive. In the world of interim management, it's not just technical expertise that counts. It takes a sure instinct to recognize what is really needed in a project. Because sometimes the real situation doesn't match the original briefing. And here, I think, we women can read between the lines more quickly and are more transparent and open. What strikes me about interim managers - and I'm deliberately saying this in general - is that many of them are very self-confident and loud. But to really lead a project to success, you need both emotional intelligence and the ability to lead teams. Especially with projects that involve a change process, you can't just rush in. You have to pick people up and take them on the journey with you.

So emotional intelligence is essential for success in interim management?

AK: Definitely. The world is changing and becoming increasingly complex. Without emotional intelligence, success is often difficult to achieve - especially when you consider the shortage of skilled workers that prevails in many industries. It is no longer enough just to be technically competent. You have to find a way to connect with people and develop them. Not only on a professional level, but also on a human level. I see this as a further task of interim managers in their mandates.

What other positive changes that you have contributed to are you particularly aware of?

AK: In the last mandate, for example, I received feedback that I had broken down existing silos, especially in sales. Through openness, transparency and communication. This may not be directly related to the comparison of interim managers and female managers, but I think that thanks to female strength, people get into conversations more quickly and recognize the importance of good cooperation. And good cooperation is important in order to achieve the company's goals.

What steps do you recommend in order to further anchor such small successes in the mandate?

AK: I would say transparency is key, especially with regard to the mandate itself. It's not uncommon for mandates to change over the course of a project. It is therefore extremely important to communicate these changes and create clarity about your own role and the next steps. When an interim manager joins the company, this often creates uncertainty at the beginning. However, this can be gradually reduced with transparency and honesty. It is important to address the problems that may be painful. But that's exactly what you're there for as an interim manager.

What are your plans for the future as an interim manager?

AK: I'm really keen to promote women in this field. I have placed two other female interim managers in mandates. There are simply still too few of us. In addition, I am of course working on communicating my own successes better in order to increase my visibility and improve my chances of being placed. In my opinion, the relevance of interim management for companies will increase significantly - not just for us women, but in general. There is a lot to do and I think that providers like Deutsche Interim AG can also play an important role - be it by supporting the marketing of us managers, with targeted networking and through mentoring programs.

They deserve the last word.

AK: I think it's worth mentioning that the interim management industry is mainly made up of people aged 50 plus. Personally, I would find it enriching if we had more middle-aged role models with whom not only women can identify better. The women that I see through providers or associations still don't represent enough of the diversity that I would actually like to see. Anyone who is considering entering interim management is welcome to contact me for a personal exchange of experiences.

Are you a female interim manager and would like to share your experiences 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.