Women pursue their goals differently than men - even in interim management

As previously announced, Deutsche Interim AG is dedicating a new series to the topic Women in Interim Management. The interview series is intended to offer other female interim managers as well as interested companies a platform for exchange and to provide women with practical suggestions for their entry into interim management. Judith Geiss opens our series. She has been working in interim management since 2010. She has over a decade of experience in the finance environment and more than 20 successfully completed mandates in various functions and areas of responsibility. Her focus is on German companies that are taken over by American companies - an environment in which she operates across all sectors. In this interview, Judith Geiss talks about her experiences as a woman in interim management.

Mrs. Geiss, you have a lot of experience in interim management and have already met many women working in this field. How do you think women differ from men in this respect?

Judith Geiss: In my opinion, the most noticeable difference between male and female interim managers is that men tend to put themselves more in the foreground. In the course of my extensive professional experience as an interim manager and specialist for individual solutions for various clients, I have learned how essential it is to show a concise presence and to develop a self-confidence that many men seem to bring with them effortlessly. However, projects show that a gender-diverse composition of project teams can have a positive impact. That doesn't mean that men or women are better - but that the mix is valuable.

Why is that?

JG: With their ability to actively listen and their tendency to meet people where they are, women often bring a higher level of empathy and human understanding to teams without losing sight of the big goal. I'm not saying that men only focus on the factual side of things. However, women tend to focus more on the balance between the human and factual dimensions. This is particularly important when teams have to work together in difficult situations. With this approach, we can stabilize teams and support them in achieving their goals together.

So are women less goal-oriented?

JG: No, not at all. Rather, women simply pursue their goals differently, often in a more comprehensive way. My experience shows that women are therefore able to bring more people on board and ultimately realize projects more successfully.

How important do you consider cooperation between men and women in interim management to be, particularly with regard to the importance of soft factors, such as emotional intelligence, for the success of a project?

JG: I firmly believe that the strength lies in diversity. Men and women don't have to work in the same way, but they can learn from each other. For example, many of my male colleagues have shown me how important it is to separate work and private life and to focus on a project without being emotionally over-invested. Conversely, I bring my point of view to our discussions. So it's a very fruitful collaboration based on respect and the desire for continuous improvement. It's not just about technical expertise, but also about emotional intelligence and other factors already mentioned that are essential in modern professional life.

What personal experiences have you had with mentoring? But time has shown me how valuable mentoring can be. I am not only a mentor for young women, but was also a mentee myself. This usually involves a mutual exchange. This experience has opened up new perspectives for me and expanded my toolbox of solutions. The key to successful mentoring is that there is a relationship of trust that enables an open and effective exchange at a high professional level. What I value about my role as a mentor, but also as a mentee, is the opportunity to further refine my knowledge and skills in the areas of emotional intelligence and self-management, which ultimately benefits everyone, including our clients. For me, such a dynamic relationship of give and take proves to be immensely rewarding, both for my personal and professional development. It keeps me in a constant learning process and encourages the adaptability that is essential in interim management.

What advice would you give to women who are considering entering interim management - especially if they have previously worked in permanent employment?

JG: What I would like to give other women is: Have the courage and take the first step. Unfortunately, women often lack a supportive person, like I had, to point out the possibility of interim management. Back then, I started my career in an industry that was heavily dominated by older men. At that time, a person made me aware that interim management could be a good option for me. She accompanied me in the initial phase and gave me the courage to take this path. I then realized that self-employment offered me a form of professional security that I never had in a permanent position. I currently manage a team of 25 employees and am involved in strategic projects.

In addition to this kind of support, it is also important to be visible. As I mentioned earlier, I worked with a mentor who helped me to strengthen my self-confidence and my standing as a woman in this industry. Because it's about being present at the right moment without putting yourself too much in the foreground. And as a final tip: don't neglect the social aspects. For example, I am involved in an annual charity run as both a participant and a sponsor, which I actively communicate. It's not just about money; we move people and things.

How does the German interim management market differ from the American market - especially when it comes to women?

JG: In Germany, the concept of interim management is not yet as widespread as in the USA. There it is more self-evident and often globally integrated. The presence of women in interim management is increasing in both markets, although it is already significantly greater in the USA. In Germany, there are sometimes reservations about interim management - often because companies have already had negative experiences and have not analyzed them sufficiently.

In terms of pay, I have seen clear differences between male and female interim managers. Women tend to set lower daily rates. My experience shows that women are often paid lower daily rates than their male colleagues. The differences can be up to 30 percent. This can cause customers to doubt the quality of the services provided by women and reduce their appreciation. It is therefore crucial that women are self-confident, make their value clear and demand accordingly.

In conclusion, I would like to emphasize that it is not just about price; quality is just as crucial. We women should internalize this: A customer-side query about the price does not necessarily have to lead to a price reduction. It's important to confidently communicate your own value and act accordingly.

How can women emphasize their qualifications in interview situations, especially in comparison to male applicants when it comes to an interim mandate?

JG: The most important thing is authenticity. Training for interviews can be useful, but it shouldn't lead to pretending. Women should not try to act like men, but remain authentic. This gives the client a realistic impression of what to expect if they choose a particular interim manager. Another important aspect is the focus on the benefits for the client. It's about communicating the benefits of your own project work instead of putting yourself as a person in the foreground. You should always emphasize what you specifically offer the client. Only then can they make an informed decision. Over the past two years, I have hired both men and women, and my experiences have been different. I have noticed that women tend to be less self-confident than men, who were often simply more eloquent and more convinced of themselves. At the end of the day, success in interviews and the initiation phase depends on many factors - including the specific project requirements and the experience of the candidates. That's why I'm always available to answer questions about interim management, especially for women considering a career in this field. I am keen to pass on my knowledge and motivate others.

How can interested parties, especially women looking for a mentor, contact you?

JG: The best way to contact me is via LinkedIn. It would be helpful to include a brief note in the contact request so that my colleague can forward the request directly to me. I look forward to all inquiries, including from men who appreciate a female perspective. After all, the more interim managers there are, the better we can meet the needs of our clients.

Are you a female 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 our community in a personal interview. In this way, you will help to increase corporate awareness and sensitivity to this key topic.