Kenyon Connects

Staffing is a fluid process and no matter the size or scope of an organization, staff comes – and staff goes. Sometimes we’re glad to see the back of an employee but other times, for no fault of our own, we lose a valued manager whose exit deeply impacts the entire culture of our organization.  In the short run, most organizations can absorb the loss.   However, as time goes by, the absence of a strong leader can erode confidence, eat away credibility, and impact your financial bottom line.

As a quick fix, agencies often decide to promote from within to temporarily fill a position.  Rarely a good choice, this person often comes with baggage or preconceived notions from the rest of the staff that weigh down his or her effectiveness.  More often than not, a well intended internal hire leads to internal strife and a valued employee who eagerly stepped in to help out, is suddenly diminished and powerless to make needed changes.

A more productive solution is to hire a consulting firm to bring in an experienced Interim Manager while you conduct an executive search for a permanent hire.  Sometimes referred to as a Transition Manager, an organization’s willingness to integrate a temporary solution into their long-range game plan can make or break periods of growth and change.

In the best-case scenario, it takes between six to eight months to replace an executive level employee.  For most organizations, that is too long to go without a fearless leader. An Interim Manager can help smooth over those months and help keep an organization on track and on focus.  More than a placeholder, an Interim Manager brings leadership to your organization.  Additionally, it is an opportunity for you to see your organization through the clear eyes of an objective professional that knows your industry.

Any consulting firm worth its weight in gold will begin an Interim Management contract by conducting an organizational assessment.  While agencies often shy away from this microscopic view of themselves, an assessment is an opportunity to truly find out what is working, what can be improved, and what needs to be changed.  An assessment should include a complete review of structure, operations, key informant interviews (including field staff), chart review for compliance and care issues, and a thorough scrutiny of the finances and systems that support your business

Once an assessment is completed, your Interim Manager should present a formal report to executive management within three weeks.  Before hiring an Interim Manager, make sure the consulting firm is able to respond within this timeframe.   Assessment information is time sensitive. A firm that is unwilling to commit to a three-week turnaround should be a red flag to find another consultant.   You want to make sure your Interim Manger is part of your solution and not contributing to slowing down the process of change.

Armed with information from the assessment, your Interim Manager will be able to make course corrections that position your organization for growth and fiscal gain.  While the organization’s executive team or governing body has the ultimate authority to approve changes, you must be willing to give your consultant the authority to follow through on what needs to be done.  To withhold this power is counter productive and a waste of everyone’s time and money.

Handing over power can be difficult, particularly if you are used to making decisions on your own.  Think of your Interim Manager as a lifeboat.  It’s not a dictatorial process.  If you have questions or fears about some of the actions your Interim Manager wants to take, speak up.  Talk through the process until you’ve reached a comfort zone about their recommendations.  Use your talks as an opportunity to reassure yourself about the decisions but don’t slow the process down.  Hard decisions have to be made and your Interim Manager is the person to implement them.

It may mean some positions will be eliminated, staff might be replaced, and systems redesigned or streamlined. Let your consultant firm do what is necessary.  Not only will their actions help build your organization, they are mandated by their contract to fix problems identified in the assessment.

To enhance the effectiveness of the Interim Manger, a regular reporting system should be put in place.  This can be verbal or in writing but should happen at least once a month if not more often.  The format should include a dashboard or scorecard.  If you do not have a scorecard or dashboard, ask your Interim Manager to develop one that captures the needed information so your entire executive team can gauge the progress of the agency.

Deep change can take up to two years to fully implement, however, an organization can be set in the correct direction in as little as six months.  The goal of an Interim Management solution is to have your organization ‘whipped into shape’ so that when your skilled, highly competent permanent manager or executive is hired, he or she can easily take over the reins of change.

Hiring an Interim Manager is in the best long-range interest of your organization.  It can jumpstart company culture, catapult the agency on a new course for success, and create a thriving environment where fiscal stability and positive public perception of your organization will define your good fortunes well into the future.

Category: Articles, Ginny's Blog, Interim Management