Interim management

A good interim manager does not become uncomfortable because of their expertise. That is usually the least contentious issue. They become uncomfortable because they highlight issues that have long been known within the company but which everyone has tacitly agreed not to talk about anymore. An interim manager does not come to manage. They come to demand responsibility. To clarify priorities. To speed up decisions. And that is precisely where it becomes difficult for many organizations.Because suddenly it is no longer about analyses or options, but about consequences. Who really makes the decisions? What gets left undone and why? Which routines still serve the company, and which only serve to protect themselves? An experienced interim manager does not ask these questions to be provocative. But because that is exactly where the impact lies. Perhaps this explains why selection processes often take so long. Why discussions are repeatedly postponed. And why some mandates fail shortly before they are due to start. Not because the interim manager is not suitable. But because you sense that their work would change more than you are prepared to allow. When does an interim manager become truly uncomfortable for a company and, for that very reason, valuable?