Many senior managers with good track records have never had to manage a business in a recession. They have never been trained to do so, yet are expected to immediately effect a series of measures aimed at enabling their organisation to survive one of the worst economic downturns in international corporate history.
Their minds will be on cost-cutting, restructuring, redundancies, supply chain management, margin maintenance, working capital management, and possibly even the need for short-term funding to bring about these changes. These are all areas that require specialist knowledge and expert deployment.
An experienced interim manager of 15 years' standing will have managed during two recessions already. They will be a specialist in their field and will be able to focus on delivering results. If you needed a back operation, you would ask your GP to refer you to an expert surgeon - the same principle should be true in the corporate world. Bring in a specialist.
Interim managers are independent and have no axe to grind. They are only as good as their last job, and need excellent references to continue practising, so you can be confident they will give you their best.
For example, one specific area at the front of many managers' minds at the moment is redundancy. There is much written about the effects on people who lose their jobs. But what of the managers asked to deliver the cuts? Recent research commissioned by Burden Dare among 200 companies undertaking redundancy programmes showed that half of today's managers who are asked to make staff redundant receive no training.
This is a threat to the wellbeing of all involved, and leaves an organisation open to legal exposure for incorrect processes. Nearly two-thirds (71%) said they were stressed as a result of being asked to make people redundant, and one-third said they enjoyed their job less as a result, with a further 12% believing they became ineffective managers. Most importantly, more than one-third (38%) felt that their health and family life had suffered.
A skilled interim manager can deliver a redundancy programme - something that permanent managers are unlikely to want to do - with objectivity and compassion, minimising the neg