Prejudice, Misunderstanding And Rejection

PREJUDICE, MISUNDERSTANDING AND REJECTION

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Interim management is unknown to me
Interim management is about practical management solutions; leading, both for a period of time, the daily business as a planned change, providing improved outcomes and leaving a company in a demonstrably better condition. Interim executives are top-level doers with a result obligation who have experience solving similar issues. It is for this reason that so many new customers prefer to use interim managers instead of consultancies as they assist in solve business problems.

Interim management will fail, will not be a success with us, will not yield any results
Interim management is a proven business solution and no longer a pioneering profession. Rendering and practical, and it fits perfectly with the current time of flexibilisation of labour, outsourcing of knowledge processes and the need for continuous change. Interim management proves its value daily in practice, where interim managers offer adequate solutions in all sectors in almost all prominent business-oriented countries. We cannot imagine that your situation is so deviant and unique that interim management is not able to add value to your organisation.

Interim management is costly
Interim management is no longer a cost item but must be seen as an investment. An excellent interim manager saves costs, increases revenues or returns and is therefore equal to a capitalised investment. And we do not yet mention all other benefits of interim management. In addition to the favourable cost/revenue ratio, of course, all other benefits of interim management must also be included in a consideration

The interim manager has no match with the culture of our organisation
Culture guards of an organisation can block interim management assignments with the fallacy that the interim manager does not fit with the current culture. But depending on the role which the interim manager has to fulfil, the match with the organisation is less, or even, not important at all. Interim managers need to have their own vision and stand for something. Interim executives are not common and have distinctive qualifications. Not everyone has to be a fan of them. That does not matter. Interim managers are quirky, they stay close to themselves and that makes interim executives authentic. You will know exactly what you have and what you will get and that is nice and clear. Because of their independent way of thinking they are able to create substantial improvements to an organisation. Strategic manoeuvrability for management that has been working for years at the same organisation is often a difficult task. Such an organisation can lead to tunnel vision, thinking from old structures, due to the daily hustle and bustle, there is no time to go beyond the operational frame of reference. Therefore there is little experience with strategic developments and managing drastic changes. In short: an interim manager with a fresh perspective from outside and with a broad experience gained in different sectors and organisations, each with its own culture, can lead to innovative initiatives and  astonishing improvements

I prefer a permanent employee because he/she is more involved than an interim manager.
The opposite is true. Interim managers are reassessed on the success of their assignment. Their record of service is their greatest asset. Interim managers will, therefore, if they accept the assignment, very result oriented and go to the extreme to efficiently carry out the assignment to the satisfaction of their client.

I already have a consultant/consultant.
There is an essential difference between an advisor/consultant and an interim manager. For example, a consultant only analyses the situation, after which she/he provides advice. An interim manager, on the other hand, will do more than just that. He or she manages the company with all day problems and implements the advice to a workable plan and method that will strengthen the company.