How to successfully train interim managers in a structured manner
Temporary managers
Interim managers support companies in critical situations or with special projects. Their assignments are temporary and geared towards quick results from the outset. Structured onboarding is therefore crucial to ensure that interim managers create added value from day one. Key factors for successful interim mandates include prompt induction, clear target definition, effective stakeholder management and transparent communication. Unlike regular new hires, there is no time for months of settling in – interim managers have to deliver from day one. A permanent manager usually uses the famous first 100 days for orientation, whereas a temporary manager often only has this period of time to already fulfill the assignment. Find out how companies use planning and efficient processes to ensure that interim managers are ready for immediate deployment.
Table of contents
Productive from day 1How to successfully onboard interim managers
Successful onboarding begins before the first day of the assignment. First of all, it is important to carefully select the interim manager, who should fit into the company culturally as well as professionally(cultural fit). Once a suitable manager has been found, thorough preparations must be made: All relevant information – organizational charts, current key figures, reports, project plans, etc. – should be compiled and made available. Companies should clearly define in advance why the interim assignment is necessary. Such background information will speed up the interim manager’s introduction and enable quick initial results.
Creating early communication and acceptance
It is important to inform the workforce openly before the interim manager starts work. This ensures that the role and tasks are clearly communicated, rumors are avoided and acceptance is encouraged. Temporary managers should specifically address any reservations, which further shortens the already very short onboarding phase. The commitment of top management is essential: ideally, the client (management or board) should personally introduce the interim manager to the team and signal support for their role. Particularly in delicate situations (e.g. restructuring), it must be clear that top management is behind the interim manager and the measures to be taken. A personal introduction – via video message if necessary – underlines this support and helps the interim manager to establish themselves as an authority figure within the company.
Efficient start on the first day
A tight induction plan should be in place on the first day. Interim managers must come on board quickly and efficiently in order to take on responsibility immediately.
Best practices are here:
- A compact overview of processes, business model and current challenges.
- Individual discussions with key persons in the first few days.
- Open discussions with employees and stakeholders to record expectations (“Expectation Management”).
Companies should actively facilitate these discussions, for example by scheduling important meetings. It is also important to ensure that the interim manager has access to all relevant information and systems.
Use of tools and rapid action planning
At the same time, it can be helpful if interim managers bring their own analysis tools or proven templates with them and are allowed to use them. The company should be open here and check compatibility with existing systems, as such tools can speed up the stocktaking process. In general, the following applies: In the first 2-6 weeks – depending on the duration of the mandate – the interim manager must analyze the situation, make quick diagnoses and develop an action plan with milestones together with those responsible . The organization should actively support this phase, for example by scheduling regular meetings to coordinate the emerging concept. Early successes – so-called ‘quick wins’ – help to pick up speed and gain the trust of those involved.
Continuous exchange and fixed contact persons
Another best practice is to establish a regular exchange between the interim manager and the client. Weekly updates or jour fixe meetings ensure that everyone involved is aware of progress and next steps. Prompt feedback in both directions helps to clear up misunderstandings and make course corrections if necessary. Companies should also provide the interim manager with a permanent contact person or sponsor – a person of trust within the company who can help with questions about structures, decision-making processes or informal practices. A well-organized induction process with clear points of contact is a key factor in ensuring that the interim manager fits seamlessly into the company.
Clear from the startHow roles and communication support interim managers
A clear allocation of roles, unambiguous objectives and structured communication are crucial to the success of an interim mandate. If responsibilities, expectations and information channels are clearly defined from the outset, the interim manager can act quickly and gain acceptance within the company.
Clarification of roles and definition of objectives
A clear definition of the assignment is the be-all and end-all for interim mandates. The task, area of responsibility and expectations must be clearly defined and communicated from the outset. Clients should set out in a mandate letter or kick-off meeting which goals the interim manager is to achieve – and ideally also what is not part of their tasks. These non-goals prevent overlapping competencies or an overload.
Example: Focus on implementing the new supply chain strategy, not on restructuring sales.
Clarifying roles also involves defining decision-making powers:
- Can the interim manager make personnel decisions independently?
- What budget powers does it have?
- Which resolutions need to be voted on?
Clear powers give authority and avoid frictional losses.
Fixed contacts and integration
It makes sense to assign fixed contacts to the interim manager: a sponsor in top management and additional specialist contacts in the key departments. These help them to quickly find their way around the “who’s who” and bundle queries. Example: An interim IT project manager is assigned contacts in both IT and the relevant specialist department.
Transparency in the team
Early and clear communication is also crucial within the team. The interim manager should introduce themselves, explain their goals and explain how the collaboration will work. At the same time, the team must have the opportunity to ask questions. This creates trust and provides security. Overall, the following applies: clear roles, defined communication and accessible contacts are the framework that provides the interim manager with orientation and the ability to act.
How to overcome common challenges in interim onboarding
Despite careful preparation, typical stumbling blocks can occur during the induction of interim managers.
Here are some common challenges and how companies can proactively address them:
Acceptance and cultural resistance
Employees are sometimes skeptical of temporary managers, especially when far-reaching changes are associated with their deployment. Solution: Early and open communication creates acceptance. If management and executives officially introduce the interim manager, explain their role and emphasize their support, employees are more likely to feel obliged to work with them . It is also important to convey the meaningfulness of the assignment (“We brought in Ms. X to get production back on track – that will help us all”).
Unclear expectations or conflicting goals
If the interim manager’s task profile remains vague or different stakeholders have different expectations, there is a risk of conflict and inefficiency. Solution: Absolute clarity right from the start. The objectives must be set out in writing and communicated to all parties involved. A joint kick-off meeting with management and, if applicable, division heads serves to ensure that everyone has the same understanding of the mandate. Defining non-objectives (as described above) also helps to prevent disputes over authority.
Information deficits
If the interim manager initially lacks important documents or access, they lose valuable time. The devil is often in the detail if certain KPIs are not available, important documents are incomplete or access rights to IT systems are missing. Solution: Careful preparation and structured provision of information in advance. Those responsible should put together an “onboarding pack” before the start: this includes up-to-date reports, strategic concepts, organizational charts, process descriptions and access to relevant systems. An IT workstation with all authorizations should be ready to go on day 1.
Time pressure and overload
Interim managers are usually under great time pressure to get a lot done in a short space of time. Without clear priorities, the risk of overstretching resources increases. Solution: Set realistic milestones and priorities. A feasible roadmap should be drawn up together with the interim manager. This includes the company relieving the interim manager of less urgent tasks if necessary (delegation to the team or postponement of secondary topics). Regular feedback and status checks help to identify whether the schedule is holding or needs to be adjusted. In addition, successes – however small they may be at the beginning – should be recognized and communicated in order to keep motivation high.
Messy handover at the end
The final challenge is the handover of the mandate. If the interim manager leaves the company without sharing their knowledge, gaps can arise. Solution: Plan the handover process from the outset. Ideally, the successor should be (permanently) appointed at an early stage so that an overlap is possible. In any case, the interim manager should prepare a detailed final report and documentation of all measures taken towards the end. A final handover meeting with all stakeholders ensures that responsibilities are transferred.
Structured onboarding pays off in several ways
Temporary managers can be a great asset for companies – provided their deployment is approached in a structured manner. From careful selection and accelerated onboarding to the planned handover, certain success factors need to be taken into account. Clear objectives, open communication, fixed contact persons and feedback help to integrate interim managers productively from the outset. In this way, the interim manager is perceived as part of the team – as a driving force on an equal footing who quickly helps the company move forward. With structured induction and support, interim managers can act independently after just a few days and deliver added value – exactly what they were brought in for. The investment in well thought-out onboarding therefore pays off several times over: The interim manager achieves results faster, the employees follow suit, and in the end there are lasting benefits for the company.
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