| I would say that interim management providers get | | | | skills and abilities in a down to earth, common sense |
| about 30-50 interim management candidate | | | | way |
| registration forms each week from people wanting | | | | • Arrogance – some people expect clients to |
| to become interim managers. However when they | | | | be falling over them, it doesn’t work like that, |
| are sorted, a lot of the applications are from people | | | | you get out what you put in |
| who have been lured into the interim management | | | | • The Professional Qualification Brigade – |
| arena by the attraction of high day rates and tales | | | | some people assume that because they have lots of |
| of gold at the end of the interim rainbow. This may | | | | initials after their name that this is what clients want, |
| well be true for a small number of well qualified, | | | | when in reality clients actually want interim managers |
| exceptionally talented individuals but for most aspiring | | | | who have hands-on practical skills to help them make |
| interim managers the early days can be very hard | | | | a difference. This needs to be coupled with strong |
| and extremely challenging. | | | | people management skills and profound common |
| I know a number of people who have had very | | | | sense. |
| successful permanent careers but failed to transfer | | | | • Hard Work – not prepared to put the time |
| that success to their interim management career. | | | | into networking, writing letters, making telephone calls |
| Why I hear you ask? | | | | etc |
| There are many reasons. I have listed some of the | | | | • Family & Geography – not prepared to |
| more common ones below that I have come across: | | | | travel or stay away from home. It is very likely this |
| • Self-Marketing – the inability to market your | | | | will be a fixture of your interim career. |