\r\n\tFinding a good interim\r\nexecutive\r\nis typically a very difficult task for most companies and because\r\nof this difficulty often end up putting someone in the role who they happened\r\nto run across and not someone who has exactly the right competencies and\r\ncultural fit they need.
"},"body":{"body":"\r\n\tFinding a good interim\r\nexecutive\r\n\t is typically a very difficult task for most companies and because\r\nof this difficulty often end up putting someone in the role who they happened\r\nto run across and not someone who has exactly the right competencies and\r\ncultural fit they need. The difficulty\r\nis driven by 3 key barriers:
\r\n\tUnderstanding and then overcoming these barriers is\r\nthe key to bringing the best interim executives into an organization.
\r\n\tThe best way an organization overcome the sourcing\r\nbarrier is by engaging with companies that market and maintain a network of\r\ninterim executives for hire. By\r\ndefinition, if the professional has submitted their information to these\r\norganizations, they are willing to take on interim roles, regardless that their\r\nresume has them still working for their previous company. Additionally, these companies often have\r\nsignificant experience with the professionals and can quickly assist you in\r\nsourcing 3-5 professionals that are on target.
\r\n\tThere are easy steps to avoid the internal insecurity\r\nbarrier once leadership understands that this unstated problem is actually a\r\nproblem. The key is clear communication\r\nfrom leadership that this is truly a short-term gig. Even if the company and the interim executive\r\nare interested in a potential longer-term relationship it’s critical that both\r\nmanagement and the interim executive communicate openly and credibly that their\r\ndesire is an interim role and then to move on. \r\nIt also helps to define a specific objective / initiative as part of the\r\ninterim role that has a clear beginning and end.
\r\n\tNegotiating reasonable fees requires first that you\r\nalways communicate to the professional that they are one of several interim\r\nexecutives the organization is considering. \r\nWithout perceived price competition, it’s difficult to drive down the\r\nrate. This can be independent of\r\nsourcing multiple candidates but it helps to actually have several quality\r\nchoices. Secondly, it usually works\r\nbest to use an anchoring approach and suggest a rate instead of asking for the\r\nprofessional’s rate. Using Annual\r\nSalaries instead of hourly rates in your \r\n\t“anchoring”\r\n\tis usually more effective. It’s\r\nimportant to understand that someone willing to take an interim role whether\r\nthey are really good or not so good have the same alternative to the interim\r\nrole. That is, continuing to look for\r\ntheir next gig and be paid nothing for a period of time. So, if done effectively, organizations should\r\nnot have to pay more for a higher quality interim executive and shouldn’t be\r\nchoosing lesser interim executives because of price.
\r\n\tThe key to hiring the best interim executive requires\r\norganizations to overcome these 3 barriers with some simple tactics. The most important piece of the puzzle is\r\nsourcing a number of strong candidates and all else follows naturally. Organizations that are effective at this are\r\nable to bring great expertise into their organization at an affordable price\r\nand can dramatically improve their organizational competencies and performance.
"},"authorName":"Cezar","authorBio":{"authorBio":"Founder of Skillmeter: https://skillmeter.com"},"publishedOn":"2019-12-10T18:30:08.773Z"}},"pageContext":{"id":"1696f0bb-38b1-5a2e-8c71-0bd29724554e"}}, "staticQueryHashes": []}