Blogging Interim Style

Attached is an article from Texas CEO Magazine written by Jerry Dilettuso, a friend and colleague  of Executive Smarts’s CEO Jim Stewart.  Jerry is a serial CEO adept at reversing distressed situations.  He is an instructor in the Business Leadership Center at the Cox School of Business at Southern Methodist University where he offers a seminar of the same name as the article.  The article was originally published in TEXAS CEO Magazine.  Jerry regularly speaks to groups and organizations on “The Five Roles of the Chief Executive Officer.”  He can be reached at jerryd@dilettuso.com and 972-569-7848.

To read the article click on the link below.

Texas CEO Magazine Five Roles

The advent of interim executives, managers and professionals is becoming more prevalent in the United States, partially as a result of the financial crisis of 2009 and 2010.  While the trend for interims already had a foothold before our financial problems (and has been very strong in Europe), recently more and more companies are looking to interims as a way to get things accomplished in their organizations without adding to headcount or incurring long-term commitments.

 The primary reasons for this trend include:

• Lack of internal resources – Following the massive layoffs that preceded and continued during the financial crisis, many companies rid themselves of the unique skills that were utilized only infrequently.  Now, when that same company is trying to start new initiatives, the talent needed make those initiatives a reality is nowhere to be found.
• Lack of bench experience – Having already cut staff to the bone and working remaining employees long hours, the company has little or no capacity to take on additional tasks or work on projects that can assist in increasing revenues/profits.  The bench of future project leads, managers or executives is very lean or non-existent.
• Fresh Perspective – New perspectives that bypass the “this is the way we have always done it here” mentality can provide breakthroughs that no one thought possible.
• Desire for confidentially – Sometimes the CEO (or other executive) wants to undertake studies that he or she does not want to make known to others.  Additionally, the executive does not want to utilize the current staff to delve into projects that may have a significant impact on the company’s future.
• Time-sensitive need – Many important, critical projects can have a short duration.  Companies are reluctant to staff projects with new employees.  They are also hesitant to pull someone off of the daily work they are performing to work on short-term initiatives.
• Need to take action – Unlike consultants who analyze situations and offer recommendations on solutions, interims actually take the actions that get results.
• Unexpected vacancy – The departure of a key employee can leave a huge gap in an already strained workforce.  As companies conduct the search for a replacement, they have needs that are not being fulfilled.
• Avoid making hiring mistake – Given the high visibility of making a new hire during a time of fiscal crisis, many managers and executives are reluctant to hire an unproven individual and potentially bear the wrath of peers and other employees should that person not “hit the ground fully running.

In short, companies want the knowledge, expertise, experience and abilities that interims can provide cost-effectively, with no long-term commitments.