The interim manager is an executive with proven corporate experience. With a high level of maturity, he or she must put his or her skills (technical and interpersonal) to good use in the mission. In the same way, the interim manager must be able to share the lessons of his or her past experiences to win the appreciation of his or her team.

Working with the team, the interim manager must be operational and provide relevant solutions. One of his first tasks is to identify, understand and master the company’s processes. One of the most important elements for an interim manager is to remain in control even in situations of urgency and/or difficulty. He or she is resilient in the face of pressure, so as not to lose sight of the objectives set for him or her. His neutrality and objectivity enable him to respond to any situation in a clear, structured way.

Bridging assignments are not intended to last longer than 12 months. As a result, the manager has little time to immerse himself or herself in the company’s culture, and must therefore listen attentively, without becoming overwhelmed or indifferent: he or she must find the right balance to ensure the success of the transition project. An interim manager’s open-mindedness is directly linked to his or her ability to listen. The more qualitative the listening, the more she or he hears her or his colleagues’ fears, expectations and, above all, their vision. In addition to working on relationships, this quality enables us to broaden the scope of possibilities for the successful completion of the mission. Beware, however, of falling into a form of hyper-sensitivity and changing strategy according to external influences.