New rules, fair game



By Alexander De Beir, Managing Director

New rules, fair game


We have already said this: “In the corporate world, most crises cause change”. Some are temporary, others more permanent. In the second case, we can talk about game changers, because they have a structural impact on the working methods.


When we look closer at what is happening in the Interim Management market, it is clear that the sector is booming. More and more bosses and boards of directors trust high profiles to help them manage their business and the challenges that lie ahead. Fortunately, faced with this demand, we feel the desire of a growing number of talents, to fly on their own wings. They are part of the new game changers and their role in the economy will only increase.


Talent doesn't wait


In this context, it is no longer just a question of transition, but also of accelerating the transition. In order to acquire the best talent, companies must be ready to respond quickly when an opportunity occurs. Our job is to be efficient during this precious time for the companies that rely on our expertise: finding them the most/best suitable profile in the shortest amount of time. In order to act swiftly and precise, it is necessary that preliminary work and a continuous dialogue between interim managers and our team, precede the selection of the perfect "match". Whether it is on a general, financial or operational management level, the challenge stays the same but the error margin increasingly reduces.


Trust and accountability


This trend is well illustrated through the rise of remote work.

As a symptomatic effect of the past eighteen months, teleworking continues to occupy discussions on the labour market. As we can read in the interview with Paul Denayer, CEO ProLupin GmbH, the subject no longer seems to be controversial in Germany. But in Belgium it continues to cause tension. Some bosses do not seem inclined to accept this new way of working for a longer period of time. However, an increasing number of employees and Interim Managers are claiming this flexibility. In my opinion, they perfectly embody the best approach to this remote work, as long as it is partial and inspired by the efficiency of the work to be provided. Physical meetings or face-to-face exchanges remain of interest in certain situations, where for other matters, working remotely may be of preference. Let us practice leaving everyone free to make their own organizational choices, in dialogue with the company that contracts them. Knowing that this type of freedom goes hand in hand with an increased sense of responsibility.


Accountability... of the boss!


Another phenomenon even more present is the ‘necessary involvement of the boss.’ Today, it is no longer enough to hold the financial reins of a company to attract talent. It is of utter importance as a CEO to also personally commit yourself to the organization. Independent professionals who accept temporary assignments do so if they feel a personal involvement of their temporary employer. The mere financial appeal of a mission is simply not enough. It must have a purpose. Business leaders and Interim Managers need to share this purpose so that together, they can value the work that is done. So, the result is worth the effort. And the "game" crowns not one, but two winners. Isn’t that great?

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