2022, 5 business choices to make.

2021 is coming to an end and 2022 is just around the corner, but the uncertainty stays. The sense of the unknown can sometimes lead to having to make cornelian choices in multiple areas: the culture of the company, its organization, the relations between the employees or vis-à-vis customers and service providers, …

Below you can find some practical tips to help you make the “right” decision.

  • Planet or business first?

Nowadays planet and business go hand in hand, they are inseparable. To ensure the sustainability of a company, the support of its employees and the sustainability of relationships with customers and service providers, it is necessary to be able to show one’s ability to be part of an environmentally friendly approach. The crisis we have been through has forced companies to develop their resilience capacities on the medium and long term. Today companies must make an organizational and cultural change to be able to adapt more quickly, conform environmental changes. Resilience, agility, solidarity, proactivity, the ability to innovate and the adoption of common environmental, social and governance standards will soon become strong values of the business world and the new foundations of corporate culture.

The ROI for a business leader the social responsibility will prove to be an asset to achieve the defined business results. The added value of Interim Managers within a company will also be reflected in their ability to accelerate this symbiosis between the company and the environmental reality of tomorrow.

  • Controlling or empowering?


Being controlling is an established, but outdated, habitat of many business leaders. It can be understood because it is human to want to control the work of those you hire. However, the dominant or even interventionist approach of the boss is obsolete. To give everyone the freedom that is needed to undertake within a company it is essential that ‘power’ is shared and transmitted. Listening to ideas, giving feedback, appreciating the input received, adopting a positive and respectful attitude, knowing and helping employees with their personal goals, helping employees discover new strengths, giving them enough autonomy, supporting them when they achieve success and even more in adversity, are the responsibilities that entrepreneur of tomorrow must keep in mind. An Interim Manager who can help him breathe this new wind will quickly show his full value. He or she is often a perfect example of "self-empowerment" and will therefore be able to advise you better than anyone else.



  • The work environment: change or status quo?


How to organize the new professional space, divide working time between teleworking, possible hubs near the home of the employees and a presence at the head office… Not an easy puzzle. This matrix is likely to prove all the more complicated to solve, as (health) crises could follow one another, the environmental and mobility aspect will become all the more important and the mental well-being of employees will require space management in line with their own personality. An Interim Manager can bring a new and objective approach to this matter. An external view that paradoxically makes it possible, to make certain organizational changes that are difficult to carry out by fixed employees, more quickly. A good piece of advice to business leaders: observe the way your Interim Manager works in your company and take notes for your employees.


  • Innovation or stabilization?


Back to normal. It is normal wanting to catch your breath after a period of strong turbulence. Stabilize the foundations of the company after a storm. From every crisis, we must be able to learn lessons. In business, this is often equivalent to knowing how to innovate. Whether in the services or products offered, in the markets to be conquered or in the way of operating, the accelerated world forces us to prepare for "permanent change". Creativity should allow us to assert our human intellectual strength in addition to artificial intelligence for the time to come. The investment in external managers with temporary assignments will only be more profitable if in return, these high interim profiles allow the company to innovate faster or more sustainably. So, ask an Interim Manager what they would change first in your company.


  • Employees or contractors?


Of course, this equation is to be evaluated on a case-by-case basis, from one company to another. However, it is obvious that many bosses, during the recent health crisis, realized the need, or not, to contract their employees for an unlimited period. It is necessary to listen to one’s common sense when it comes to putting less of a strain on your company’s workforce and/ or costs. To accept that loyalty is not only measured by a contract, but by the intensity of the commitment. The generation of new talents that is emerging today is keen on their freedom and independence. The business models that have emerged over the last decade are in the direction of greater autonomy and greater flexibility.


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