and addressing the conflict before commencing the work.

Alternatively, because the 'Managing Interim Executive' will not have equity in the business, he is often uniquely well-placed to jhelp that business. He/she would be less susceptible to conflicts of interest, thus an'Interim Manager' can bring more objectivity not available to most permanent executives. They are able, too, to offer precious experience to a situatioon, transferring their skills from
running a bigger business to those of a smaller one. Indeed a decent 'Interim Manager' is likely to be more frank and challenging and not afraids of 'rocking the boat' if that what his or her's experince advocates.

Smaller businesses are often more volatile than larger ones as their futures can be far more uncertain and they are very much affected by the personalities involved. the larger the organisation, the less likely they are affected by an individual's personality The success can rapidly turn to failure in a small concern and it would, therefore, be necessary on the 'Interim Manager to react quickly; something they would well able to do not having to carry any historical baggage!

Resources within a small organisatioon can be tight, even a highly successful one can have trouble with cash; fast growing businesses can lurch from one cash crisis to another, even though they may boast healthy profits. This, initially may pose a problem for th'Interim Managers' as utilising an 'Interim Management' facility can initially appear to be expensive. However the Owner/Manager
of the business should be aware that 'Interim Managers' are rarely interested in Equity. In this sense an 'Interim Manager can be inexpensive because Equity long term is very costly. Their skills, knowledge and expertise should be rewarded with cash - by definition the 'Interim' isn't interested in the sort of commitment, apprpriately rewarded by Equity.

Thus the problems 'Executive Interim Managers' should be asked to address should be the most important for the future success of the business. Utilising an 'Interim Manager' on the face of it, may appear expensive, but if it's a resource that ensures the business survives, then it is money well spent and of course prove to be very 'cost effective' in the long run.

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J Hadley writes on behalf of Executive Interims - Supply Chain Practice. See: www.executive-interims.co.uk

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