A reference in:

Interim Management

A REFERENCE:

IN ICT RECRUITMENT

A reference in:

Executive Search

Executive Search Services

Our deep understanding of organizations of different sizes, cultures, sectors, in various stages of health and governance maturity, and our international coverage allows us to recognize the nuances and specificities of our Customers and to identify the leadership competencies and industry and role-specific expertise in Managers who will boost their project.

 

Methodology

Structured interviews lead to a careful selection. The evaluation takes into account the technical and managerial skills, the emotional capabilities and the potential to adapt.

 

The signature of a strict “Confidentiality agreement” is required to become candidate, as we most often than not discuss confidential corporate information in the assignment interview.

 

Step 1 : Intake meeting and scope analysis

Don’t rush before you understand.

 

During this very important meeting(s), the Partner will identify the needs of the Client Organisation. The scope of elements to take into account and the pursued objectives are thoroughly analyzed with the Client.

 

This takes into account “objective” data as well as the more “subjective” elements the Manager will need to address. Subjective elements can range from management style, formal or informal communication ways of specific people to the identification of power lines and resistance to change.

 

Based on this information and together with the Client, we define the profile, tasks and accountabilities of the future Interim Manager.

 

Step 2: Assignment letter

Verify and agree

 

To make sure we have understood the needs of the Client we put the elements and conclusion of the Intake meeting in writing and transmit it to the Client for review and approval.

 

The Assignment letter covers at least the following elements:

 

Step 3 : Selection and presentation of adequate interim managers

Shape the solution

 

Structured interviews lead to a careful selection. The evaluation takes into account the technical and managerial skills, the emotional capabilities and the potential to adapt.

 

The signature of a strict “Confidentiality agreement” is required to become candidate, as we most often than not discuss confidential corporate information in the assignment interview.

 

After screening and in-depth interview of potential candidates we propose some Managers candidates to be interviewed by the Client.

 

Step 4 : Closure

Nothing exists until it is signed

 

Managing closure of the assignment is now essential. Arrowstone provides to both our client and final candidate sensitive support in bringing negotiations to a successful conclusion.

 

Step 5 : Prepare day one

Be aware that the first impression lasts forever

 

Arrowstone stresses the importance of preparing the arrival of the Manger, and most often prepares the necessary communication with the Client and the Manager.

 

This is very important to avoid misunderstandings and unnecessary resistance and underlines the importance of the assignment to all staff.

 

Step 5 : Monitoring & follow-up

The Mirror effect

 

Today’s managers must “hit the ground running” and are faced with lots of challenges, some expected and some that were not clearly identified at the start, some experienced before by the manager, and some not.

 

It is not reasonable to think that our work as provider stops when the manager steps in.

 

Depending on the nature of the assignment, and with the agreement of the Parties, the Arrowstone Partner provides supporting services after the intake through what is called “Shadow management”. Having very regular face-to-face contacts with the Manager, where he can speak totally freely about all aspects of the situations he faces. The Manager will off course have superior technical knowledge in his area of expertise, but a “sounding board” or an intellectual and emotional “sparring partner” is invaluable to stay alert, strategic and open-minded.

 

The Arrowstone Partner who takes the role of “listener and challenger” must have a very wide management and business culture, must be  curious and be a very creative thinker.

 

Arrowstone puts also its large network of contacts at the disposal of the incoming Manager.

 

The Arrowstone Partner can be a real accelerator for the interim manager.

 

Usually, this involves weekly contacts with the incoming Manager during some months. This service comes at no additional cost.