🔄 What if the interim mandate isn't right?

Interim management mandates often arise under time pressure - be it due to a sudden vacancy, a transformation or an acute crisis. There is often little time to prepare the mandate in detail. In the initial discussions, both sides try to clarify as much as possible: What tasks are involved? What skills does the interim manager have? Does the workload fit?

However, even with the best preparation, the framework conditions in the mandate may change:
🔹 The original clients withdraw.
🔹 The operational line takes over and evaluates the assignment differently.
🔹 Expectations of the role and impact of the interim manager are shifting.

Such situations require a high degree of flexibility, transparency and communication. An open dialogue about goals, scope and new expectations is required... ideally at an early stage.

We interim managers are used to working pragmatically. In many cases, we succeed in creating real added value even under changed circumstances, perhaps differently than originally planned, but still effectively.

And if nothing works? Then early termination of the mandate is also possible. However, this step should be chosen carefully. Because it also sends a signal to the team and the organisation: "Yet another person quitting - how bad is it really here?"

Hence my conclusion:
💡 Even if a mandate is not ideal, it is often worth looking for solutions together in order to make good use of existing expertise. After all, it's not always the perfect fit that counts, sometimes it's the ability to make the best of an imperfect situation.