In the role of interim manager or sparring partner I go above and beyond “pure consulting”. I get down to business, I go into detail. Organizations can in-source me to the extent to which they need me. As a „semi internal manager“ I work within the organization and hold additional responsibilities (as compared to pure consultancy) – decision making responsibilities in general.
In smaller organizations it is not feasible to have a full time HR or organizational development manager. However, each organization needs someone to align and develop the organization and its people strategically. Thus, the executive director of a small or medium sized business might find him/herself in the role of facilitator of internal workshops – a role which might not always be appropriate.
I solve the double bind: the organization can hire me as HR and organizational development manager with a limited time budget. In return it gets the know-how and qualified expertise, which normally only large corporations can afford. I am available to employees and management on a regular basis, to build up and manage the HR and organizational development process. The customer has absolute certainty that I strive for a close and long term partnership.
Decision making as a managing director can be a lonely business. However, experience shows that reflecting on decisions, weighing various options and discussing risk and opportunities builds sustainable and lasting decisions. If a counterpart is missing in the organization – whatever the reason – I am an experienced, tried-and-tested sparring partner. I assist executives as they work through a strategic or structural change, identify risks and inconsistencies and generate next steps. If required I also translate abstract decisions into operational goals and tangible actions so that management and employees can implement these decisions.
When there is a shortfall in board members’ resources for monitoring and promoting another complex strategic project I can assist as an interim manager, e.g. for a large scale IT implementation. The focus of my consultancy is to speed up major decisions. I identify unrealistic demands or project blockages and see to it that they are solved accordingly. I take on the sandwich position between hierarchies or business units knowingly. I am both buffer and translator. I break down visions and decisions of the board into goals and actions for employees. I lobby in the opposite direction when the detailed view of employees on operations or of customers’ problems is missing in top management. I use my consultancy training accordingly: acting like an internal agent on the one hand, I keep my professional distance on the other hand. Due to my personality I can work with people from all walks of life and hierarchies, adapt to the organization quickly, grasp their needs and react accordingly.
„I am an equal partner. I am a good listener. I lend my thoughts, experiences and competence. I am an external perspective, decision maker and implementer.“
„If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.“