The Post-COVID Interim Leadership Awakening
This article was contributed by Anthony McKay
Over my 14 years in Australia, I have had an interesting journey. In 2011, I arrived in a market that perceived Interim Leadership as a work cover or absence-based role. While that is one aspect of Interim Management, and I do deliver projects with that mandate, the immaturity of the market and the reluctance to understand the value that interim executives could add to a business were frustrating.
During the pandemic, businesses were forced almost overnight to think and operate differently. Businesses of all shapes and sizes had to rapidly set up their workforce—or part of their workforce—from home to continue operating successfully. This was done with such success, primarily because we had no choice. I have been told on multiple occasions how smoothly these transitions went, considering the scale of the task, and that if this had been a conscious and strategic decision by the organisation, it would have taken over a year and likely failed.
Post-COVID, there has been a shift toward nonlinear thinking. I am having more conversations with organisations about how to drive greater efficiency, and there is a growing realisation that the person a business needs to execute a particular outcome may not be the same person they need afterwards. Additionally, there was a reluctance before COVID to accept a four-day working week, especially for transformational projects.
When a transformation project was discussed and the comment “five days per week” was mentioned, I would always ask, “Why five days?” The project may require seven days per week—certainly in the initial phase—or I can present you with a candidate who can deliver your desired five days’ worth of work in three days.
Since COVID, I am pleased to say that it is more common to have a full-time role structured as three or four days per week. The organisation saves money, and it also allows the individual to manage other commitments.
There continues to be a surge in executives exploring the interim management offering. Currently, the most common reasons include:
Executives 'trying before they buy': Executives join initially as interims to deliver a project. Once the project is complete and there is sufficient work to keep them engaged, they are happy to discuss continuing in various capacities.
Transferable skills: Almost a taboo phrase pre-COVID. Interim executives are now moving into different sectors to drive outcomes as business leaders increasingly recognise the benefits of cross-sector maturity and fresh perspectives.
Roles that resonate: The tenure of the role is not as important as the work itself. We all have our strengths, and interim professionals bring their own specialisations. As a result, businesses actively seek that expertise.
The three areas in which I categorise the interim world:
Short-term fill-ins: I will always have requirements for work cover or absence-based roles. Most of these assignments are to provide cover while an organisation runs a permanent search. The interim executive can identify low-hanging fruit, assist with the search process, and help transition the permanent hire into the role. They gradually scale back as the new hire settles in.
Major projects: Interim executives lead and implement projects where their expertise and experience directly contribute to achieving the organisation’s desired outcomes.
Fractional work: An interim managing more than one project at a time. This concept originated in the private equity space in the US (allegedly, although no one has claimed to be the pioneer yet). Typically utilised by private equity-backed organisations, venture capital, and small enterprises that cannot afford or justify a full-time resource.
As the interim market matures and the nature of work evolves, organisations need to embrace agility of thought. We have four generations in the workforce for the first time, with a digitally focused generation now managing the 'analog generation.' This brings divergent ideas and attitudes toward life, work, and motivation. Technology is moving at such a rapid pace that keeping up is essential for maintaining a competitive advantage, with an increasing focus on data and the customer. AI is streamlining processes by replacing Excel spreadsheets, although we must still retain our ability to think laterally.
As businesses face rapid change, market disruptions, and leadership gaps, the role of the interim executive is becoming increasingly valuable. These highly skilled professionals bring specialised expertise, objective decision-making, and agility to organisations in transition.
The demand for interim executives is expected to grow as businesses prioritise flexibility, specialised leadership, and results-driven management. Organisations that embrace this model will benefit from experienced leaders who can deliver both immediate and long-term impact.
If your organisation is navigating change and requires strategic leadership on an interim basis, contact us to explore the benefits of an experienced interim executive.
