Interim Manager in the Realm of a Single Ruler: The Challenges No One Prepares You For
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LEADER
nad sebou kontrolu a začínají nabourávat strategické
kroky nastavených změn. Ztrácí tvář a v jejich očích jste
jejich zaměstnanec, ne partner pro změnu.
Další nástrahou je rodinná atmosféra s neformálními
vztahy: kolegové se znají roky, občas jsou příbuzní.
Když musíte někoho propustit nebo změnit jeho roli,
není to jen pracovní záležitost - zasahujete do osobních
vazeb.
Malé firmy často spoléhají na improvizaci. Funguje to,
dokud se nestane průšvih. Neexistuje záložní krizový
rozpočet ani krizový scénář. Interim manažer je tak nu-
cen „stavět záchranný člun“ uprostřed bouře.
Interim mandát má omezené trvání, často 6–12 měsíců.
Přitom změny ve firmě, která je zvyklá na stabilitu, se
prosazují pomalu. Úkol je zvládnout „rychlou chirurgii“
a přitom nevyvolat šok.
Práce interim manažera v malé či střední firmě s jedním
majitelem je často jako chůze po laně bez záchranné
sítě. Vyžaduje nejen manažerské schopnosti, ale i jem-
ný cit pro psychologii, diplomacii a načasování. Kdo
se dokáže pohybovat mezi tvrdými daty a měkkými
vztahy, má šanci nejen zvládnout krizi, ale i odcházet
z firmy s dobrým pocitem a s otevřenými dveřmi pro
budoucí spolupráci.
In such a company, everyone is used to one ultimate
truth. Decisions are made quickly, sometimes even
impulsively, and discussions tend to take the form
of “yes, sir” rather than an exchange of arguments.
Introducing a structured decision-making process into
such an environment is like teaching a fish to walk:
it can be done, but the water will never be the same.
The impulse to bring in an interim manager usually
comes from the owner themselves. At first, when
changes are being set up and implemented with their
approval, the owner takes on the role of the leader
of those changes. This works until the moment they
begin stepping away from day-to-day operations
and start to feel they are losing control of how their
company runs. Any change in processes, branding,
or management style can be perceived as an intrusion
into their personal “self.” At this point, owners often
lose control, undermining the very strategic steps they
initially agreed upon. In their eyes, you are no longer
a partner for change, but just their employee.
Another pitfall lies in the family-like atmosphere with
its informal relationships – colleagues may have known
each other for years, sometimes even being relatives.
When you have to let someone go or change their role,
it is never just a professional matter; it touches personal
bonds.
Small companies also tend to rely heavily
on improvisation. It works until something goes
wrong. There is no contingency budget, no crisis plan.
The interim manager is therefore forced to “build
a lifeboat in the middle of a storm.”
An interim mandate is limited in duration, often
6–12 months. Yet in a company accustomed to stability,
change takes time to take root. The task is to perform
“quick surgery” without triggering shock.
The work of an interim manager in a small or medium-
sized company with a single owner is often like
walking a tightrope without a safety net. It requires
not only managerial expertise but also a fine sense
of psychology, diplomacy, and timing. Those who can
navigate between hard data and soft relationships have
a real chance not only to manage the crisis but also
to leave the company with a sense of accomplishment
— and with the door open for future cooperation.