With its flexible role, the interim manager has a special and difficult position in a organization. Not only do they need to be “up and running” quickly to meet the goals set realize. With their arrival, they usually change team dynamics and experience the abrasiveness of the new team formation process.
The composition changes
Because the interim professional is added to the team or replaces someone on the team, the composition of the team changes and with it often the dynamics. So how can you as a professional with your set of knowledge, your unique set of skills and behavior best help the client? And how can you do your assignment with more ease and pleasure? And how can I as a client best respond to that?
90% of success has to do with personal skills
Because to develop, Annelies Ruis of WerfSelect asked me to develop a training for interim professionals. After all, 10% of the success of an assignment only has to do with knowledge. What you bring in terms of personal skills is often much more decisive.
Training: Next Level Interim Management
In five training sessions, she learned to use herself more as an instrument. As a former marketing manager, I know how important the position of such a hired new professional can be. By working experientially and using cases from daily practice, the participants learned to deal more effectively with difficult situations in an assignment. These were wonderful trainings where the participants got to know themselves and each other on a deep level. That tastes like more. Next year the new group will start.
Influencing Team Dynamics
I also taught them how just 3 simple rules underlie an effective team and the powerful role they can play in it. Because it’s not easy to lead or be a member of a team. The complex systems, the large responsibilities and the huge amount of signals that are thrown at you every day create new dynamics every time.
Change is the constant
It is important to note that these rules are subject to change. The environment changes, the team develops, a crisis arises, someone leaves or a new member joins et cetera. It means that new dynamics are created each time, creating the potential for conflict or dysfunctional contact. It may also mean that norms, values, processes and ways of working need to be revisited and even adapted.
Read more about the 3 rules of thumb and the search for the perfect team in the box below. And Get access to the research on which these rules are based.
3 rules of thumb of the perfect team
Have you ever experienced that “flow” in your team? It’s a special feeling. Time seems to stand still and results are achieved – with creativity, intelligence, experience and guts – effortlessly and with pleasure. And suddenly there is a disturbance that takes you out of that zone. So how do you get back in?
Rules of thumb for teams
Team development is particularly complex because there are so many factors that can upset the balance. You can apply three simple rules of thumb – based on research on the perfect team – to development issues that apply to both start-up and mature teams. It leads to more openness, trust and commitment. The team’s – hidden – potential is tapped and gaps are better addressed.
Rule 1: Listen and understand with empathy
Can you listen with empathy? Can you put aside your own opinions and goals and truly understand the other person? It means not just looking at the behavior or motivation, but paying more attention to the source of the two. Why do you think this is important? What are the consequences of doing this? How does this relate to the interests of others? You do this to clarify the interest of “the other” – often that is sometimes a question for “the other” as well. Awareness at the source gives insight into the common and the difference. It also makes “the other” seen. That is often half the battle if you want to reach decision-making. Have I been heard?
Rule 2: As many vaan the word
To leverage team intelligence and team capability – which are greater than the sum of all individuals – you want to accomplish two things. You want to tap the talents, skills and abilities of each member to make the most of the team’s diversity. And you want everyone to give commitment. By giving everyone time, you gain insight into each perspective and there is opportunity for everyone to commit to the team, the collaboration and its goals.
Rule 3: working method based on existing talents and skills
The norms, values and methods are established based on the team’s talents, skills and abilities. It also gives insight into how to deal with individual and team gaps. One team benefits from self-direction, working in a small subgroup while another team currently has a strong need for hierarchy.
