How an interim manager refresh companies and inspires growth

Interim management originated in the 1970s in the Netherlands as a flexible solution in response to long notice periods for managers and high severance pay. It gradually spread to other countries in Europe, Australia and America. In the Czech Republic, it first appeared during the privatisation of state-owned enterprises in the form of crisis managers, but it has only found systematic application since 2009, i.e. during the international economic crisis. Roman Škulavík is an interim manager who embarked on this career at a time when interim management in the Czech Republic was practically in early stages. Now he has dozens of successful projects under his belt. He is not afraid to say unpopular things to his customers. This, among other things, is an essential characteristic of a quality interim.

• Roman, how did you get into interim management and what did you enjoy about it and we assume that you still enjoy it?

I got into interim management nine years ago when I was approached by a consulting and advisory firm. I didn’t see the progression and purpose in my job anymore, so I have chosen the freelance way.

When making my decision, I did a SWOT in my head, then on paper, and it came out that I made the right decision. What I like about IM is that my performance is immediately visible, then the freedom, I mean even to say unpopular sentences/things to the owner and then that one gets experience from different positions and companies that really need and appreciate this service. From most missions interim takes away connections and happens to be approached by the same client more than once. Personally, this has happened to me three times. Gradually I became independent and worked directly for several years in companies that were happy to use my services.

• How do you personally perceive interim management and what benefits does it bring?

Interim management is the deployment of an experienced manager in a temporary position to solve specific challenges or projects over a period of time. I would mainly highlight the following key benefits:

1. Flexibility and immediate availability of a quality interim manager who has full performance. They don’t have to go through an adaptation process, they simply and easily step in and immediately engage with the issues and deliver results.
2. Another thing I would mention is the independence of the view of the company, the situation in it.
3. Quick orientation in the problem and how to solve it (not only immediately, but also systemically).
4. Taking over the client’s problem. That means, I personally report to the client and he can do something else he is skilled at.

• How do I recognize a really good intern? We feel like they’ve been everywhere these days.

There are plenty of interims, that’s true. There are many who have picked up a handful of experience and want to try and try this way. However, it’s not a solution for everyone. Personally, on two occasions I have started after an IM who was not so fit and had to be replaced. So let’s summarize a few basic points:

1. He can handle time management. The way I worked was that sometimes I worked “too fast” and the results were sooner than I expected. I.e. you don’t work eight hours, if you do, it’s ok 😊.
2. A good interim will ask for good money. I myself published not a sum, but an article on LinkedIn. It’s a time-limited service, paid well, but which will deliver results and it pays off for the company. But there are still many companies in the Czech pond that see only a number. Even though they have problems, they are not able to let go of anything extra. In such cases, there is no point in persuading someone to cooperate. It has to go by itself.
3. A good interim acts in the interest of the company, does not go against it, does not look at whether he works manday or hourly, but delivers results and knows how to sell them.

• The biggest decision makers’ “bogeymen” regarding interims are high costs and refunds, work in a team, misuse of acquired company information, (mis)matching of skills and expectations of results. Can you, Roman, allay these fears?

Like this. I wouldn’t worry about misuse of information. Every decent company signs an NDA, a non-disclosure agreement, with its business partners that is valid for years after the cooperation ends. It’s protection for both parties. As far as costs are concerned, the interim has social security, health insurance and other levies and taxes in the rate, any additional costs. It is simply a question of how both parties agree at the beginning of the collaboration. Personally, I’d rather pay extra for a more valuable and better quality item/service than argue, complain, or not be satisfied afterwards. It’s important to explain to the other party what’s behind it all. The employee also does not cost the company little.

• Roman, has anything surprised you about the interim management?

I am surprised and amazed at how many companies I know of (and there are many that I don’t) have basic communication problems within and between departments. This is a stumbling block in 90% of projects.

• How do you see the future of interim management and interim managers – would you be able to predict the development of this sector?

For me, it’s a matter of the maturity of the companies, the need to find people, the experience and branding of the individual IMs, providers and a mix of what I’ve mentioned. So to put it more clearly, as firms rotate people, interim management will be in demand. Some more, some less. I don’t have a crystal ball. The market is still evolving. But this is how I see it for myself.

• How do interim managers keep fit with so much responsibility and daily pressure for efficiency and results?

For me, efficiency and pressure for results are natural in this business. And so I don’t see it negatively. What I do have a hard time with, however, is unreasonable demands or dumping a portfolio of problems on my subordinates, including IM, when the supervisor is incompetent. That makes it hard to work, and truthfully that’s probably one of the downsides – you never know where you’re stepping. You can’t tell right away unless you know the company and the people in it well. A good interim managers should be continually educating themselves, and not just within their area of expertise. I wouldn’t forget personal development. It is not a bad thing to undergo a professional diagnostics from time to time, for example, where you can learn objective information about yourself and work on yourself, developing your strengths.

Who is Ing. Roman Škulavík?

Interim manager with many years of experience in plant management, production and quality, setting up and optimizing processes. Roman likes to be “SMART” and is focused on measurable outcomes.

• He considers Interim management as an investment, not an expense.
• His ability to adapt to different team dynamics and quickly identify areas for improvement makes him a valuable partner for any organization.
• Since February she has also been part of the AJKA-SOLUTION team as a Business Consultant.