Building a business case for interim talent

The world of work is changing, yet often attitudes in the workplace are stuck in the past. This is particularly true of many views towards interim leadership, interim management and contract professional talent, which are frequently attached to a reactive strategy that is no longer the norm.

In the not-too-distant past, interim was considered the emergency fallback solution in times of disruption—when someone may have left unexpectedly or when a crisis emerged. It was only then that an interim talent provider would be consulted to provide the interim executives that would keep things running. Events of recent years have demonstrated that the unexpected will happen, and thoughts of interim talent shouldn’t start at the time of need but instead be part of a proactive, forward-thinking strategy.

This may make total sense to you—but do others in your organization share your understanding? The answer is often ‘no’. Many people still hold mistaken beliefs that interim leaders are sub-standard and can’t hold down a full-time position, or that interim talent is best sourced internally to keep everything inside the business, or that it will take too long for an interim to get up to speed. These are all common misconceptions about interim talent that need to be addressed.

We’ve created our own matrix to empower you with the answers to some of the most common questions about interim leadership and professional talent with comprehensive, compelling answers. Take a look and prepare yourself to address the questions that various stakeholders in your organization will surely be asking.

Download our matrix for addressing common stakeholder needs and interests.