HANDS-ON interim management

Crisis management can also be implemented the form of interim management. A crisis manager then enters a company that shows pathologies in certain areas and whose employees are often insecure and want an immediate solution. Spotting people's qualities quickly and finding the appropriate way to manage people is essential. There needs to be a really in-depth conversation with everyone in the company, as well as with all external stakeholders. This is the only way to really get to know the organization.

The decisive factors that promote a healthier corporate culture are: a well-founded structure and solid management. As a crisis manager, you confront people and hold up a mirror to everyone - management and executive staff - in the interests of the company. Because ultimately that is the goal, to make the company healthy and to equip it for the future. In reality, the core of the problem often lies with the organization of the company. A crisis manager must therefore be able to unravel the formal and informal structure of the company in an autonomous way, if any structure can be found at all. After the structure has been mapped out, management is scrutinized and, if necessary, adjusted, replaced or sometimes even not (in the case of superfluous functions). It is important to stimulate the people who are open to the change and to win over the people who are hesitant to the new approach. The crisis manager must have considerable psychological insight in order to do this. After all, it's not just about the numbers, but also - and above all - about the people behind the numbers. Getting people to work well requires leadership qualities, especially from the crisis manager.

In addition, results must also be achieved quickly, for example to avoid an impending bankruptcy. Companies often only engage a crisis manager when the financial problems have already progressed to such an extent that they are no longer able to resolve the issue themselves. In many cases it is almost too late. In collaboration with a team of accountants and other financial experts, a financial rescue plan is activated to identify and refine the problems and hidden finances. This again shows that it is crucial to notice and address the signals early on. A downward spiral does not stop on its own by simply ignoring the symptoms.

The focus of crisis management is on making short-term decisions with a direct impact, which will also have a positive structural effect in the long term. At the outset, it must be made clear that the task of the IM is not limited to "cost killer". The emphasis may be on saving the company, but the focus is also on further growth and a promising future.

Once the continuity of the company is guaranteed, the crisis manager also has to ensure follow-up. The right people should be appointed to keep the corporate culture healthy and further stimulate it. This is the only way to safeguard the future of the organization.