Lene Holstad has been an interim manager in a wide range of companies and has had profit-and-loss and leadership responsibility for more types of business than most. So what is it that draws her to interim management?
How did it start?
‘It started in 2002. I was working at Telenor but was released from my position during a restructuring process. So I set up my own company and found myself an assignment. Interim management was not so widespread back then. I was taken on permanently, but after a couple of years I wanted to move on and build new knowledge, so I continued as an interim manager. I liked the way of working. As a consultant, I had been responsible for specific projects, but the implementation was to be done by someone else. In the role of interim manager, I get broader responsibility. I am involved in everything from initiation to execution. When I hand the baton over to a new permanent leader, the tasks are completed and ready for continued operation. There shouldn’t be lots of loose ends. I get a completely different sense of ownership. Ownership is probably a key word for me, yes,’ she says, holding her hand to her chest.
Lene has been interviewed by Christer Andre Flatøy, who researches interim management. She says she likes to use the metaphor that, as an interim manager, she is a director at a theatre who has sold in a performance that people are going to see. ‘My job is to help the people on stage feel confident in their roles without being on stage myself. I step into the various roles and contribute, so that the audience gets a better experience.’
What do you like best about being an interim manager?
‘I get a lot of energy from it, because I am so curious by nature. I learn a lot about different industries, businesses and markets – and a lot about myself, too. New learning is incredibly inspiring.’
‘I also get a lot of energy from working with people. You are leading a team where change is part of everyday life. As an interim manager, you are there through thick and thin. It is demanding, but I am driven by handling people well, whatever the situation. You have to bring out your inner psychologist and show that you are a fellow human being.’
What is important when you step into a new role?
‘It is very important to be humble. You have to respect that there are different ways of doing things. And you have to enjoy learning fast – that is crucial. As an interim manager, I am jumping onto a moving train, so I must not slow anyone down, but at the same time I need to understand who holds the knowledge and can help me get up to speed quickly.’
What is the benefit for businesses?
‘You have someone who takes responsibility for progress. Standing still is expensive. An interim manager can also bring new perspectives. It is easier to see things with fresh eyes when you come from outside. You have seen many ways of doing a job before – what works well and what could perhaps be done more smartly. That is harder to see when you have been somewhere for a long time.’
Is it easier to make changes when you come from outside?
Yes, I think so. The interim manager is not a threat – he or she is not there to take anyone’s job. The dynamic is different from a permanent position, and people often open up more.
What should companies bear in mind?
‘A mandate that is as clear as possible is important. Most people underestimate how long it takes to carry out an assignment. Things take time. Some companies don’t want to spend money on an overlap with the new leader who is starting. I think that, overall, you save money by having a month’s overlap and good onboarding for the new leader, who needs to get to grips with the tasks and get to know the organisation.’
How do you spend the time between assignments?
‘When I finish an assignment, I have given everything for a period. Then it is important to take a break and acclimatise before starting new assignments. Before Christmas, I had time to take some courses and further my education in digitalisation and innovation; at other times, I can make use of my more creative side. The painter in me comes out when I have time to play with paint and canvas,’ she says with a smile.
‘As an interim manager, you have to learn to live with uncertainty. There is always competition for the jobs. I hope interim management becomes a bigger market in Norway, and I am optimistic. If I am going to work with change management, I have to dare to live with change myself, and with the uncertainty that comes with being an interim manager. During the pandemic in particular, it was probably easier for many people to have a permanent job, but I am someone who believes things will work out. I have a lot of knowledge, and I find peace in knowing that there is always something I can do.’
