Interim executives make good leaders because they are self-aware and generous with their teams. They are helpful by responding to the needs and wants of their requirements – even if that means leaving them alone.

Sometimes the barrier to success is leaders themselves. Leaders who are unaware of what’s going on inside the organization and thus make plans that aren’t best suited to their talent and capabilities. In those situations, the company struggles to keep up with its targets and consistently underperforms and fails.

Interim executives remedy that making the employees’ concerns and needs a priority.

Interim executives put their employees first

Conversations with team members do not start with I. Interim executives instead center discussions around ‘you’ and seek to gain their perspective on issues related to the firm’s strategy. They try to understand how to help them on their terms – the way they want it. Encouraging open conversations allows them to discover rules or behaviors that may be dampening employee morale and affecting their work. Based on their findings they remove any such obstacles.

Interim executives play around the rules

Employees that feel stifled by the system are less motivated to work or make improvements. The rules should be guidelines, not limits. Good leaders make their team feel protected by the rules and inspire them to break them when there’s a purpose. Usually, that’s when the outcome will positively influence and boost the company’s progress, but not at the risk of crossing company values and satisfying personal needs over that of all the personnel combined.

Interim executives are generous

The best support a leader can give is listening to the needs of their staff and then acting accordingly. They are generous in sharing ideas and knowledge that can help their employees perform better. Not only are they generous themselves, but they encourage others in the workplace to be generous as well to support the team.

 

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