Soft skills represent human qualities and behavioral aptitudes. Moreover, combined with hard or technical skills they define a strong interim manager. Indeed, soft skills prove essential for mission success within companies today. In fact, our evolving service‑economy highlights their importance (Uberisation, GAFAM etc.). Furthermore, they carry two dimensions: innate and acquired, and cover wide skill‑sets. As transition specialists, we recognise these qualities and incorporate them into our selection process
Soft skills can be grouped into 4 categories. Additionally, they align with different phases of interim management.
Self‑awareness
Firstly, knowing oneself enables efficiency and stress‑resilience in an interim manager role. Specifically, companies use interim managers when rapid revitalisation is required. Consequently, the pace accelerates and tension may arise. Therefore, the interim manager must calm the situation by offering strategic guidance and relevant solutions.
Relationship with others
Secondly, listening, empathy and altruism matter for effective leadership. Right away, the interim manager must assess the company’s state by meeting and listening to collaborators. Subsequently, this ability to listen helps identify reliable people for the mission. Finally, empathy improves communication, enabling project adherence among employees and decision‑makers.
Action‑oriented soft skills
Thirdly, an interim manager’s effectiveness depends on objectivity. Moreover, as an outsider they bring perspective and experience to make fast, sound decisions. Thus, adaptability to changing environments becomes essential for mission success. Indeed, taking initiative and managing time define strategic action within a limited timeframe.
Cognitive‑dimension soft skills
Lastly, open‑mindedness positions the interim manager as a long‑term professional. For example, curiosity about new technologies and ongoing training matter. Because digital transformation requires new tools and work‑organisation methods, it creates opportunities rather than barriers. Hence, the interim manager must keep learning to meet client expectations and stand out from competition.