In the Interim world, where leaders are typically brought in for a specific amount of time to tackle a (closely or poorly) defined challenge, the idea of post-engagement impact is often front-and-centre to their thinking. That is because impact is where Interims differentiate themselves from larger consultancy firms, particularly from the Big 4.
Large consultancy firms tend to think of engagements commercially – longer timescales maximise the revenue they generate for the firm. If individual consultants become indispensable for the client through their knowledge, analysis and skillset, their engagement is extended as long as possible. This is a dependency.
Interims think and act differently.
A good Interim leader shouldn’t be interested in extending an engagement longer than necessary, despite often being remunerated on a day rate. The point of an Interim leader is to build a solution (be that a strategy, structure, or process) and to then enable the client’s stakeholders to run with that solution comfortably and reliably. A successful, sustainable handover at the end of an engagement creates the kind of legacy Interims strive for.
Positive legacies may not immediately result in lucrative timesheets but they are invaluable from a reputational and networking perspective. The best Interim leaders actually do very little in the way of business development, instead build rich and advocative networks through positive legacies. As far as growing your portfolio is concerned, this is much more comfortable and enjoyable – and the ROI on time spent is so much more efficient – than cold new-logo acquisition.
So, this is the one advice I would give to anyone starting their journey as an Interim: once you have secured your first engagement, strive to leave a legacy, not a dependency.