Today, we're talking to an interim who’s got 18 years of Interim experience and, now in his late 60s, has got wisdom and experience for us all to enjoy. We are going to debunk some myths and misconceptions about the interim lifestyle, and reveal a fundamental secret of getting assignments. Get ready to challenge your assumptions and discover what truly drives purpose in the dynamic world of interim work.

Tony Martin is a Transformation Programme Director. He has led major business change programmes in many large multinational companies in the public and private sectors and in many geographies. I was going to list the change programmes and clients he has worked with but the list got too long. He's known for his ability to "pull rabbits out of hats," and is currently working at Ineos.

This is my summary of that conversation with Tony Martin

Debunked some familiar misconceptions about the interim life:

o "Work When You Like": Tony refutes this, even though he's been almost consistently employed for 18 years he says that the breaks between assignments are not a holiday, they too have a purpose of recharging and finding the next assignment.

o Market Fluctuations: While there are perceived quiet periods (summer, Christmas) and busy ones (April, September), Tony stresses that urgent needs mean that opportunities can arise any time of the year. Interims must always be "ready to go."

o "It's All About Your Network": While networks help, Tony highlights that 11 of his 13 jobs came through agencies, who effectively handle his business development.

Not Limiting Your Market: Tony's advice was to know your strapline or market proposition (his was "I run large complex change programs”) and then advises interims to:

o Be sector agnostic.

o Be open to any geography.

o Be willing to work on-site if the client requires it, as they are paying the invoice.

o Avoid the "day rate trap." While having a rate range is important, being flexible for "really interesting" roles can open up more opportunities.

"Rediscover Your Relevance" Business: Tony, with a colleague, has launched a business that helps interims refine their skills, get back into the market, or pivot their careers. Key offerings include mastering strap lines and elevator pitches, LinkedIn and recruiter secrets, resume development, and interview coaching.

Motivation and Purpose: At 69, Tony continues to work because he loves what he does, maintains a strong business edge, and enjoys navigating how organizations tick. He describes this as his fundamental sense of purpose.

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This podcast talks about a top priority for every interim. Are you clear what your distinct value proposition is, your professional product is, what you can do for a client? It’s what you do really well and there are people out there who need it. You know it, recruiters know it and clients hear about it too. That’s your superpower and it’s the way to find work as an interim.

I am very pleased to be in conversation with David Estyn-Jones. David is a very experienced Interim, he leads Transformations and Change programme. His key strengths are keeping things simple, focusing on the right things and building collaboration.

Summary.

· Journey into Interim. David shares his journey into interim work, highlighting how his project and mission-focused background (including 10 years as an army officer) made it a natural fit. He emphasizes the appeal of variety, adventure, and the thrill of the unknown, noting that experience actually enhances an interim's employability.

· Lessons learned: David reflects on what he wishes he knew earlier, including the importance of organising your limited company, defining your value proposition, clearly articulating what problems you solve and why you are special, rather than chasing any available work.

· Continuous professional development: Actively pursuing learning and development, as it's easy for this to fall by the wayside in an interim career. While interim roles offer inherent learning through exposure to new sectors and ways of working, David stresses the importance of continuous development. He highlights how the interim life pushes professionals to constantly evolve, contrasting it with a potential stagnation seen in permanent roles.

· Finding assignments and building your brand: David explains that work comes from a mix of recruiters and networking. He advises be visible, maintain an active presence on LinkedIn, clearly define your "product" – what you do, the problems you solve, and what makes you unique. Cultivate Relationships with recruiters and ensure your network understands your value.

· The Interim Temperament: David emphasises that successful interims are comfortable with uncertainty, embracing the unknown and adapting to diverse work environments. They are capable of selling themselves and actively seeking new opportunities. And they know when an assignment is complete and are willing to inform the client, even if it means moving on to an unknown next step. This integrity is part of the premium interims charge.

I hope you’ve enjoyed this episode of The Interim. Our purpose is to give you thoughts, feed your curiosity, and energise you for professional success. Go well.

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What are the 7 habits of highly effective interims? Today, we're diving deep into the very DNA of what makes an interim truly effective. We're talking about the unspoken, the invaluable, those habits that truly set apart the highly effective among us.

I am very pleased today to be in conversation with Ben Cowan. Ben is Head of Practice for Business Transformation at Eton Bridge and has 2 decades of interim recruitment experience. Eton Bridge is a leading interim management firm, head quartered in the UK and has made placements in 35 countries. They are known for their people-first culture built on respect, care and building long-term relationships.

This podcast episode pays homage to Stephen Covey's seminal 1989 work, "The 7 Habits of Highly Effective People," a book that revolutionised self-help and business. I’ve asked Ben to reflect on the 7 Habits of Highly Effective Interims.

1. Character Traits: Effective interims are confident (not arrogant), impactful, proactive, likable, reliable, and dependable. These qualities are crucial for quickly integrating into new organizations and gaining trust. Ben emphasizes that these traits are rarely visible on a CV but are paramount in real-world interactions.
2. Communication: Clear and effective communication is vital. Interims must be able to put people at ease, reassure clients, and deliver messages effectively at all levels – from the C-suite to the "shop floor." Ben talks about the ability to storytell and paint a clear picture of change or difficult messages.
3. Skills and Experience: While not the only factor, being an expert in one's field and having a unique selling proposition (USP) is critical. The best interims are known for something specific ("what are you famous for?"). It's not just about having the skills, but how they are conveyed and the tangible results achieved (e.g., using "I owned," "I delivered" rather than "I was involved in").
4. Resilience: Interims often enter ambiguous and challenging situations where they are constantly being judged. Adaptability and resilience are key to navigating these environments, challenging the status quo, and accepting situations that may not be ideal. The ability to maintain an "inner strength" and stand behind one's professional opinion, even if it's not immediately accepted, is crucial. Being a problem-solver is also a significant aspect of resilience.
5. Outcomes and Results Focus: Highly effective interims are laser-focused on delivery and achieving strategic outcomes. They bring solutions, are decisive, and operate at pace, often needing to "break eggs to make an omelet" in order to achieve the desired results. Remaining calm under pressure is also linked to this habit.
6. Behaviour When Not in a Role: This habit focuses on how interims manage their time and relationships between assignments. It involves the "art" of gently prompting providers (e.g., quick texts, LinkedIn messages, occasional catch-ups) without being pushy or pestering. It also emphasizes patience, knowing one's worth, and not appearing desperate. Maintaining personal networks and avoiding one-sided relationships is also highlighted.
7. Sharpening Your Saw: The final habit is about continual learning, staying relevant, and evolving one's skillset. This includes staying at the forefront of industry trends, especially in technology, and actively engaging in thought leadership and peer conversations to keep fresh and adapt to the changing business landscape.

I hope you’ve enjoyed this episode of The Interim. Our purpose is to give you thoughts, feed your curiosity, and energise you for professional success.

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