• Skip to primary navigation
  • Skip to main content
  • Skip to primary sidebar
  • Skip to footer
HSG Advisors

HSG Advisors

Building High-Performing Physician Networks

MENUMENU
  • Home
  • About HSG
    • About HSG
      • Shared Vision
      • Leadership Team
    • Careers
  • Healthcare Consulting
    • Physician Strategy
      • Health System Strategic Plans
      • Employed Physician Network Strategy
      • Physician Growth Strategy
      • Shared Vision and Culture Development
      • Physician Manpower Plans
      • Service Line Strategy
      • Physician Co-Management
    • Physician Leadership
      • Shared Vision and Culture Development
      • Physician Burnout
      • Physician Governance and Leadership
    • Performance Improvement
      • Network Performance Improvement
      • Performance Improvement Implementation
      • Network Revenue Cycle
      • Practice Care Model Transformation
      • Practice Acquisitions
      • Advanced Practice Provider (APP) Utilization
      • Virtual Health
    • Network Integrity
      • Patient Share of Care
      • Patient Flow
      • Provider Service Location Analysis
      • Market Insight
      • Physician Network Intelligence
    • Physician Compensation
      • Compensation Plan Design
      • Fair Market Value and Commercial Reasonableness Opinions
      • Advanced Practice Provider (APP) Compensation
      • Medicare Physician Fee Schedule
  • Thought Leadership
  • Contact Us
  • Medicare Changes
  • Client Log-In
Client Log-In LinkedIn LinkedIn

Contact Us

Interim Management: When Does It Make Sense?

July 11, 2011 by HSG

Some managers equate interim management with the temporary agency they use to fill the empty seat in the billing office until a permanent replacement can be found. This opinion fails to identify some real operational and strategic advantages of using interim managers in specific settings.

Knowing when interim management is a viable solution can have tangible benefits for any organization. A true Interim Manager offers unique management skills that help guide an organization through a change process that, ultimately, transforms the operating environment. This transformation, assuming you’ve found the right Interim Manager, can yield returns that benefit your organization well beyond the initial investment. It is important to keep in mind that like most hospital strategies, one size does not fit all. If your organization suddenly lost its leader and now needs someone for employees to report to, then the manager in the next town is probably a better fit. Those looking to implement serious change shall seek the talent of a true Interim Manager.

When are Interim Managers appropriate?

Performance Improvement– current management hasn’t been able to improve the financial performance and seems equally unable to develop new approaches to key issues. Many organizations look to “turnaround” firms that place transitional managers in key roles and make fundamental operational and staffing changes. The skills needed to perform this role are often far different than those needed to provide daily leadership to an otherwise healthy organization. These “interventional” managers thrive on the challenge but quickly become bored when things run smoothly. Interim management or outsourcing is the best option for bringing these skills to the organization without the downside of having to make yet another management change when performance improves.

Strategic Restructure– interim managers have no connection to organizational history so it is unlikely that they resist change and may, in fact, offer unique recommendations that just might work. An interim team can bring best-practices knowledge to help an organization reach its full potential and guide the manager so past mistakes aren’t duplicated.

Growth Management– an organization that is experiencing rapid growth may have simply exceeded the skills of the current management team. An Interim can provide mentoring support or temporary leadership until the situation stabilizes. That manager can also assist in identifying the skills necessary for long term success, help with the screening process, and provide neutral insight into the future leader’s selection.

Management Coaching– talented people are sometimes put in positions that exceed their current skill set. An organization doesn’t want to lose them but understands that further development is needed to achieve their full potential. An interim can provide that experience and behind-the-scenes support that is needed until the current leaders can meet the challenge.

By now, you’ve probably thought about whether you should engage, or further consider engaging, an Interim Manager. If so, it is critical that you understand how the role needs to be supported to achieve the best possible outcome. Below are a few keys that will ensure maximum benefit.

Culture– too often an Interim is tasked with bringing change to an organization in a set period of time, only to be told that organizational culture precludes the speed with which change must happen. The ability to make personnel changes, modify business processes, restructure reporting relationships, and eliminate those things that are a distraction from the goal must be assured. The human resources process alone has derailed many engagements.

Resistance– staff know that this individual is temporary and will be gone eventually, if they can only hold out. Remember, an organization is perfectly designed to get the results it gets so if things don’t change the outcome won’t either. Staff need to get on the bus or get out of the way.

Leadership support– many senior leaders don’t bring the Interim into the “inner circle” because they aren’t a permanent member of the team. Treat them as if you just spent months recruiting them and are lucky to have attracted such a talented individual. They are your best chance for success so avoid the temptation to acknowledge them as “just an Interim” because for the time being, they are a true member of your organization.

Now you’re thinking about actually hiring one of these Interim Managers. Start by seeking those with experience in similar or more complex settings. Don’t just accept the assignment of one of the consulting staff who doesn’t currently have an engagement. Interim managers have a rare set of skills. Be sure you have access to them.

 

Category iconArticles,  Performance Improvement Tag iconEmployed Physician Group,  Employed Physician Network,  Interim Management,  Network Solutions

Primary Sidebar

David W. Miller

(502) 814-1188 dmiller@hsgadvisors.com

Receive Physician Strategy News

  • This field is for validation purposes and should be left unchanged.

Recent Thought Leadership

  • Key Primary Care Considerations to Drive Access and Patient Capture (SHSMD Educational Session)
  • Leveraging Outpatient Utilization Data to Develop Ambulatory Growth Strategies
  • HSG Claims Data Analytics Updates: February 2023
  • 2023 Medicare Physician Fee Schedule Updates
  • HSG Advisors Expands Consulting Services and Data Analytics Capabilities in Response to National Outpatient Utilization Trend

Insights for Confident Leaders

Sign Up for HSG's Physician Strategy News™ and Notifications on New Thought Leadership
  • This field is for validation purposes and should be left unchanged.

Footer

9850 Von Allmen Court
Suite 201
Louisville, Kentucky 40241

(502) 814-1180

info@HSGadvisors.com

  • Physician Strategy
  • Physician Leadership
  • Performance Improvement
  • Network Integrity
  • Physician Compensation
  • About HSG
  • Purchase HSG’s Book
  • Leadership Team
  • Careers at HSG
  • Thought Leadership
  • Privacy Policy

Take HSG’s Physician Network Evaluation Survey
Get Started Here

  • LinkedIn
  • Vimeo

© 2023 HSG Advisors. Website managed by SiteCare.com