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????他們風(fēng)風(fēng)火火來(lái)到一家公司，關(guān)掉了一個(gè)部門(mén)或管理了一樁收購(gòu),，然后風(fēng)風(fēng)火火地走了,。他們就是臨時(shí)高管。不過(guò)千萬(wàn)不要說(shuō)他們是“打短工的”,。

????業(yè)內(nèi)人士指出,，所謂的“臨時(shí)高管”是一批專(zhuān)業(yè)的解決問(wèn)題的專(zhuān)家，用負(fù)責(zé)EIM公司北美業(yè)務(wù)的合伙人羅伯特?庫(kù)恩的話(huà)說(shuō),，臨時(shí)高管都是 “能做成某些事”的人,。

????庫(kù)恩表示：“我們提供（給一家公司）的都是高管級(jí)人物，職務(wù)非常高,。比如曾經(jīng)干過(guò)財(cái)務(wù)總監(jiān),、研發(fā)主管、人力主管或法務(wù)主管的人,，以及有著長(zhǎng)期和很深的經(jīng)驗(yàn)的人,。”所以當(dāng)他們著手處理一樁任務(wù)的時(shí)候，“他們不需要任何學(xué)習(xí)的過(guò)程,?！?/p>

????庫(kù)恩表示,，提供臨時(shí)高管服務(wù)的公司（比如他自己的公司）“并不是給倒閉的企業(yè)收尸的,。”介紹臨時(shí)工的企業(yè)只是按日子算工資,，但是臨時(shí)高管服務(wù)公司提供的人才卻可以“滿(mǎn)足客戶(hù)的非常需求,。這種需求往往帶有某種緊迫性。我們能夠解決問(wèn)題,，起救火隊(duì)的作用,，解決危機(jī)?！?/p>

????臨時(shí)高管們通常都不是自由職業(yè)者,，而是以合伙人、雇員或承包人的身份,，為EIM這樣的公司工作,。

????臨時(shí)高管協(xié)會(huì)（The Interim Association）是一個(gè)為臨時(shí)管理行業(yè)提供支持的組織，該組織的常務(wù)董事克里斯?拉科拉塔表示,，臨時(shí)高管也并非簡(jiǎn)單的咨詢(xún)顧問(wèn),，不過(guò)現(xiàn)在倒是有越來(lái)越來(lái)的咨詢(xún)公司在他們的業(yè)務(wù)中增加了臨時(shí)高管的內(nèi)容。

????拉科拉塔指出,，多年以來(lái),，許多公司都對(duì)傳統(tǒng)的咨詢(xún)模式表示不滿(mǎn)，因?yàn)樽稍?xún)顧問(wèn)們會(huì)先研究一個(gè)問(wèn)題,，然后就會(huì)“踢皮球”,。

????庫(kù)恩也同意這種看法。他表示：“我們不會(huì)像麥肯錫（McKinsey）一樣做長(zhǎng)達(dá)6個(gè)月的研究,。我們假定客戶(hù)知道他們需要什么,。你已經(jīng)做了你的決策，我們只是來(lái)實(shí)施它,?！?/p>

????Cerius臨時(shí)管理解決方案公司（Cerius Interim Executive Solutions）的首席執(zhí)行官帕梅拉?韋斯利指出，如果一個(gè)公司有了一名好的臨時(shí)高管,，“那么公司里的某些人總是能從臨時(shí)高管身上學(xué)到知識(shí),。”

何時(shí)雇傭臨時(shí)高管最合適

????如果某家公司失去了一名重要的高管,，并且在找到適當(dāng)?shù)挠谰锰娲酥?，急需有人暫時(shí)維持一個(gè)部門(mén)或某一職能的運(yùn)作的話(huà)，那么這家公司就可以試試臨時(shí)高管的法子。

????韋斯利指出,，有些時(shí)候,，一家公司可能不必要雇傭一位全職高管，但可以“以兼職的模式引入一名高管,，以完成一個(gè)特定目標(biāo),。比如如果你遇上過(guò)（員工）官司問(wèn)題，你就可以引入（一位負(fù)責(zé)人力資源的高管）,，來(lái)建立更好的政策流程和更好的培訓(xùn),。”

????韋斯利表示,，臨時(shí)高管可以為永久繼任者打好基礎(chǔ),，方便公司里的某個(gè)人以后接手這個(gè)位子?！澳阈枰目赡懿皇且粋€(gè)高管,，而是一個(gè)經(jīng)理來(lái)維持這個(gè)部門(mén)或職能?！?/p>

????此外,，臨時(shí)高管擁有一些特定的經(jīng)驗(yàn)可能是公司內(nèi)部人士所不具備的，例如扭轉(zhuǎn)局面,、并購(gòu),、擴(kuò)展國(guó)際市場(chǎng)等。將公司放到市場(chǎng)上出售是件尤其困難的事,。韋斯利指出：“大多數(shù)公司所有者不知道如何將他們的公司銷(xiāo)售出去,。你必須要想辦法讓自己的公司賣(mài)得出手?！?/p>

????拉科拉塔指出,，臨時(shí)高管在歐洲早已成了常例，但直到21世紀(jì)的頭幾年,，它才開(kāi)始在美國(guó)受到歡迎,。

????韋斯利指出，在經(jīng)濟(jì)危機(jī)之前,，雇傭臨時(shí)高管的企業(yè)主要集中在醫(yī)療保健業(yè),、制造業(yè)和科技部門(mén)，不過(guò)隨著其他行業(yè)的企業(yè)也紛紛尋找替代性的招聘戰(zhàn)略,，臨時(shí)高管領(lǐng)域也得到了擴(kuò)展,，其部分原因是由于“這些企業(yè)不敢提前計(jì)劃得太長(zhǎng)遠(yuǎn)?！彼麄冎砸蕾?lài)臨時(shí)高管,，是由于“他們知道臨時(shí)高管遲早是要走人的,。”

????拉科拉塔指出,，私募股權(quán)交易對(duì)臨時(shí)管理行業(yè)的增長(zhǎng)起了十分重要的作用,。“臨時(shí)高管正好適合私募股權(quán)交易的模式,。私募股權(quán)公司買(mǎi)進(jìn)的公司可能正是臨時(shí)高管正在改組的公司,。”

臨時(shí)高管需要哪些條件,？

????要成為一名臨時(shí)高管,，必須具備哪些素質(zhì),？當(dāng)然,，經(jīng)驗(yàn)是不可或缺的，但經(jīng)驗(yàn)并沒(méi)有人們想象的那么重要,。

????韋斯利表示,，人們往往覺(jué)得臨時(shí)高管都是接近退休年紀(jì)的人，但事實(shí)上,，大多數(shù)臨時(shí)高管往往還不到50歲,。有些臨時(shí)高管還要更年輕，有的40不到,，有的在45歲左右,。“他們一般都是有過(guò)好幾次買(mǎi)入或銷(xiāo)售企業(yè)的經(jīng)驗(yàn)的企業(yè)家,。有些公司希望將自己銷(xiāo)售出去，而這些臨時(shí)高管在這些企業(yè)里做出了很大的貢獻(xiàn)?！?/p>

????韋斯利表示,，在長(zhǎng)期看來(lái)，雇傭臨時(shí)高管可能是個(gè)更經(jīng)濟(jì)實(shí)惠的選擇,，因?yàn)槟銦o(wú)需支付招聘費(fèi),、福利費(fèi)和遣散費(fèi)等等。不過(guò)她也指出：“不過(guò)我也不能說(shuō)臨時(shí)高管很便宜,，你的確需要支付額外的費(fèi)用,。”

????她表示,，臨時(shí)高管的薪水基本上在每天1000到2000美元之間,，因?yàn)槟阈枰氖茄杆僖?jiàn)效?！叭绻愎蛡虻氖侨毜母吖?，可能需要90天才能上手,。不過(guò)臨時(shí)高管只需要三天就能上手90%了?！?/p>

????管理顧問(wèn)協(xié)會(huì)（Institute of Management Consultants）的董事長(zhǎng)兼首席執(zhí)行官德拉姆?麥克諾頓則對(duì)臨時(shí)高管能否如此迅速地上手表示懷疑,。

????“他們可能非常擅長(zhǎng)某些事，比如扭轉(zhuǎn)局面等,。但要說(shuō)一個(gè)人在三天里就能很好地運(yùn)作一家公司,，這幾乎是不可能的。如果真讓某人做領(lǐng)導(dǎo)者,，那么以臨時(shí)的模式去領(lǐng)導(dǎo)一個(gè)企業(yè)是非常困難的,。”

????麥克諾頓表示,，將公司內(nèi)部的某個(gè)人提升到一個(gè)過(guò)渡崗位上,，可能是一種更好的方式。不過(guò)他也承認(rèn)這種模式存在缺點(diǎn),，假如這個(gè)人最終沒(méi)有被聘任為這個(gè)崗位的全職人選的話(huà),。

不是菜鳥(niǎo)待的地兒

????臨時(shí)高管查爾斯?鄧洛普是高管服務(wù)機(jī)構(gòu)Tatum公司的合伙人，他已經(jīng)在Tatum公司干了四年了,，而且現(xiàn)在正在第五任財(cái)務(wù)總監(jiān)的任上,。這次他所在的公司是由一家私募股權(quán)公司出資，從一家國(guó)際性銀行中剝離出來(lái)的,。

????鄧洛普表示：“我現(xiàn)在的這家公司是一家分拆出來(lái)的公司,，它的財(cái)務(wù)總監(jiān)突然離職了?！?/p>

????鄧洛普進(jìn)入公司,，完成了剝離的收關(guān)階段，然后“提出了一項(xiàng)行動(dòng)方案?，F(xiàn)在新財(cái)務(wù)總監(jiān)已經(jīng)就任了,，我現(xiàn)在正在一個(gè)項(xiàng)目、一個(gè)項(xiàng)目地幫助他,，”使新財(cái)務(wù)總監(jiān)適應(yīng)他的新職位,。

????鄧洛普表示，第一次當(dāng)高管的人不適合擔(dān)任臨時(shí)高管,?！拔覀冇羞^(guò)坎坷、困境和傷痛,。我們所有人都曾在困境中奮戰(zhàn)過(guò),。”

????鄧洛普補(bǔ)充道,，在比如重組等某些緊張的形勢(shì)下,，雇傭臨時(shí)高管可能特別有幫助,。

????“企業(yè)可以雇傭我們作為一個(gè)保留融資結(jié)構(gòu)的媒介，我們也可以應(yīng)付棘手的談判,，也可以負(fù)責(zé)重組,。所以等我們功成身退，企業(yè)中的一些負(fù)面感覺(jué)也會(huì)煙消云散,?！?/p>

????對(duì)于臨時(shí)高管來(lái)說(shuō)，擁有正確的技術(shù)背景是個(gè)十分重要的條件,。不過(guò)企業(yè)雇傭臨時(shí)高管的時(shí)候,，往往是企業(yè)的壓力達(dá)到頂點(diǎn)的時(shí)候，因此對(duì)于臨時(shí)高管來(lái)說(shuō),，軟性技能也是同樣重要的,。

????“你是在企業(yè)的過(guò)渡期里被扔到一個(gè)環(huán)境中的。你必須泰然自若,。你必須能夠向前進(jìn),，做出艱難的決策,?！?/p>

????譯者：樸成奎

????They ride into town, close down a division or oversee an acquisition, then move on. Just don't call them temps.

????Interim executives, according to those in the field, are professional problem solvers who "make something happen," says Robert M. Kuhn, partner in charge of North American Operations for EIM.

????"The people we bring [to a company] are C-suite people. Very senior. People who have been chief finance officer, head of R&D, HR, legal. People who have long and deep experience. There's no learning curve" when they take on an assignment, Kuhn says.

????Interim management firms such as his "are not houses that deal in bodies," Kuhn says. Temp firms fill slots for a daily rate, while interim management firms have individuals who can respond to a client's need "over and above the day-to-day situation. It's driven by some type of urgency. We fix a problem, come in, put out a fire, resolve a crisis."

????Interim executives usually are not freelancers. They work for firms like EIM as partners, employees or contractors.

????Interim executives are not simply consultants either, although a growing number of consulting firms are adding interim executive components to their practices, according to Chris LaCorata, executive director of The Interim Association, an organization that supports the interim management industry.

????Over the years, companies have become unhappy with the traditional consultant model, LaCorata says, because consultants study a problem, then "hand it off."

????Kuhn agrees. "We don't do a six-month McKinsey study. We assume [clients] know what they want. You've made the decision, we implement it."

????With a good interim executive, says Pamela Wasley, CEO of Cerius Interim Executive Solutions, an interim executive placement firm, "there's always a transition of knowledge to someone in the company."

When hiring an interim executive makes sense

????A company may take the interim executive route when it has lost a key executive and needs someone to keep a division or function running until it finds exactly the right person to fill the position permanently.

????Sometimes a corporation can't justify hiring a full-time executive, Wasley says, but can "put somebody in on a part-time basis to achieve a specific goal. Say you've had problem with [employee] lawsuits. You could put [an HR executive] in place to establish better policy procedures and better training."

????That interim executive can lay the groundwork for someone within the company to take over later, Wasley says. "You may not need an executive, you may need a manager to maintain it."

????And interim executives may have specific experience that's not available within the company, such as turnarounds, acquisitions and expanding into international markets. Positioning a company for new ownership is especially difficult: "Most owners don't know how to sell their company. You have to make yourself saleable," Wasley says.

????While it's an accepted practice in Europe, interim management only started to gain traction in the United States in the beginning of last decade, says LaCorata.

????Before the economic downturn, Wasley says that interim executives were hired mainly in the health care, manufacturing and technology sectors, but the field has expanded as companies from other industries look for alternative hiring strategies, partly because "they are fearful to plan too far in advance." They turn to interim executives because "at the end of the day they know they can get rid of them," she says.

????Private equity deals have been essential to the growth of interim management, according to LaCorata. "The interim executive is perfect for their model. They're buying companies they might be restructuring."

What are interim execs made of?

????What does it take to become an interim executive? Experience, yes, but not necessarily as much as people tend to think.

????Wasley says people often assume interim executives are nearing retirement age, but more often they are in their late 40s. Some are even younger -- in their late 30s to mid 40s -- "typically entrepreneurs who have bought and sold companies several times. They really do a good job in companies that are looking to sell."

????It can be more economical in the long run to hire an interim executive because you are not paying hiring fees, benefits or severance, Wasley says. "But I can't say it's cheap. You do pay a premium."

????Interim executives generally earn from $1,000 to $2,000 a day, she says, because you are paying for quick results. "If you hire someone full-time, it takes 90 days to ramp up. When an interim executive has been on the job three days [the person is] 90%" effective.

????Drumm McNaughton, chairman and CEO of the Institute of Management Consultants, has doubts about an interim executive's ability to get up-to-speed so quickly.

????"They can be very good in something like a turnaround," McNaughton says, but "there's almost no way someone can be ready to run a company in three days. If someone is really going to be a leader, it's very difficult to do it on an interim basis."

????It might be better to move someone from inside the company into an interim position, McNaughton says, acknowledging the disadvantage of that model if that person is not eventually hired to fill the position full time.

Not a field for rookies

????Charles Dunlap is in his fourth year as a partner with executive services firm Tatum and is on his fifth major CFO assignment, this time with a private equity-financed carve-out of an international bank.

????"The company I'm with now is a spin off. The CFO left suddenly," Dunlap says.

????He came in to complete the closing and "put in an action plan. Now the new CFO is on board and I'm working with him on a project basis," while he gets oriented to the new position.

????It's not a field for first-time executives, Dunlap says. "We've had bumps, scrapes and sores. All of us have been in battle."

????Having interim executives can be especially helpful during tense situations such as restructurings, Dunlap adds.

????"We can be brought in as an intermediary who allows the financing structure to remain. We handle the tough negotiations. We engineer [the restructuring], so when we go away, some of that negative feeling goes away."

????Having the right technical background is an essential qualification for an interim executive, but these managers often walk into a new office just as tensions are at their highest, so soft skills are critical as well.

????"You're dropped into a situation that is in transition. You have to be comfortable. You have to be able to move forward, to make the tough decision."