Managing your intermission as an interim manager is the key to transforming this waiting period into a real lever for progress. This interlude deserves to be approached as a strategic sequence in its own right.
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"Resting is not a break, it's a strategy,
- Greg McKeown, author of Essentialism
Above all, intermission is a time for yourself. A time to let off steam, slow down the pace and reconnect with what drives us beyond professional issues. Travelling, reconnecting with a forgotten passion, spending time with loved ones or simply doing nothing: these moments are more than a luxury, they're necessary.
Some choose to explore a long-dreamed-of region, others to devote themselves to writing or painting, or simply to spend quality time with loved ones. These breaths of fresh air are often the ones that enable us to return to our missions with more distance, lucidity and desire.
Some of us can testify to the benefits of a real time out: getting away from it all, being inspired by other environments or simply slowing down. These out-of-the-box moments often nurture new energy and a fresh outlook on the challenges ahead.
After this breathing space, intermission can also become a time for development. It's not necessarily a question of taking on the professional world again, but rather of taking a step back, putting one's career in perspective and nourishing one's reflection.
Some managers take advantage of this time to put some rhythm back into their daily routine, by structuring their days around concrete objectives: targeted reading, writing summary notes on major sector trends, or developing use cases around AI or digital transformation.
That's what Christophe, interim manager, did: "During my four-week intermission, I reread John Kotter's Leading Change, and wrote a scoping note on the impact of generative AI in the internal control business. Three weeks later, I was involved in an assignment for the interim management firm Delville Management on a digital transformation project for a bank."
A study published in the Harvard Business Review(The Transformative Power of Sabbaticals, 2023) shows that professionals who take structured extended breaks return with greater self-awareness, increased confidence in their abilities and enhanced motivation. These are all elements which, when transposed to an interim manager's intermission, reinforce the quality of commitment and the relevance of future choices.
Interim management is a business of relationships. One assignment leads to another, often by word-of-mouth. That's why the intermission is an ideal time to cultivate your network, renew old contacts or initiate new sector discussions.
A good place to start? Reactivate three professional relationships through an informal exchange. The idea is not to sell, but to share a vision, a news item or a common problem. These exchanges can be extended by posting on LinkedIn: sharing feedback, commenting on a market trend, deciphering a strategic report.
In addition, the Club Delville is a powerful lever for maintaining an active link with the ecosystem. Made up of over 500 managers selected for their experience and high standards, this network organizes several event formats designed to encourage exchanges, mutual inspiration and member visibility.
The breakfasts organized by the Club, for example, feature renowned speakers from the worlds of politics, business and entrepreneurship.
Monthly meetings are more informal, creating a climate conducive to peer-to-peer exchanges.
These formats are all opportunities to keep abreast of current issues, while maintaining a quality network in a spirit of professional reciprocity.
Intermission is also a good time to develop new skills, refine methods or explore new fields of expertise. It's not just a question of technical know-how: managing a team well in unstable contexts, defusing internal conflicts, improving interpersonal communication or strengthening leadership skills are all key dimensions.
Numerous renowned training courses address these issues, such as those offered by Sciences Po Executive Education or ESSEC Business School, notably via online modules focusing on leadership, change management or conflict resolution.
For those wishing to structure their approach to the profession, the "Interim Management" certificate fromIFMT (attached to Paris Dauphine) offers a solid foundation. More experienced profiles can turn to the Executive Programs at CEDEP (on the INSEAD campus in Fontainebleau), to challenge their leadership skills in a multicultural environment.
Other interesting options include the Training Within Industry (TWI) method, used in industry to improve training and problem-solving, or the specialized programs offered by CentraleSupélec Exed, notably on digital subjects or IT governance.
In addition, the formats offered by the Delville Academy are a valuable resource. Regularly organized in the form of one-hour thematic webinars, they enable interim managers to benefit from concrete feedback, expert insights and operational keys to understanding current issues. It's an agile, accessible format designed to nurture continuous skills development throughout the year.
Here are a few examples of topics already covered:
Intermission is not something you have to endure. Properly prepared, it becomes a gas pedal. By combining personal renewal, reflection, networking and training, every manager can transform this suspended time into a space for projection. It's not a pause: it's a springboard.
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