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????他們風風火火來到一家公司,，關(guān)掉了一個部門或管理了一樁收購，然后風風火火地走了,。他們就是臨時高管,。不過千萬不要說他們是“打短工的”。

????業(yè)內(nèi)人士指出,，所謂的“臨時高管”是一批專業(yè)的解決問題的專家,，用負責EIM公司北美業(yè)務(wù)的合伙人羅伯特?庫恩的話說，臨時高管都是 “能做成某些事”的人,。

????庫恩表示：“我們提供（給一家公司）的都是高管級人物,，職務(wù)非常高。比如曾經(jīng)干過財務(wù)總監(jiān),、研發(fā)主管,、人力主管或法務(wù)主管的人，以及有著長期和很深的經(jīng)驗的人,?！彼援斔麄冎痔幚硪粯度蝿?wù)的時候，“他們不需要任何學(xué)習的過程,?！?/p>

????庫恩表示，提供臨時高管服務(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,?！苯榻B臨時工的企業(yè)只是按日子算工資，但是臨時高管服務(wù)公司提供的人才卻可以“滿足客戶的非常需求,。這種需求往往帶有某種緊迫性,。我們能夠解決問題，起救火隊的作用,，解決危機,。”

????臨時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,。

????臨時高管協(xié)會（The Interim Association）是一個為臨時管理行業(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，臨時高管也并非簡單的咨詢顧問,，不過現(xiàn)在倒是有越來越來的咨詢公司在他們的業(yè)務(wù)中增加了臨時高管的內(nèi)容,。

????拉科拉塔指出,，多年以來，許多公司都對傳統(tǒng)的咨詢模式表示不滿,，因為咨詢顧問們會先研究一個問題,，然后就會“踢皮球”。

????庫恩也同意這種看法,。他表示：“我們不會像麥肯錫（McKinsey）一樣做長達6個月的研究,。我們假定客戶知道他們需要什么。你已經(jīng)做了你的決策,，我們只是來實施它?！?/p>

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

何時雇傭臨時高管最合適

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

????韋斯利指出,，有些時候,，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,，以完成一個特定目標,。比如如果你遇上過（員工）官司問題，你就可以引入（一位負責人力資源的高管）,，來建立更好的政策流程和更好的培訓(xùn),。”

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

????此外,，臨時高管擁有一些特定的經(jīng)驗可能是公司內(nèi)部人士所不具備的，例如扭轉(zhuǎn)局面,、并購,、擴展國際市場等,。將公司放到市場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售出去,。你必須要想辦法讓自己的公司賣得出手,。”

????拉科拉塔指出,，臨時高管在歐洲早已成了常例,，但直到21世紀的頭幾年，它才開始在美國受到歡迎,。

????韋斯利指出,，在經(jīng)濟危機之前，雇傭臨時高管的企業(yè)主要集中在醫(yī)療保健業(yè),、制造業(yè)和科技部門,，不過隨著其他行業(yè)的企業(yè)也紛紛尋找替代性的招聘戰(zhàn)略，臨時高管領(lǐng)域也得到了擴展,，其部分原因是由于“這些企業(yè)不敢提前計劃得太長遠,。”他們之所以依賴臨時高管,，是由于“他們知道臨時高管遲早是要走人的,。”

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

臨時高管需要哪些條件,？

????要成為一名臨時高管,，必須具備哪些素質(zhì)？當然,，經(jīng)驗是不可或缺的,，但經(jīng)驗并沒有人們想象的那么重要。

????韋斯利表示,，人們往往覺得臨時高管都是接近退休年紀的人,，但事實上，大多數(shù)臨時高管往往還不到50歲,。有些臨時高管還要更年輕,，有的40不到，有的在45歲左右?！八麄円话愣际怯羞^好幾次買入或銷售企業(yè)的經(jīng)驗的企業(yè)家,。有些公司希望將自己銷售出去，而這些臨時高管在這些企業(yè)里做出了很大的貢獻,?！?/p>

????韋斯利表示，在長期看來,，雇傭臨時高管可能是個更經(jīng)濟實惠的選擇,，因為你無需支付招聘費、福利費和遣散費等等,。不過她也指出：“不過我也不能說臨時高管很便宜,，你的確需要支付額外的費用?！?/p>

????她表示,，臨時高管的薪水基本上在每天1000到2000美元之間，因為你需要的是迅速見效,。“如果你雇傭的是全職的高管,，可能需要90天才能上手,。不過臨時高管只需要三天就能上手90%了?！?/p>

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

????“他們可能非常擅長某些事，比如扭轉(zhuǎn)局面等,。但要說一個人在三天里就能很好地運作一家公司,，這幾乎是不可能的。如果真讓某人做領(lǐng)導(dǎo)者,，那么以臨時的模式去領(lǐng)導(dǎo)一個企業(yè)是非常困難的,。”

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

不是菜鳥待的地兒

????臨時高管查爾斯?鄧洛普是高管服務(wù)機構(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，從一家國際性銀行中剝離出來的。

????鄧洛普表示：“我現(xiàn)在的這家公司是一家分拆出來的公司,，它的財務(wù)總監(jiān)突然離職了,。”

????鄧洛普進入公司,，完成了剝離的收關(guān)階段,，然后“提出了一項行動方案。現(xiàn)在新財務(wù)總監(jiān)已經(jīng)就任了,，我現(xiàn)在正在一個項目,、一個項目地幫助他，”使新財務(wù)總監(jiān)適應(yīng)他的新職位,。

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

????鄧洛普補充道，在比如重組等某些緊張的形勢下,，雇傭臨時高管可能特別有幫助,。

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

????對于臨時高管來說，擁有正確的技術(shù)背景是個十分重要的條件,。不過企業(yè)雇傭臨時高管的時候,，往往是企業(yè)的壓力達到頂點的時候，因此對于臨時高管來說,，軟性技能也是同樣重要的,。

????“你是在企業(yè)的過渡期里被扔到一個環(huán)境中的。你必須泰然自若,。你必須能夠向前進,，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."