Welcome back to the fifth instalment of the #InterimsInAction series. Jason Atkinson, Managing Director of Russam, delves deeper into the insights and strategies of seasoned interim managers. In this edition, Jason continues his discussion with Dawn Dobson-Bowkett, Senior Human Resources Leader, exploring her approach to managing difficult stakeholders, navigating diverse sectors, and measuring the impact of interim projects.

What is the single most important thing to do when you enter a company as an Interim Manager?

Firstly, understanding the company’s objectives is critical. There’s generally a benefits case written at project initiation, but it’s common for teams to lose sight of these objectives in the rush to deliver solutions. I focus on ensuring that the projects we undertake are truly aligned with strategic benefits, and if they aren’t, I’m prepared to descope or alter the project to improve its value proposition. Continuous engagement with stakeholders is vital to keep the project aligned with the business’s needs. I keep them regularly updated, ensuring there are no surprises and that we measure the benefits as we progress. Interestingly, sometimes the most successful outcome could even be halting a project if it no longer serves the intended purpose, though I’ve never had to recommend a project cancellation.

How do you handle joining an underperforming team?

When I join a team that’s underperforming, the first thing I notice is often a lack of openness. To combat this, I foster an environment where transparency and communication are prioritised. I establish regular team meetings focused on mutual support and proactive problem-solving. I also conduct one-to-one coaching tailored to individual skill levels and experiences. It’s about creating a culture where people feel valued and are motivated to go the extra mile, a culture where they support each other and collectively aim for continuous improvement.

What is your approach to managing difficult stakeholders?

I don’t believe in difficult stakeholders; I see stakeholders with different perspectives. My approach involves understanding why they may seem difficult, which often reveals valid concerns that the project team has overlooked. I actively engage them, either as contributors or reviewers, leveraging their insights to refine our approach and enhance project outcomes.

How do you jump across so many sectors and transfer skills?

Effective programme management is fundamentally the same across all sectors. My diverse experience allows me to bring fresh, innovative ideas that might be routine in one sector but revolutionary in another. This can involve integrating commercial metrics into public sector projects, or adopting new technologies and processes that improve operational efficiencies and customer outcomes in another industry.

How do you measure the impact of an Interim project?

My focus is always on tangible business outcomes—whether that’s expanding manufacturing capacity to meet customer demand, improving service to retain customers, or streamlining processes to boost efficiency. Beyond the immediate project results, I ensure that I leave behind a legacy of improved skills and knowledge among the client team. This way, the improvement process continues even after my engagement ends, which is often reflected in the feedback I receive, with many stating how much they’ve learned and grown during our collaboration.