Starting as an Interim Manager: 7 Mistakes to Avoid

Becoming an interim manager isn’t a fallback plan — it’s a deliberate career move.

If you’re considering this path after leaving a permanent role, thinking, “I’ll try interim work until something stable comes up,” you’re already heading in the wrong direction. Interim Management requires a different mindset, different expectations — and a different level of commitment.

While the freedom and variety of interim projects can be rewarding, this career is not without risk. You’ll face downtime between projects, need to constantly prove your value, and operate without corporate safety nets like paid leave or guaranteed bonuses.

So, before you dive in, make sure you avoid these seven mistakes that can derail your interim journey before it truly begins.

1. Entering the Market Without a Strategic Partner

Many first-time interim managers jump straight into project hunting — solo. But without a trusted interim provider guiding you, the risks are higher.

A good provider doesn’t just connect you to assignments. They know the client’s internal politics, reporting lines, decision-makers, and past patterns of what worked — and what didn’t. That context matters.

When clients have no prior experience with interim management, they may unintentionally limit your authority. An interim provider ensures you’re set up for success with a clear mandate and direct access to top leadership.

💡 Consejo: Start your first project through a seasoned proveedor provisional. It builds your confidence — and theirs.

2. Going into the Interview Unprepared

An interim interview isn’t a general discussion about your skills. It’s a strategic conversation about what you can do — fast — in their specific situation.

Before the interview, do your homework:

👉 Research the company’s challenges and performance.

👉 Look up previous interim managers they’ve worked with (LinkedIn helps).

👉 Prepare questions that clarify expectations, such as:

• “What would success look like at the end of this project?”

• “Have you worked with interim managers before? What worked well? What didn’t?”

This shows initiative, insight — and builds trust right away.

3. Ignoring the Daily Rate Dynamics

Many new interim managers struggle with pricing — either underpricing due to insecurity or overpricing without context.

Before you walk into a discussion:

• Estimate the scope and urgency of the project.
• Consider industry benchmarks and regional rates.
• Factor in relocation, travel, or multi-site responsibility.

Once you agree on a rate, stick to it. Trying to renegotiate mid-project (unless the scope drastically changes) signals inexperience.

Also, expect to sign an NDA — it’s standard. Interim projects often deal with confidential issues like leadership gaps, restructuring, or M&A. A non-disclosure agreement protects both you and the client — and shows you take professionalism seriously.

4. Focusing on Popularity Instead of Performance

In interim roles, you’re hired for outcomes — not for “fitting in” or playing politics.

You might be seen as the person coming to disrupt the status quo — and that’s okay. What matters is how you communicate change, build trust, and move teams forward.

You don’t need to win every heart — but you do need to win results.

Avoid falling into the trap of playing it too safe. If you delay tough conversations or try to please everyone, you risk leaving behind a polite impression and no meaningful impact.

5. Undervaluing Your Online Presence

Your LinkedIn headline is not a tagline — it’s your digital first impression. Generic headlines like “Helping companies grow…” won’t get you shortlisted.

Instead, use sharp, relevant summaries like:

✅ “Interim COO | Automotive & Supply Chain Optimization | Germany & CEE”
✅ “Turnaround CFO | Interim Assignments | Cost Control & Cashflow Recovery”

Also:

• Keep your profile updated after every project.
• List measurable outcomes.
• Ask for relevant recommendations — these are your future references.

Interim providers and clients screen quickly. Make it easy for them to see your value.

6. Limiting Yourself to One Market or Model

Many interim managers limit themselves to local assignments or specific industries, especially early on. But the most in-demand professionals are those willing to explore.

Interim Management is built for agility.

High-turnover markets (like Central and Eastern Europe) often struggle to retain permanent leaders — which opens the door for interim roles. Don’t ignore opportunities just because they’re outside your country or comfort zone.

Cross-border experience boosts your profile and creates a steady stream of offers.

7. Thinking Only One Project at a Time

While delivering on your current project, always think ahead. Don’t wait for the contract to end before networking or applying. The best interim managers line up their next role antes de this one ends.

Use the “land and expand” strategy:

• Start small.
• Prove your value fast.
• Build trust with leadership.
• Expand your scope naturally.

One of our top interims began as a Lean Manager for one plant — and ended up leading transformation across the client’s entire European network.

Reflexiones finales

Interim Management is not a stopgap — it’s a calling.

You operate in complexity, deliver under pressure, and move from challenge to challenge with clarity and confidence. But that level of trust and demand only comes if you treat this career like a business — with strategy, reputation, and long-term positioning.

Avoid the rookie mistakes — and you’ll be the one clients call first when things get serious.

✅ Strategic.
✅ Proactive.
✅ In demand.

That’s the interim mindset. And it’s how you build a career clients remember.