The future of leadership: Magnus Rudling
How do interim managers navigate a constantly changing landscape? In the series “The future of leadership”, we talk to industry professionals about the skills needed for the future. The conversations take their cue from the top-level academic training for interim managers to be held in Gothenburg in May 2026, where theory meets practice to equip tomorrow's leaders.
What requirements do you see for interim managers' skills right now?
What is often missing is the ability to quickly read what is ‘in the walls’. You need to understand the informal groups and power relations, not just the structure on paper. Without this understanding, there is a risk of focusing on the wrong issues. Then you need the courage to make those uncomfortable decisions early on. When that courage is lacking, the organization continues to be slow, even though everyone really knows what is important.
How do you ensure that your skills remain relevant?
I develop my leadership mainly in live missions through systematically documented reflection. After each assignment, I write a report on what we did and what the results were. Feedback is crucial, especially from the team I led. When I notice that the pace is slowing down or that my old tools are not working, I know it's time to seek new support - sometimes even outside my own organization.
Which skill is most important to create real impact at high speed?
The most important skill is to stand firm when the wind blows. In rapid change, there is always friction and questioning, and as a leader you must not fall victim to that resistance. Real impact happens when decisions actually lead to action. I look early on for where efforts will have the greatest impact the fastest, often by prioritizing hard and getting the organization moving rather than getting stuck in analysis.
What kind of immersion increases the market value of an interim manager the most?
Self-awareness and leadership maturity, closely followed by an understanding of organizational dynamics. Short courses can provide good tools, but they need to be complemented by a deeper understanding of how people work in change. Leadership cannot be learned at a desk, but practical experience is so much more valuable when put into an academic context and processed methodically.
What is your best advice to stay competitive going forward?
Relevance is not about accumulating more methods, but about developing better judgment. Be curious, analyze your mistakes and dare to make decisions even when it is uncomfortable. I also think it's wise to invest in in-depth training in change management and organizational dynamics. Not to get a certificate, but to get the frameworks that help you understand what you face in reality.
About Magnus Rudling
Magnus is a Stockholm-based leader with about four years of experience in interim assignments in commercial leadership. He has a proven ability to quickly step into different industries to build sales and marketing teams, strengthen corporate cultures and drive growth through clear management against set KPIs.
Do you want to develop your judgment and leadership maturity?
Join Magnus and invest in your professional weight. On May 18-22, the Interim Management Professional Program in Gothenburg - a unique academic program designed to give you the tools needed for the most complex assignments.
Find out more and secure your place here.
