Building Trust at a Fast Pace: Psychological Security Under Time Pressure
In our previous article, Time to Take Action: How to Lead During the First Few Weeks of an Interim Assignment, we highlighted How an interim leader balances analysis and execution to set the direction from day one. But direction isn't enough if you don't get people on board. In this section, we focus on the HR and human perspective. Building relationships the traditional way takes time, which is something you rarely have in an interim assignment. So how do you create a sense of psychological security when under intense time pressure? We continue the conversation with Mats Reidler, Director at Interim Search, whose MBA program at Stockholm University focuses on successful interim leadership.
The basic rules are the same, but the pace is completely different
In his research interviews with experienced interim leaders, Mats Reidler finds that the fundamental principles for building trust—such as openness, honesty, and presence—are exactly the same for an interim leader as they are for a permanent manager. The main difference lies in the execution speed and the focus.
Mats, how do you build trust in just a few weeks when it usually takes months?
– As an interim leader, you have a very limited time frame to build trust, which requires a significantly more intensive and focused approach. You can’t afford a long learning curve where you’re still figuring out your role. It’s about communicating more quickly and providing immediate feedback, while also establishing complete transparency about why you’re there and where you’re headed. When you combine a strong presence with clarity, a sense of security is quickly established.
Identify the informal leaders right away
A common mistake made by new managers is to rely solely on the formal organizational chart. In an organization undergoing change, however, it is the unofficial power structures and key individuals with strong cultural capital that determine whether the strategy actually survives.
What role do informal leaders play during the first few weeks of an assignment?
– They are absolutely crucial points of leverage. In every organization, there are people who shape the actual culture and whom others listen to, regardless of their job title. If, as an interim leader, you don’t identify and engage them early on, it doesn’t matter how good your plan is on paper. You must quickly map out the power structures and build alliances with those who influence the decision-making process in practice, so that the change will endure even after your assignment ends.
Security Through Rhythm and Calm
Change and interim leadership almost always create a certain degree of anxiety and uncertainty within an organization. An experienced interim leader knows that a sense of security isn't built by slowing down, but by combining momentum with a methodical calm.
How can you alleviate anxiety in an organization undergoing change?
– By immediately clarifying the exact role of the individual and the group in relation to the goals. When people are unsure and ask, “What does this mean for me?” you, as a leader, must provide a quick answer. When employees see that you combine a fast pace of execution with a confident calm, it instills credibility. This makes the team feel that the leader is in control, which effectively alleviates anxiety and frees up energy for execution.
HOW TO DO IT: Three Strategic Keys to Mobilizing Your Organization
- Identify and engage informal leaders: Identify the people within the organization who have a strong cultural influence; they are your most important anchors for ensuring the strategy’s survival.
- Establish radical transparency: Immediately clarify the exact role of the individual and the group in relation to the established goals.
- Combine pace with calm: Project a sense of credibility that helps alleviate the inherent anxiety and uncertainty that often characterize an organization undergoing change.
Experienced interim leaders know that they must be able to immediately gauge the mood and identify groups within the organization in order to justify the investment the client is making. The article is based on Mats Reidler’s MBA thesis at Stockholm University on interim leadership.
