Interim Diplomacy
The first day of a new assignment as an Interim Manager is undoubtedly a very important moment. Above all, he has to know how to listen. However, the varied profiles of interlocutors and their contradictory injunctions can sometimes be difficult to reconcile. It is therefore important that the Interim Manager makes people understand the constraints to which he is subject. This way, his interlocutors will better accept his role.
Then he must know how to rephrase to be sure he has understood correctly. This shows his interlocutors that they have really captured his attention.
He must then explain his role and make people understand his long-term usefulness, beyond the time of his mission.
Demonstrating the tact necessary to raise a problematic situation is also a matter of diplomacy. This must be combined with a clear message reflected in new professional relationships: the IM is determined to succeed. In this way, the person he or she is talking to will understand that they are not competitors but colleagues who share the same objective for the company.
Finally, the IM should not forget to celebrate successes, even modestly. He should especially highlight those who have allowed him to achieve them by looking back on completed projects and their beneficial effects. This allows everyone around them to find meaning and feel professionally accomplished.
Corporate diplomacy
According to Béatrice Collin, co-director of the European and International Institute and professor of strategy at ESCP Europe: “Corporate diplomacy consists of developing the political, relational and social capacity of the company so that it can interact positively and co-construct with all stakeholders in the countries or regions where it operates. The objective is to ensure sustainability and long-term economic performance.”
Corporate diplomacy aims to strengthen the strategic and managerial capacity of the firm to operate on a global scale. It ensures the firm’s success in each country where it is engaged.
To ensure long-term economic performance on global markets, it is necessary to build and maintain lasting relationships with all stakeholders. This is particularly important in emerging markets or markets with strong cultural, social or philosophical differences.
Here too, the Interim Manager can be very useful. His profile and experience have led him to work in different corporate cultures. He can thus become the providential person to be the springboard for a company to access new markets. Conversely, he or she may be the “local” person who is able to make the link between a global vision and regional culture and habits.
Great diplomats as a source of inspiration
History still associates great diplomacy with politics and international institutions. Who knows, some of the great future references in diplomacy may come from the business world, perhaps as Interim Diplomacy Managers? In the meantime, here are some big names and the deeds that made them famous:
1. Charles Maurice de Talleyrand-Périgord (1754–1838)
French statesman and Emperor Napoleon’s chief diplomat, widely considered one of the most skilled diplomats of all time. Despite France’s defeat at the Congress of Vienna, he succeeded in making defeated France a key player. He promoted a strategy of European balance and the defense of the principle of legitimacy. He distinguished himself by his political pragmatism and adaptability, serving under five successive regimes (Revolution, Directory, Consulate, Empire, Restoration, July Monarchy). He showed tremendous visionary spirit. He anticipated the rise of nationalism and promoted a diplomacy of secrecy and know-how.
Balance, pragmatism and vision: three key talents with which an Interim Manager can make a difference.
2. Klemens von Metternich (1773-1859)
Austrian Chancellor and Foreign Minister, considered one of the most influential diplomats of the nineteenth century. He established congressional diplomacy (the “Metternich system”). This allowed cooperation between the great powers (Austria, Russia, Prussia, United Kingdom) and avoided major conflicts for nearly 40 years.
An outstanding Interim Manager also knows how to create momentum to make important decisions supported by stakeholders.
3. Henry Kissinger (1923-2023)
US Secretary of State (1973-1977) and National Security Advisor, known for his “realpolitik” aimed at global stability. He was awarded the Nobel Peace Prize in 1973. We also owe him the term shuttle diplomacy. In diplomacy and international relations, shuttle diplomacy is the action of a third party who serves as an intermediary between various belligerents in a conflict. Often, the intermediary exerts influence through repeated visits to each party separately.
With a good dose of realism, an Interim Manager who knows how to act as an intermediary and give of himself to get things done will often prove particularly useful.
4. Madeleine Albright (1937-2022)
Diplomatic pioneer as the first woman to serve as Secretary of State, she broke a glass ceiling and became an influential figure in global diplomacy. She has been a mentor to many women in foreign policy and founded the Albright Institute for Global Affairs to support the next generation. A proponent of muscular diplomacy, she championed interventionism to protect democratic values and human rights. She orchestrated NATO’s enlargement to Eastern Europe. Madeleine Albright’s style certainly does not apply to all circumstances, but it is appropriate when it is necessary to show boldness and determination at all times.
It is not uncommon to see female Interim Managers move glass ceilings.
5. Ban Ki-moon
8th Secretary-General of the United Nations (2007-2016), recognized for having oriented the organization towards sustainable development, the fight against climate change and the empowerment of women. His tenure, often described as that of a “discreet but determined diplomat,” was marked by major advances despite complex geopolitical crises.
While the Interim Manager must be able to be discreet, he or she is also often better able to discuss sensitive subjects that the company cannot ignore, whether current or future.
