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A recent series of surveys by IpsosMori for the Interim Managers’ Association has estimated that the UK interim management market is now worth an estimated £1bn in terms of the value of fees spent on interim managers. Furthermore, there is a growing trend for interim managers to be used in more strategic leadership and change management roles rather than just for short-term gap-filling.

The surveys have also revealed a growing trend towards using interim managers in the public sector, which now accounts for more than one third of all interim management appointments. Local government remains the largest user of interim managers in the public sector, but their use is also widespread in areas such as health, education and central government departments. The public sector has also seen the largest recent rise in the use of interim managers, with a 20% increase over the last year.

Interim management has its origins in private sector, with considerable growth in the late 1990s that was tempered by the economic downturn that started in 2000. The last few years has seen a recovery in interim management, but this has been accompanied by a previously unseen increase in the use of public sector interim managers.

How do we explain the rise of interim management in the public sector? A number of reasons are involved, but the main ones will be familiar to any sector: time and money. The government’s far-reaching public sector change agenda has introduced initiatives and targets that many departments have had trouble in coping with on their existing resources. This new pressure has led in many areas to a shortfall in capability.

Interim managers can address this shortfall. Many new interim managers in the public sector are not necessarily going in to replace existing teams or plug gaps in senior management. They are being used to support and mentor delivery teams through a process of change. Interim managers can bring in experience and clarity to high-pressure situations, providing guidance and direction for organisations grappling with change.

In the past, external consultancies have been used to plug this kind of skills short-fall. However, a number of perceived failures with regard to cost and disappointing delivery have contributed to a growing reluctance to use this kind of assistance.

Interim managers offer a different kind of intervention to using external consultancy. They are experienced executives who join the senior management team in order to help the organisation to deliver. Rather than the consultancy model based upon external advice, interim managers influence from within. An interim will become part of the organisation, providing clarity and guidance that can have an immediate impact.

Speed and cost of hire are significant factors, particularly in the cost-conscious public sector. Interim managers can be installed quickly without the expensive recruitment process normally associated with hiring at a senior level. They will be expected to hit the ground running, complete their assignment and then leave. With fees that typically ranging between £500 and £1500 a day, interim managers can be more cost-effective than external consultancies.

Nick Robeson, the IMA chairman suggests that the IMA’s recent research demonstrates that this move to involve interim managers in leading organisational change is part of a wider trend. He said: “Traditionally interims were used for gap-management - to fill a key vacancy at short notice - and this is still an important function. But our new results demonstrate clearly how senior, experienced executives are being sought to lead and support organisations in business-critical operations.”.

The research bears this out in its analysis of why people use interim managers. More than half of all interim managers are engaged either for a specific project, or to help with a process of change management. By contrast, gap management now only accounts for just over a tenth of interim assignments. The average length of an assignment also reflects the project-based nature of interim management - more than four-fifths of interim projects last for less than six months.

The types of job functions that interim managers are being hired for reflects their growing versatility. HR remains the single most common job function with more than a quarter of interim managers, but interim managers are commonly used in finance, marketing, IT as well as in senior board-level positions.

Interim management has traditionally been seen as a reactive response to organisational failure. It appears that a new breed of interim managers are emerging who have transferable leadership skills that can be applied across all sectors. The implication is that the interim management industry is evolving to become a profession in its own right.

The Interim Channel has been created to provide a dedicated portal for this growing new sector. After all, there is no single website in the UK that caters wholly for interim managers. Powered by a series of partnership agreements with established online boards such as exec-appointments.com and the Times Online, The Interim Channel currently carries the largest selection of current interim assignments in the UK.

Commercial Office Buildings are complex. And maintaining them adequately can be challenging. Building repairs can be complicated or simple, but all repair projects share some common problems.

For example, hiring someone to make a repair, particularly one requiring a specialist, can be difficult to manage if you are not well versed in the engineering aspects.

The following tips can help make your management of the project easier by preventing, avoiding and preparing for issues before they arise.

• Before work begins, clearly define the work that you need to have completed. The clearer your outline of work is, the smoother the job will go. Avoid loose specifications as much as possible (on both materials and work to be done).

• Communicate your ideas to contractor and give them a copy of the outline of work you developed. Make sure they understand it fully. Ask for collaboration, and see if they can provide feedback on items that could save you money. Discuss the quality of materials needed, and what labor resources will be necessary.

• On larger jobs, research the contractor’s finances, credit, insurance, and staff. Feel free to ask for references and locations where they have completed work in the past. You might even visit those job sites to inspect the quality of work.

• Be aware of and avoid, if possible, “low-ball” bids. Sometimes the cheapest bidder is cutting corners on the project and might even violate code requirements in your area. Negotiate a schedule of extras. Another common ploy is to low-ball the bid to get the job and flood the company with small extras. Make sure to add clauses in your work agreement that explain “all extras not included in the original price must be agreed to in writing prior to the commencement of the work.” Be sure to keep a complete set of copies of the contract.

• Be sure to include and clearly define deduction clauses in the contract. These clauses would include debris removal, clean-up, and the passing of firm completion dates. Define what you will charge back to the contractor and when you will charge it if necessary.

• Always negotiate cancellation clauses in the contract. This should not be a problem since it serves both parties involved. It protects you from poor work and protects the contractor from late payments. How and why the contract can be cancelled need to be spelled out here. Otherwise you make find yourself with a mechanic’s lien over an inadequate job after you did not pay the final payment.

• On all contracts, but especially with ongoing service bids, obtain references from the contractor that relate directly to the work you need to have completed. Call or if possible visit the provided references on site and ask them to rate the following on a scale of 1-10: Punctuality, Competency/Knowledge, Pricing, Reliability, Emergency Response Time, and their Overall rating.

• Be thorough about who is responsible for what: permits, plans, who will supply what, unloading sites, property rules (safety, user contact, clean-up, security, keys etc.). An agreement should be reached that explains how the work site should be left at the end of each working day. This document should include who is responsible for locking up at the end of each working day, cleaning, and debris removal, and traffic management if necessary.

• A very important aspect that is often overlooked is insurance. Look into the contractor’s insurance policies and come to an agreement about what happens if your property, or a neighbor’s property is damaged as a result of the work being performed. Make it a requirement that there is an up to date certificate of insurance. Check with your attorney or insurance specialist about what should be covered on your property.

• Clearly define work performance and what requirements the final work should meet. An example clause that could be added to the contract would be: “All work is expected to be done in compliance with all applicable city, county and state regulations and in a professional manner.”

• Prepare the area to be worked on. Remove as much as possible to avoid breakage and theft. If indicated isolate area so contractors have no reason to wander around.

• Manage the contractor. Keep a record of the job as it unfolds and provide feedback. Perform frequent inspections and document results. Have a functional planned schedule and compare progress to projections. Problems should be identified as early as possible.

• Agreements about when and amounts of payments to be made, etc. Avoid sloppy record keeping. Require paid receipts to prove subcontractors and material vendors have been paid. Get a release of all liens form signed before last payment. If you don’t, you could have paid off the general contractor and still be hit with liens from unpaid subs. Consult with your legal department about lien laws in your state and be sure you are covered.

• Resolve disputes promptly. Avoid endless delay in resolution of disputes or you’ll end up in court.

• Evaluate each contractor on a regular basis for quality, service, cost, and fulfillment of contract terms. Write up a short narrative to put into the file how the job went.

• Be sure to keep a complete set of all contracts. Without them you’ll have no proof of work promised in a court of law.

Randy Crocker, Principal Owner of Hassle Free Commercial Services, gets questions all the time from clients about their property and what they can do to save money, prevent fires, and keep their building running efficiently all while keeping their clients and employees happy. The following list addresses some of the most asked questions.

1. How can Energy Efficient Bulbs save us money?
If every American home replaced just one light bulb with an ENERGY STAR qualified bulb, the country could save enough energy to light more than 3 million homes for a year, more than $600 million in annual energy costs, and prevent greenhouse gases equivalent to the emissions of more than 800,000 cars.
• ENERGY STAR qualified bulbs use about 75 percent less energy than standard incandescent bulbs and last up to 10 times longer.
• Reduction about 25% or more in electricity costs over a normal bulb.
• Produce about 75 percent less heat, so they’re safer to operate and can cut energy costs associated with home cooling.
• Are available in different sizes and shapes in almost any fixture, for indoors and outdoors.

2. How many items can I safely plug into my electrical outlet?
Add up your amps! Most breakers are 20 amp breakers, (if you are not sure what yours are, check with your building maintenance professional) which means add up the amps required for each electrical device you are plugging in and make sure that the total does not exceed 20 amps. The amps used by your devices can usually be found on the side or bottom of the device, or in your owner’s manual. Beware of space heaters, and microwave ovens, they use 14 amps – more than one on a single breaker will blow a fuse!

3. What can we do to practice fire safety in our building?
Fires can be avoided by following proper fire safety practices. The best method of fire prevention is the knowledge and elimination of fire hazards.

First, be sure to check your smoke detectors once a month and the batteries at least once a year. Smoke detectors sense abnormal amounts of smoke or invisible combustible gases in the air. Make sure they are installed on every floor, or are up to code per your county and state regulations. Also be sure that your smoke detectors are labeled by the Underwriters Laboratories (UL) or Factory Mutual (FM).

The following Tips should be followed very carefully for fire prevention:
• Keep portable and space heaters at least 3 feet from anything that may burn. Never leave heaters on when you leave.
• If an electrical device begins to smoke or has an usual smell, unplug it immediately and have it repaired.
• Replace frayed or cracked electrical cords and don’t overload extension cords. They should also never be run under rugs.
•Comply with NO Smoking rules at all times. Usually, there are designated safe locations for smokers. Carelessly thrown cigarette butts are common causes of fires.
• Always have and maintain proper fire fighting equipment.
• Never block fire fighting equipment or exit doors.
• Lastly, consult your building maintenance professional or electrician for any changes to your fuse box.

4. How can we reduce our water and sewage bills?
Toilet flushing uses the most water in commercial and residential buildings. Replacing old 3.5 gallon toilets with new 1.7 gallon toilettes can drastically reduce your water bill. However, we only recommend doing this for smaller buildings. And remember, with less water being used, less sewage is generated and thus those fees are also reduced. Alternatives to traditional toilets include dual-flush and composting toilets, and waterless urinals.

Have your maintenance professional practice preventative maintenance, even more savings can be realized through stopped leaks. Other water cost saving methods can also be included on sinks, washing machines, dishwashers, ice makers and HVAC through automatic controls and with the purchase of energy star compliant appliances.

5. Our generator doesn’t work when we need it to, what can we do?
Keeping the moving parts in your generator is very important. As parts remain motionless, especially in new generators, air can creep into a unit injector solenoid. Emergency Generators should be started up every week for about 5 minutes with transfer load testing every month. Every year a full load test should be completed. A good practice is to schedule this along with elevator testing.

In addition to running the generator on a monthly schedule, you should also perform the following general maintenance inspections and repairs:
•Inspect Radiator fins monthly
•Check antifreeze levels weekly
•Keep block heater plugged in and warm
•At a minimum change fuel filters annually
•Keep an eye out for wet spots around the fittings of the fuel system
•The indicator light should read okay on the battery charger
•Ensure tight, corrosion free connections on the battery and charging systems
•Make sure the engine itself, as well as the engine belts are free of wear and have signs of any leaks
•Check oil levels and change oil and oil filters annually
•Check the engine air filter once for every 100 hours of operation
•Change the Engine Filter at least once per year and that the canister is free of dirt and other debris

Randy Crocker, Principal Owner of Hassle Free Commercial Services, gets questions all the time from clients about their property and what they can do to save money, prevent fires, and keep their building running efficiently – all while keeping their employees or tenants happy. The following is a list of preventative maintenance tips and a building checklist your building maintenance specialist should be following to keep your property fully functioning at all times.

Preventing Electrical Problems
Add up your amps! Most breakers are 20 amp breakers, (if you are not sure what yours are, check with your building maintenance professional) which means add up the amps required for each electrical device you are plugging in and make sure that the total does not exceed 20 amps. The amps used by your devices can usually be found on the side or bottom of the device, or in your owner’s manual. Beware of space heaters, and microwave ovens, they use 14 amps – more than one on a single breaker will blow a fuse!

Fire Prevention
Fires can be avoided by following proper fire safety practices. The best method of fire prevention is the knowledge and elimination of fire hazards.

First, be sure to check your smoke detectors once a month and the batteries at least once a year. Smoke detectors sense abnormal amounts of smoke or invisible combustible gases in the air. Make sure they are installed on every floor, or are up to code per your county and state regulations. Also be sure that your smoke detectors are labeled by the Underwriters Laboratories (UL) or Factory Mutual (FM).

The following Tips should be followed very carefully for fire prevention:

• Keep portable and space heaters at least 3 feet from anything that may burn. Never leave heaters on when you leave.
• If an electrical device begins to smoke or has an usual smell, unplug it immediately and have it repaired.
• Replace frayed or cracked electrical cords and don’t overload extension cords. They should also never be run under rugs.
•Comply with NO Smoking rules at all times. Usually, there are designated safe locations for smokers. Carelessly thrown cigarette butts are common causes of fires.
• Always have and maintain proper fire fighting equipment.
• Never block fire fighting equipment or exit doors.
• Lastly, consult your building maintenance professional or electrician for any changes to your fuse box.

Generator Preventative Maintenance
Keeping the moving parts in your generator is very important. As parts remain motionless, especially in new generators, air can creep into a unit injector solenoid. Emergency Generators should be started up every week for about 5 minutes with transfer load testing every month. Every year a full load test should be completed. A good practice is to schedule this along with elevator testing.

In addition to running the generator on a monthly schedule, you should also perform the following general maintenance inspections and repairs:
•Inspect Radiator fins monthly
•Check antifreeze levels weekly
•Keep block heater plugged in and warm
•At a minimum change fuel filters annually
•Keep an eye out for wet spots around the fittings of the fuel system
•The indicator light should read okay on the battery charger
•Ensure tight, corrosion free connections on the battery and charging systems
•Make sure the engine itself, as well as the engine belts are free of wear and have signs of any leaks
•Check oil levels and change oil and oil filters annually
•Check the engine air filter once for every 100 hours of operation
•Change the Engine Filter at least once per year and that the canister is free of dirt and other debris

Preventative Maintenance Checklist
The following is a list of items that should be checked or performed on a regular basis to keep your building functioning at all times.

• Fire Alarm and Sprinkler System Testing
• Sump Pump – Check Connections, Winding Motors, and Lubrication
• Water Pump – Domestic Water Circulating Pumps checks and lubrication
• Dry Pipes – Air Compressor, Fire Compressor, check for leaks
• Garage Doors and Parking Gates – Lubrication, Adjustments of Beams, Pressure System Testing
• Exhaust, Supply and Return Fans – Motor, Belts and Barometer Testing, Air Flow Testing in Supply and Return Vents
• Elevator – Belt and Pulley Checks and Load Testing
• Winterization of Pipes
• HVAC: coil cleaning, filter replacement, evaporator/condenser changing, belts, line clearing, amp and ohm motor testing, condensate pipe checks, air flow testing, and water flow testing
• Emergency Management Systems Operation and Testing

Is your attitude in line with success? Or do you have an attitude that almost guarantees failure before you even begin? This is perhaps the most important area to clarify if you indeed want to attain a high degree of success.

There is a definitive difference between the attitudes of the successful versus those of the unsuccessful. Developing a “winner’s” attitude is one of the most basic characteristics needed for achievement. Unfortunately, this is not something that society ingrains in us. Rather, we are more likely to be taught the exact opposite. It is easy to see why most people live a life filled with frustration and failure.

People do not want to take responsibility for the results they get. We learn at an early age to play the ‘victim’. This allows us to absolve ourselves of any responsibility for what occurs in our lives. Naturally, when something good happens, we are quick to take credit. Yet, when something negative arises, we rapidly move in the mode of blame. It is someone (or something) else’s fault. We point the finger at whatever we can. This allows us to feel better about ourselves by believing that we are not at fault.

The destructiveness of this mindset is that many go into that mode before they approach the particular situation. They have their alibis lined up prior to starting. Thus, when failure does arise, it is a simple process to assign blame. Unfortunately, someone operating under this concept does not understand how the mind creates what it focuses upon. By concentrating on all that can go wrong, the mind actually manifests this. The decision to find blame allows the mind to rest. Once it is satisfied that it found who was responsible, the creative process is ceased.

Many have a half hearted attitude towards most of what they do. Being successful in that endeavor is not a driving force. Naturally they would like to accomplish what they set out to do. However, if they do not, it is alright. They will simply offer a variety of excuses as to why things worked out the way they did. These excuses will show how they are not at fault. Since this is the mindset going in, the creative powers are not utilized to arrive at a successful conclusion. A half-hearted attempt is made which typically ends in an undesired result.

This is not what the successful do. Their attitude is exactly opposite. Instead of figuring who to blame or ways to avoid responsibility, the successful take this head on. They carry the mindset that they will achieve the desired results no matter what obstacles are encountered. All responsibility falls on their shoulders. Once they decide to do something, it is only a matter of time before it is accomplished. Anything that hinders the forward progress is overcome. All action is taken with the intent on achieving success. Any other possibility is never enters their mind.

For anyone wishing to be successful, this is the attitude needed to attain those results. A helpful exercise is to watch how top athletes approach their profession. The batting champion expects to get a hit every time he walks to the plate. Tiger Woods believes that he will win every golf tournament he enters. The same is true of Roger Federer in tennis. Second place is not a possibility to these people. This is the same attitude you need to have in your own life. When you set out to do something, do so with the belief that you will get it done.

Eliminate the excuses from your life. Blaming is a habit guaranteed to relegate you to a life of failure. It is the attitude of those who do not truly believe they can be successful. The winner’s take responsibility for the outcomes in all situations. Believing that you will be successful beforehand increases the likelihood that it will come true. Approach every task with the winner’s attitude.

Many define a true decision as ‘a decision that cuts off any other possibility’. Decide what it is that you want and make sure that it happens. This attitude will instantly create better results in every area of your life.