Claire is an experienced recruiter in interim management. She connects senior leaders with flexible talent that helps universities adopt strategies to drive sustainable change. This covers steps to optimise their operations, drive their top-line and reduce their cost base, including back-office transformation, change in target operating models, adopting modern digital solutions, estates rationalisation, and strategic partnerships. Claire has built an impressive track record helping institutions identify the right solution in time-critical situations. Claire also provides guidance to those who have not previously considered an interim career before, but who have unique insights and skills to offer the interim market.
The industry of interim management is experiencing a shift. Despite strides made in closing pay disparities and implementing flexible work practices, the gender gap in senior interim roles is widening once again. According to the latest Institute of Interim Management (IIM) survey, the percentage of women in interim management has dropped from 30% to 25%. This decline not only prompts a closer examination of the underlying causes but also underscores the importance of understanding why this gender disparity persists.
The graph below from the IIM offers an interesting journey of women working in interim management over the last 14 years. While there have been periods of increase, the percentage of women successfully delivering assignments has never exceeded 30%. Why is this? A deeper look reveals that typical characteristics and self-perceptions of men and women might play a significant role. Understanding these dynamics is crucial to addressing the gender disparity in interim management.
The Confidence Gap
One factor contributing to the underrepresentation of women in interim management may be the differing ways in which individuals approach job opportunities. Research and anecdotal evidence suggest that women might be more likely to focus on qualifications they perceive as lacking when considering a role, whereas men often feel confident applying if they meet only a few key criteria.
This disparity can be particularly pronounced in interim management, where confidence and self-assurance are crucial. Women might hesitate to pursue interim roles unless they meet nearly all the requirements, while men may apply if they fulfill just one or two major requirements. This difference in self-assessment can lead to fewer women putting themselves forward for these high-stakes positions, contributing to the widening gender gap in the field.
Characteristics of interim managers: Do men and women align?
John Gray’s “Men Are from Mars, Women Are from Venus” explores how men and women often exhibit different approaches to challenges, with men displaying greater confidence and risk-taking tendencies, while women may focus on their perceived shortcomings. This disparity is echoed in the interim management field, where women might hesitate to apply for roles unless they meet nearly all requirements, whereas men are more inclined to apply with fewer qualifications.
Interim managers are typically expected to exhibit characteristics such as decisiveness, resilience, adaptability, and the ability to quickly integrate into new environments. These roles demand a high level of confidence, leadership skills, and the capacity to drive immediate results within short timeframes. Analysing these characteristics in the context of traditional gender stereotypes can offer insights into why there has historically, been a lower percentage of women in interim management positions.
Characteristics typically associated with men
Men are often perceived as assertive, confident, and decisive, traits that align closely with the demands of interim management. They are frequently seen as more willing to take risks and assert their readiness for leadership roles, even when they do not meet all the specified requirements. This tendency to project confidence and take charge can be advantageous in securing interim management positions, which often require quick decision-making and the ability to navigate ambiguity.
Characteristics typically associated with women
Women are often associated with traits such as empathy, collaboration, and a cautious approach to risk. While these qualities are invaluable in many leadership contexts, they may not always align with the traditional expectations of an interim manager.
Women may also be more inclined to engage in self-doubt and self-criticism, focusing on areas where they feel they fall short rather than highlighting their strengths. This could lead to hesitation in entering the interim market, which typically demands a high degree of self-assuredness and readiness to step into high-pressure situations with little acclimation time.
As Katty Kay and Claire Shipman discuss in “The Confidence Code: The Science and Art of Self-Assurance—What Women Should Know,” women often struggle with internalised self-doubt, which can undermine their willingness to pursue challenging roles. The book highlights how confidence—or the lack thereof—significantly impacts women’s career choices and advancement, mirroring the confidence gap observed in interim management.
By understanding and addressing these confidence issues, organisations can better support women in overcoming barriers and thriving in interim management roles.
Gender dynamics and interim management
Understanding these differences in characteristics and self-perception is crucial for addressing the gender gap in interim management.
Organisations can play a significant role by fostering environments that encourage and support women to take on interim roles. By recognising and valuing the diverse strengths that all leaders bring, and by addressing the confidence gap that holds many women back, the interim management field can become more inclusive and better equipped to harness the full spectrum of leadership talent.
Exploring the gender gap
We will soon be launching a series of interviews with female leaders to further explore and understand why the gender gap is increasing, and what we can all do to help address and reverse the gap.
At AQ, we know we have an important role to play in promoting diversity, and we take this responsibility seriously. When sharing candidate shortlists, we actively challenge and debate with our clients to help them think differently about what outstanding talent looks like, and support them in identifying candidates with true potential for their roles.
Headhunting has often been seen as a profession that leans on a little black book, comprising an inner circle of well-known homogeneous contacts – we actively work against that method. As an inclusive company, we recognise the qualities and abilities of all people – including those who may not have followed a typical career path or may not ‘look like’ the typical candidate – and therefore we really question what is included in a role description and actively deter from a tick box exercise when deciding on the best candidate.
If a role really interests you, but you don’t think you meet all the criteria, we encourage you to still reach out for a conversation; we are always happy to chat through the role and your experience, helping you to identify your strengths, and providing you with honest support with your application.