As a provider of temporary management solutions to businesses for almost 25 years, it is our responsibility to not only provide tailored solutions for business owners, but also to understand and recognize the challenges and experiences of our interim managers. Today we would like to take a look at an issue that often remains hidden in the business world, yet has a growing impact on engagement in our industry: Ghosting
Interim managers, known for their flexibility, expertise and ability to integrate quickly into different corporate cultures, occasionally face the challenge of ghosting. This phenomenon, originally known from the social and dating sector, is also occurring more and more frequently in a professional context, when enquirers are suddenly unavailable without explanation after initial interest. But what drives organizations and their representatives to behave like this in the business world, as their first ambassadors or business card, so to speak? And how do interim managers and providers deal with this situation? And what measures can be taken to minimize the negative effects?
What is ghosting in business?
Ghosting describes the sudden interruption of communication between two parties. This unexpected silence not only leads to confusion and frustration, but can also affect the planning reliability and motivation of the managers concerned.
Ghosting is a phenomenon that is becoming increasingly important not only in the private sphere, but also in the business world.
Effects on companies
Ghosting not only has an impact on interim managers, but can also have considerable negative consequences for companies. The external image suffers from the lack of communication, which leads to unnecessary damage to the company’s reputation. Especially in the area of employer branding, ghosting leaves a bad impression on applicants. This can be reflected in negative reviews on platforms such as kununu or in social media and deter potential talent. In addition, presented interim managers jump ship before the company has the chance to attract perhaps the best candidate.
This loss of trust and commitment can damage the company’s competitiveness and image in the long term.
Ghosting can also have a negative impact on the perception of certain industries or companies, which in turn can have long-term effects on business relationships.
Effects on interim managers
Ghosting can lead to frustration, uncertainty and an impairment of planning reliability for interim managers. Even interim managers are not immune to the emotional strain that comes with ghosting. Suddenly no longer being contacted can undermine self-confidence and raise questions about one’s own market value.
Ghosting not only leads to a waste of time and resources, but can also undermine the trust and commitment of the interim managers concerned, including in the providers, who may not report back that they have been ghosted – they then become ghosts themselves.
Why does ghosting occur?
There are many reasons for ghosting: internal uncertainties, organizational changes, a lack of professionalism or simply the decision to choose another candidate without a clear rejection. Often, no feedback is given due to embarrassment or lack of time, which increases frustration on both sides.
Common reasons for ghosting:
Conflict avoidance: As in their private lives, people often avoid unpleasant confrontations in business. It is easier to break off contact than to face a difficult conversation.
Lack of professionalism: In some cases, ghosting can indicate a lack of professionalism or disrespect. This can be particularly frustrating when a lot of time and effort has been invested in a business relationship.
Better offers: Interim managers might suddenly disappear because they receive a better job offer. Interested parties could host interim managers presented by the provider because they don’t want to carry out the project after all or have found another candidate internally, for example.
Excessive demands: Sometimes people are simply overwhelmed, nowadays perhaps only in terms of time, and do not know how to react to a situation. This can lead to them taking the easy way out and breaking off contact.
Convenience: In today’s digital world, it is often easier to ignore someone than to formally end a relationship.
How does ghosting occur in the interim management industry?
In the interim management industry, professionalism and reliability are of crucial importance. Unfortunately, ghosting does not stop at this sector and can present unforeseen obstacles for both managers and companies.
Ghosting in the interim management industry often has similar causes as in other professional contexts. Here are some specific aspects:
- High demand: In times of high demand for interim managers, it can happen that candidates receive several offers at the same time and then decide on the most attractive one without informing the provider.
- Communication problems: Misunderstandings or unclear agreements can lead to an interim manager breaking off contact, especially if the expectations of the project have not been clearly communicated.
- Time pressure: Interim managers often work under time pressure and have to make decisions quickly. This can mean that they have less time for proper communication.
And vice versa, how do interim managers experience ghosting by providers or companies?
Interim managers can also be affected by ghosting when companies or providers suddenly break off contact. Here are some of the more common experiences and challenges that interim managers face in such situations:
- Lost time and resources: Interim managers often invest a lot of time and effort in preparing for a pitch or project. If a company suddenly breaks off contact with the provider, these investments are lost without the provider/company giving a reason.
- Uncertainty and frustration: The sudden silence of a company can lead to uncertainty and frustration. Interim managers rely on clear communication to plan and execute their work effectively.
- Missed opportunities: While interim managers wait to hear back from the ghost, they could miss out on other potential projects or opportunities. Waiting can also create opportunity costs.
In a world increasingly characterized by rapid change and unpredictable challenges, it is important that we come together as an industry to address these issues and find constructive solutions. Through our commitment to professionalism, clear communication, empathy, industry customization, solution orientation, authenticity and trustworthiness, we at HANSE Interim will continue to help strengthen the interim management industry and bring about positive change.
Strategies for interim managers against ghosting
Interim managers can use the following strategies to deal with such situations:
Proactive communication: clear agreements at the beginning of the process, especially regarding feedback deadlines, help to avoid misunderstandings. Interim managers should not hesitate to follow up after a reasonable period of time.
Emotional distance and parallel options: It is important to maintain a certain emotional distance and always have several options in mind. This reduces dependence on a single option.
Networking and personal brand: Building a strong network and maintaining your own brand help to establish reliable connections in the long term and minimize the risk of ghosting. Interim managers with a strong industry presence, whether through publications or appearances at events, are less likely to be ignored.
Preventive measures for companies
Clear time frames and proactive information in the event of delays are crucial.
Companies can use various strategies to avoid ghosting by interim managers, but in our opinion the following are essential:
- Clear communication: Establish clear expectations and communication guidelines for your own employees from the outset. Train employees on the desired level of communication with business partners. This helps to avoid misunderstandings and clearly define the professionalism of company representatives in their external appearance.
- Regular updates: Inform the interim manager or provider regularly about the progress of the pitch process – if not actively then at least on request. This shows commitment and interest in the interim managers presented and values the performance of the provider.
At the end of the day, these are actually natural (unlearned?) manners of social interaction – even in the business world.
Conclusion
Ghosting is a challenge that interim managers as well as companies and providers have to face. Through open communication, professional conduct and clear expectations, all parties can help to minimize this dynamic.
HANSE Interim stands unequivocally for the continuous and sustained retrieval of information from all parties and its forwarding to the right partner in the acquisition process. For us, a failure to do so is an internal and individual process error and not an increasing (non-)communication principle – is that old-fashioned?
Have you ever experienced ghosting yourself? What do you think? Let us and our readers know how you dealt with it in the comments section.
With best regards
Your HANSE Interim Management
Andreas Lau
