Abstract
It is not sufficient for managers who hire an interim manager to do no more than choose ‘the right person for the job’ for their change projects. Too many change processes fail and that's not only due to what the interim managers do. The hiring managers themselves can do more to create success. They have many more possibilities than only in the selection phase. This article discusses a number of rules or action repertoire for this purpose. This repertoire is based on a study into the factors of success and failure for interim management in projects of organisational change. We suggest that hiring managers should focus their attention on the cooperation of all stakeholders. They might take a pioneering role in the professionalisation of all persons involved in the organisational change.
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