Getting a grip on a department that is temporarily underperforming requires quickly identifying the root cause of the problem, intervening in a targeted way, and putting the right people at the helm. Temporary underperformance almost always has an identifiable cause, and with the right approach, a department can in most cases be back on track within weeks or months. In this article, we answer the most important questions you face as a manager or HR professional when a department is falling behind.
What are the most common causes of temporary underperformance?
Temporary underperformance is typically caused by a combination of a leadership vacuum, unclear priorities, team dynamics that have fallen out of balance, or external pressure the department was not prepared for. It is rarely a single cause, but there are patterns that recur time and again.
The most common causes are:
- Absence of a strong leader: due to illness, departure, or a prolonged vacancy, a team loses its anchor. Decisions stall, priorities blur, and people work at cross-purposes.
- Reorganization or merger: structural changes create uncertainty. Roles are unclear, responsibilities overlap, and employees no longer know where they stand.
- Rapidly growing workload without matching capacity: when volume increases but staffing levels remain the same, people become overloaded and the quality of work declines.
- Loss of key figures: the departure of an experienced employee or informal leader can temporarily destabilize a department, especially if knowledge has not been properly transferred.
- Lack of clarity about goals and expectations: teams that do not know what is expected of them consistently perform below their level, even when the individual employees are capable.
Do you recognize several of these signals at the same time? Then there is a good chance the situation will not correct itself and that active intervention is needed.
How quickly can you identify the root cause of the problem?
In most cases, you can get clarity on the root cause within one to two weeks, provided you work in a targeted way. It requires direct conversations with those involved, a critical look at data and processes, and a willingness to hear what people do not always say spontaneously.
An effective approach works in three steps:
- Hold individual conversations with team members: not in a group setting, but one on one. People are more honest when they do not have to perform in front of colleagues. Ask directly: what is blocking you on a daily basis? What are you missing? What is not working?
- Analyze available performance data: look at output, turnaround times, customer satisfaction, or other relevant KPIs. Not to judge, but to understand where the department is falling behind and when that started.
- Map the informal dynamics: who takes initiative? Who is blocking? Are there subgroups? The formal structure rarely tells the full story.
An outside perspective often helps enormously here. Someone without internal interests sees more quickly what is really going on and is also willing to draw harder conclusions.
When is an interim manager the right solution?
An interim manager is the right choice when a department urgently needs direction, but a permanent appointment in the short term is not feasible or desirable. This is the case with acute leadership vacancies, complex transitions, or situations where a neutral, experienced outsider has more impact than an internal promotion.
Concrete situations where interim management is the most logical step:
- The department manager has suddenly dropped out or left and there is no suitable internal successor available.
- A reorganization or integration is underway that temporarily requires additional management capacity.
- The department needs a turnaround that is internally too politically sensitive to be led by an existing employee.
- You need specific expertise for a defined project or transition period, without the obligation of a permanent appointment.
Interim management is not a stopgap solution; it is a strategic choice. A good interim manager brings not only stability, but also a fresh perspective, proven experience in comparable situations, and the independence to make difficult decisions.
How do you give an interim manager a flying start?
An interim manager gets a flying start when he or she has access to the right information, people, and decision-making authority from day one. The better the onboarding is prepared, the faster the manager can make an impact and the shorter the period of uncertainty for the team.
These are the steps that make the difference:
- Define the assignment clearly: what is the expected result? Within what timeframe? What is and is not within scope? Vagueness in the briefing leads to delays and misunderstandings.
- Introduce the interim manager formally and with authority: the team must know who this person is, why he or she is there, and what authority he or she holds. A soft introduction undermines the mandate.
- Provide access to relevant data and key people: the first weeks are meant to quickly understand what is going on. Do not block that access with internal procedures.
- Ensure a clear escalation point: the interim manager must know who to turn to for decisions that fall above his or her mandate.
A good match between the interim manager and the organizational culture is at least as important as technical expertise. Someone who speaks the language of the organization gains trust faster, and trust is the foundation of every turnaround.
How do you prevent the department from slipping back after the turnaround?
You prevent a relapse by anchoring the improvements in structure, processes, and people rather than relying on the presence of one strong leader. A department that performs sustainably does so because the right conditions are in place, not because someone is holding things together every day.
Concrete measures that safeguard lasting improvement:
- Document what has changed: new working methods, responsibilities, and agreements must be put in writing. What is not recorded disappears as soon as the interim manager leaves.
- Invest in internal leadership capacity: if the turnaround succeeded thanks to external guidance, the question is: who takes over? Ensure a clear succession plan and develop internal talent.
- Set measurable goals and follow up on them: define what good performance looks like for the department and make progress visible. Regular check-ins prevent problems from accumulating unnoticed.
- Keep the lines of communication open: many departments slip back because signals are no longer picked up. Build a culture in which people raise problems early, not only when it is too late.
The transition period between the interim manager and the permanent successor is vulnerable. Plan that handover deliberately and give the new leader the time and resources to take over the reins properly.
How we help you with interim management
When a department is temporarily underperforming and you quickly need the right direction, we connect you with experienced interim managers who are immediately deployable. No lengthy search, but a targeted match based on your situation, sector, and organizational culture.
What you can expect from us:
- A sharp intake in which we jointly define the assignment, the mandate, and the desired result
- Access to a network of proven interim professionals with relevant sector experience
- A carefully composed shortlist of candidates who fit your organization and challenge
- Support throughout the entire assignment, so that the collaboration stays on track
- Attention to the handover and consolidation, so that the department remains strong after the assignment
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