Interim general management supports incoming management: 

Quite often, it is more advantageous for a co-op to use the services of an Interim General Manager (IGM) than to feel like they are forced into a quick decision. While some co-ops have solid potential management candidates, others unfortunately do not have this luxury. An interim will allow the board an adequate timeframe to carry out a proper search for a qualified candidate.  

During the time of the search, while using the services of an interim GM, the store will not lose ground and will most likely improve, which will create a smoother transition for the incoming GM. A seasoned interim GM can maintain or improve the current operating conditions. An interim GM can enter the co-op without any pre-conceived opinions on the operation and staff. Since there are no personal connections, they will be able to make the tough decisions that may have been difficult for previous management.  

Board members or an external consultant can assess the needs of the co-op, and this can be a great start. However, there is a big difference between knowing or telling what needs to happen and making things happen. With a solid IGM on site to manage the operation, that person will make sure that progress is made. 

Key reasons for seeking Interim General Management:  

1. Departure of General Manager due to retirement or relocation. The purpose is to keep the co-op continuing in the right direction while the GM search is in progress. 
2. Sudden departure of GM. 
3. Co-op has lost direction and needs to get back on track. 
4. Co-op is in financial trouble and needs assistance in regaining the road to profitability. 
5. Start-up co-ops.
6. Co-op is beginning an expansion program and needs the assistance of a seasoned GM who can also act as a project manager. This would call for an IGM with expansion, remodel, or new construction experience. 

During the time as interim, the GM also has very important, but unstated, duties that include: 

• Improving and maintaining positive morale with the staff and the members/customers. 
• Continuing the training process for proper candidates. 
• Work with the board and “train them” how to manage a good GM. Many good or potentially good GM’s have been lost due to board micro-managing and overstepping the boundaries. (All Columinate IGM’s are well versed in Policy Governance).  A solid veteran IGM could work with the board and the existing or incoming manager on board/GM interaction.   

A Columinate IGM will anticipate problems and be prepared if and when those problems arrive. If there is an issue for which the IGM feels a second opinion is needed, the IGM has access to a team of Columinate professionals, covering many categories, who can assist if needed. 

What we’ve learned about qualifications of a good Interim General Manager: 

1. Morale Builder: When store morale is low, it hovers like a dark cloud and creates an atmosphere of, “Why do I work here?” The customers sense this and decide to shop where it is less depressing. If you improve the morale or at least get it turned in the right direction, the benefits will be instantaneous. The staff will begin to enjoy coming to work, the customers will see a positive change, and the dark cloud will move out. The staff will support the manager more when morale is climbing. 
2. Customer service: A lot of GMs and department managers talk good customer service, but lip service does not pass the test. A GM must lead by example and expect the staff to follow. Do the right thing. 
3. Approachable: A GM must be approachable by any member, staff, or non-member customer. You will be surprised how this will help sales growth. We cannot sit all day in our ivory tower, or in many cases our dingy office, and expect the store to be on autopilot.  Do the right thing. 
4. HR skills: This is important, because the quality of staff begins with the interviewing, hiring, training, and motivation of our employees. Many times we make wrong hires just to fill a spot, which creates problems and affects morale, before they finally leave. The HR work will also monitor pay rates and evaluation procedures. In our business, there are sometimes hard decisions to be made, such as disciplinary procedures. An IGM must be able to handle any disciplinary decisions up to and including discharge. Always have documentation for any disciplinary action. 
5. Communication skills: This is key in any store but is more important during a transition of management. The staff would like to know what to expect, and many would like to learn from the IGM. 

The above points are just a few of the skills that an IGM will bring. Some other skills are: 

• High standards 
• Purchasing skills 
• Team building 
• Coaching and training 
• Budgeting 
• Financial controls 
• Strategic planning 
• Scheduling/labor control 
• Marketing 
• Product knowledge 
• Project management, if needed 
• Proven track record of these skills 

The contract period for a Columinate IGM is three to twelve months, but we always try to structure a time frame to fit the specific needs of your co-op. Please feel free to send inquiries! 

Garland McQueen 

Columinate Interim General Manager Coordinator 

404-786-3508 

garlandmcqueen@columinate.coop