But do not improvise manager transition to

Since it was launched five years ago, as manager of transition to his account, Jean-Pierre Michot shares his life between the France and the Germany. A shift from managed after more than ten years in finance and the legal professions (to the OIC, Cogema, PSA and DaimlerChrysler). Since early March, he joined the German subsidiary of a large French industrial group of armaments, in Stuttgart. Its mission: get out the company of the crisis, following the expected departure of the Deputy Finance Director General and the Director of human resources. "When a company makes appeal to me, it is that the situation cannot be resolved by internal," he notes.

This type of conversion, yet suffered a few years, becomes increasingly chosen. First because transition management market is growing.

Insensitive to pressures

Five years, companies have increasingly use because they have not always internally the necessary skills to cope with certain situations: to assess, for example, the feasibility of a new market in India, better is to appeal to someone who knows this area well. But as long as the company is not satisfied of the attractiveness of this market, it does not have interest to proceed with a firm hiring. Another configuration: during a social plan, managers in place are not always willing to assume this delicate transition that may compromise their professional future. A concern which, however, does not affect the transition manager. "I am not sensitive to pressure." "I can talk straight to the leadership of the group, to tell him what has been poorly managed without that it has impact on my career since I am not committed to staying in business," explains Jean-Pierre Michot. It is precisely because the intervention of a transition manager is point that it is effective. "His mission however goes further than that of the acting and of the Council because it does not merely to advocate solutions, it also helps to implement" Note Marie-Pierre Beauparlant, fifty years, manager transition for ten years and originally the Amadeus leaders network. For this reason, most of the missions are relatively long: six to twelve months, on average, but can sometimes last up to two years. Sometimes, if the project required, several managers of transition are working on a single mission.

Another development which proves that the trade structure more and more, a number growing firms specialize in this area. Pioneer in the sector, leaders and investors was joined by others, such as Amadeus leaders, created in 2003, AVE Management born a year ago, or, since April, Fearlead Management, which has the particularity to put in place a network of franchises in eight regions in France.

"A natural authority".

Worn by these developments, this type of management has become a profession full. But do not improvise manager transition to. For fifty years, Gilles Samson manager transition for ten years and General Secretary of AVE Management, difficult to exercise this profession with less than 40 years: "must have a global vision of the company, which implies for exercising several functions. "It is also a natural authority, be able to inspire confidence in the leader, to the employees as shareholders. Another requirement, and behavioral qualities and managerial specific. "Being a backbone, persuasive, accessible, pass its expertise and exploit the skills of each." "It is not because it was manager in a company that is necessarily a good manager of transition", added Claude Chinardet, BCMW Council. It must also be able to quickly adapt to situations and different sectors of activity, to evidence availability and accept to the daily his precarious because of deficiency between two contracts can be of several months. But, ultimately, the satisfaction not lacking. First, the salary is attractive: between 10,000 and 30,000 euros by mission, what is sometimes adds a bonus, if the client is satisfied, which can go up to 50 of the initial remuneration. At this price, the manager of transition has an obligation of result.