<p>This article in the journal “Group. Interaction. Organisation. (GIO)” examines the challenges encountered by executive interim managers and the commissioning organisation, especially during crises and the associated transformation processes.</p><p>At its core, a crisis is characterised by the failure of established approaches, and in a business context, the organisation’s survival is in serious jeopardy. The external manager who is called in, is expected to contribute their expertise and swiftly assume temporary leadership, as the organisation is unable to help itself or the relevant environment has lost confidence in the organisation’s leadership.</p><p>Meanwhile, as the organisation grapples with the process of accepting or rejecting the situation and experiences a partial loss of control, the external manager is required to act quickly and decisively, making decisions that sometimes involve tough measures in order to secure survival.</p><p>How, then, can participation and discourse with the organisation still succeed in such a way that the transformation process is sustainably successful? How can the organisation attain self-awareness? What is needed for an organisation in crisis to regain its self-efficacy, despite potentially severe interventions, so that it is able to lead and secure the company’s survival with renewed inner strength once the executive interim manager has departed?</p><p>Selecting an expert as executive interim manager for the respective organisation, who has a systemic way of thinking and is aware how to deal with paradox, disappointment and conflict, makes a real difference.</p>