IIM Interim Management Survey 2026 Now Live
The Institute of Interim Management (IIM) has officially launched its 2026 Interim Management Survey, marking one of the most important moments in the interim calendar. Widely regarded as the leading source of insight into the UK interim market, the survey captures the experiences, challenges and opportunities shaping the profession today. From day rates and assignment trends to sector demand and market confidence, the findings provide a valuable benchmark for both interim managers and hiring organisations. At a time when organisations are navigating increasing complexity, the role of interim leadership continues to evolve. Interims are no longer seen solely as a short-term solution, but as a critical lever for maintaining operational continuity, delivering transformation, and managing risk in high-stakes environments. The IIM survey plays a key role in evidencing this shift, offering data-led insight into how the market is responding. We strongly encourage all interim managers within our network to take part. The strength and credibility of the survey relies on broad participation, ensuring it reflects the full breadth of experience across the interim community. For organisations that rely on interim expertise, the results will offer a clear view of where the market is heading – helping to inform workforce planning, resourcing strategies, and leadership decisions over the year ahead. At Veredus, we remain committed to supporting the interim community and contributing to a more informed, transparent and effective market. Take part in the survey here.
Interim Management webinar: the first 30 days
https://player.vimeo.com/video/1180794420
Veredus to Host Interim Leadership Webinar on Building Early Impact
How the first 30 days are shaping interim mandate success in 2026 Veredus will host a webinar for interim leaders exploring how to establish credibility, build trust and create early impact within the first 30 days of a new assignment – a period increasingly recognised as critical to the success of interim mandates. Across regulated sectors including Defence, Government, Transport and Education, expectations around interim leadership have shifted. Organisations are placing greater emphasis on early traction, stakeholder alignment and demonstrable progress, often within compressed timeframes and high-accountability environments. As a result, the initial phase of an interim engagement has become more decisive. Early interactions, behaviours and delivery signals can significantly influence both mandate trajectory and longevity. This session will examine how experienced interim managers navigate this period effectively, combining behavioural insight with practical application. The webinar will be informed by the work of Veredus’ occupational psychologist, drawing on leadership assessment, stakeholder perception and behavioural credibility. These insights will be complemented by reflections from an experienced interim executive, offering a grounded perspective on what drives – and sometimes undermines – early-stage success in live mandates. The discussion will cover: • How interim leaders establish trust quickly within existing leadership teams• The role of perception and behaviour in early mandate credibility• Balancing pace, visibility and governance in high-scrutiny environments• Structuring the first 30 days to demonstrate measurable progress The session is designed for both experienced interim leaders and those considering a move into the interim market, particularly those operating within complex or regulated environments. Webinar: The First 30 Days: How Interim Managers Build Trust and Create Early ImpactDate: 30th March 2026Time: 12.30-1.30pmRegistration: https://forms.gle/SshE4rDL2oSfgkH38
Leadership assessment as a decision discipline
In our work at senior and executive level, leadership assessment is rarely about establishing capability. By the time candidates reach final stages, track record, experience and technical credibility are typically well evidenced. What we are focused on is how that capability will translate into performance within a specific operating environment — and where the risks sit. This distinction is important. Senior leadership roles do not exist in neutral conditions. They are shaped by governance arrangements, regulatory oversight, stakeholder expectations, organisational maturity and, in many cases, public or political scrutiny. These factors materially affect how leadership capability is expressed, tested and experienced. Assessment approaches therefore need to be sensitive to context. Data derived from psychometrics, interviews or exercises can be valuable, but only when interpreted through a clear understanding of the environment in which a leader will operate. Without that lens, assessment risks producing information that is technically sound but operationally limited. In practice, we have found that effective leadership and talent assessment benefits from considering three dimensions together. Leadership capability This includes cognitive ability, experience, technical credibility and leadership repertoire. At senior level, this is often the most visible dimension, but it is only part of the picture. Operating environment Governance structures, regulatory constraints, stakeholder complexity, organisational culture and the degree of scrutiny all shape what effective leadership looks like in practice. The same leader can perform very differently across environments. Decision behaviour This concerns how leaders prioritise, manage risk, respond to challenge and operate under pressure. It is often the least visible dimension, yet one of the most critical in high-stakes roles. When these dimensions are considered in isolation, the resulting view of a leader is partial. Considered together, they allow for a more accurate and defensible assessment of leadership risk and readiness, and provide panels with clearer evidence on which to base decisions. Our Leadership & Talent Assessment practice is led by Chartered Occupational Psychologists with deep experience of senior and executive appointments across public sector and regulated environments. We integrate validated psychometric evidence with structured, psychology-led interviews and bespoke, role-specific assessment design, aligned to the demands of each leadership context. For us, the purpose of leadership assessment at this level is not reassurance. It is to support clear, evidence-based decision-making in roles where the consequences of getting it wrong are significant. That is the standard we believe senior leadership assessment should be held to. Find out more at www.veredus.co.uk.
Navigating senior leadership in a more constrained employment landscape
The Employee Rights Bill is another reminder that senior leadership roles are becoming more constrained – not less. With major provisions due to come into force this year, the Bill signals a shift towards greater protection, increased scrutiny and a narrowing margin for error in senior people decisions – particularly in regulated industries such as Government, Defence, Education and Transport. Not because of the legislation itself – but because of what it signals. Senior leaders are increasingly operating in environments where: Employment risk is higher Decision-making is more visible Flexibility is harder to preserve The consequences of getting senior appointments wrong are amplified In this context, executive recruitment can no longer be treated as a transactional exercise. We’re seeing boards and executive teams rethink how they access senior capability – especially during periods of change or uncertainty. For many, this has led to a more deliberate use of interim leadership: experienced leaders who can step in quickly, operate with authority, and lead through complexity without locking organisations into long-term risk. At Veredus, our role increasingly sits upstream of the appointment itself: Advising on leadership risk and capability gaps Stress-testing roles against the realities of the operating environment Supporting senior appointments – interim and permanent – where judgement, credibility and adaptability matter as much as experience The Employee Rights Bill doesn’t reduce the need for strong leadership. It raises the bar for it. And in constrained, highly regulated environments, confidence in senior appointments is no longer a “nice to have” – it’s a governance issue. Get in touch to discuss your leadership requirements with us.
Here’s what senior leadership looks like this year.
This month, we’ve introduced a refined brand identity for Veredus — one that more clearly reflects the senior leadership work we deliver across executive search, interim management and leadership advisory. It’s a considered evolution, shaped by how leadership expectations are changing and by what our clients and candidates are navigating in practice. Over the past year, we’ve also taken time to reflect on how leadership itself is evolving — and what organisations are increasingly asking of senior leaders. This perspective informs how we talk about our work at Veredus, but more importantly, it reflects what we’re seeing on the ground across complex regulated environments. As organisations plan for 2026, several consistent themes are emerging. 1. Senior roles are expanding in scope Leadership roles are carrying broader responsibility than before. Strategy, delivery, people leadership, governance and stakeholder management are increasingly converging into a single remit. Depth of expertise still matters — but the ability to operate across complexity is becoming just as critical. 2. Interim leadership is being used more deliberately Interim appointments are no longer simply reactive. We’re seeing experienced interim leaders brought in to stabilise teams, lead transformation, manage risk and create momentum during periods of change. Used well, interim leadership is becoming a strategic asset. 3. Judgement is overtaking track record Past success remains important, but it’s no longer sufficient on its own. Organisations are placing greater emphasis on how leaders make decisions under pressure, adapt to uncertainty and lead through ambiguity — particularly in highly regulated or publicly accountable environments. 4. Assessment is becoming more rigorous — and more human There is growing recognition that senior appointments require deeper assessment. Understanding how a leader thinks, influences and responds in complex situations is increasingly valued over automated screening or surface-level indicators. 5. Leadership credibility is under closer scrutiny Senior leaders are operating with less margin for error. Behaviour, values and impact are more visible than ever — internally and externally. Credibility is now built through consistency, trust and the ability to lead responsibly through change. Looking ahead These shifts are shaping appointment decisions now — and they will continue to do so through 2026 and beyond. Through The Leadership Brief, we’ll share perspective drawn from real appointments, interim mandates and advisory work — offering practical insight into how senior leadership is evolving, and what organisations should be thinking about next.