{"id":53280,"date":"2026-03-04T10:25:12","date_gmt":"2026-03-04T09:25:12","guid":{"rendered":"https:\/\/manag-in.com\/when-two-equals-meet-the-outcome-depends-on-the-ego\/"},"modified":"2026-03-04T14:01:17","modified_gmt":"2026-03-04T13:01:17","slug":"when-two-equals-meet-the-outcome-depends-on-the-ego","status":"publish","type":"post","link":"https:\/\/manag-in.com\/en\/when-two-equals-meet-the-outcome-depends-on-the-ego\/","title":{"rendered":"When two equals meet"},"content":{"rendered":"\n

When the ego of the leader meets the ego of the interim manager: alchemy or implosion?<\/h1>\n\n
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“When two equals meet, the outcome depends on the ego.” This sentence perfectly sums up one of the taboos of interim management: the potential confrontation between the ego of the current manager and that of the external manager. Everyone is legitimate, everyone is experienced, everyone has a vision. But if these two energies oppose each other instead of aligning, the mission may implode before it has even begun. The interim manager arrives in an environment where power and legitimacy arealready installed. For a manager, welcoming an external third party can raise fears: <\/p>\n\n

Why is the question of ego central?<\/em><\/strong><\/h2>\n\n
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  • Fear of losing control or being judged.<\/li>\n\n\n\n
  • Fear that the manager will capture the recognition of the teams.<\/li>\n\n\n\n
  • Impression that its territory or legitimacy is threatened.For his part, the interim manager is not devoid of ego: he is proud of his expertise, used to making quick decisions, and can sometimes impose a direct style. The clash of egos is therefore not an exception, but a probability. <\/li>\n<\/ul>\n\n

    Typical tensions between executives and interim managersThe most frequent tensions are expressed in different forms:<\/p>\n\n

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    1. Rivalry: the manager fears that the manager will overshadow his authority.<\/li>\n\n\n\n
    2. Mistrust: the manager perceives the manager as too attached to his habits or his power.<\/li>\n\n\n\n
    3. Territory syndrome: each party defends its perimeter instead of collaborating.<\/li>\n\n\n\n
    4. Truncated communication: unspoken, mistrust, strategic silences.These dynamics, if they are not anticipated, lead to blockages.Real life cases: when the ego derails or succeeds in a missionCase 1 \u2014 CEO under pressure (large mid-cap, 3,000 employees):<\/em><\/strong>The CEO, under pressure from his shareholders, saw the interim manager as a potential competitor. He blocked his initiatives, criticized him in meetings and limited his access to the teams. As a result, the mission lost three months before an external mediator imposed a clarification of the roles. <\/em>Case 2 \u2014 Family SME (charismatic founder):<\/em><\/strong>In a family-owned SME, the founder embodied the entire culture of the company. The manager, mandated to prepare the succession, was initially rejected as an intruder. InWorking through internal allies and valuing the founder’s legacy, he ended up beingaccepted. The succession was facilitated, but only after a long period of diplomacy. <\/em>Case 3 \u2014 Split Executive Committee (International Group):<\/em><\/strong>The interim manager arrived in an already fractured Executive Committee. Some memberssaw them as a lifeline, others as a threat. The leader, himself in difficulty, hesitated to give him his confidence. The mission almost failed, but open communication and quick results gradually rebalanced theperceptions. <\/em>Case 4 \u2014 Mission supported by Manag-in (industrial SME, 250 employees):<\/strong>A manager saw the arrival of an interim manager as a personal challenge. Thanks to Manag-in’s digital and transparent framework (clear missions, contracted objectives, structured communication), the relationship quickly turned into a partnership. The leader felt supported rather than replaced, and the mission resulted in a successful restructuring.Methods and tools to turn the duel into a duoTo prevent egos from colliding, a few levers are essential: <\/em><\/li>\n<\/ol>\n\n
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      • Initial clarification of roles and responsibilities.<\/li>\n\n\n\n
      • Transparency on mission objectives.<\/li>\n\n\n\n
      • Regular communication, without grey areas.<\/li>\n\n\n\n
      • Valuation of the current manager: the manager is not there to shine, but to makeshine mission.<\/li>\n\n\n\n
      • Personal ego management: Humility is a key skill for any manager oftransition.These seemingly simple tools profoundly change the relational dynamic.Testimonials from interim managers“The first victory is when the manager stops seeing me as a rival and starts seeing me as an ally.” \u2014 Interim Manager, Service Sector.“I learned that my ego is a tool: it gives me confidence, but it has to stay under control.” \u2014 Interim manager, industrial sector.“With some leaders, the risk of implosion is real. But when the chemistry takes hold,The efficiency is increased tenfold. \u2014 Interim manager, digital sector. The meeting between the ego of the leader and that of the interim manager is a moment of truth. It can generate rivalry and blockages, but also confidence and extraordinary efficiency. <\/em><\/strong><\/li>\n\n\n\n
      • The key is clarity of roles, transparency of exchanges and humility. The interim manager is not there to take the spotlight, but to light the way. <\/em><\/strong><\/li>\n\n\n\n
      • When the chemistry works, the duel turns into a winning duo.<\/em><\/strong><\/li>\n<\/ul>\n\n