Standing in the high-ceilinged reception of the Institute of Directors, I meet a grinning Tony Martin. Not only is he tall and fit, but he is also smart yet casually dressed, and he bounds towards me with his usual fizz of energy. Over the years, I’ve interviewed thousands of change leaders and have known Tony for almost two decades. Indeed, he exemplifies what makes a great interim: a proactive people-engager, always sharing an informed view and bags of energy. Notably, Tony chose to become an interim in 2008 after a 25-year corporate career, mainly with Diageo.

Your career in numbers? Over 18 years as an interim, I have reached my 13th assignment, following 18 years at Diageo. During this time, I took 6 months off. Furthermore, I’ve worked an average of 230 days per year on interim assignments.

What’s the first thing you do on assignment? First, I tap into the rich seam of informal networks and influence. Then, I nurture these networks—people who want to make a difference—while managing the dream stealers. Through this networking, I can spread and share learning quickly across the whole organisation.

What about first impressions? Above all, credibility matters—if you lose it, you might not get it back.

What about textbooks? Rather than working strictly ‘by the book’, I synthesise what is best for the organisation as an intuitive change agent.

Clarify or simplify? Often, demands to clarify and simplify at the same time conflict; the reality lies somewhere in the middle.

What’s made you the interim you are today? Experience, certainly, and multifaceted nous. I also learn from many different companies and cultures.

What stops you from doing your job? Ego can be a major obstacle. So I need CEOs and leaders to drop their guard, which is far easier when you build trust.

Truth to power? By building trustful relationships, I get a lot done quickly. In this way, I can ensure messages land, even when they are unpalatable.

What do past clients say? Frequently, I hear, “What would Tony do?”

What are you on assignment to do? I adeptly navigate people in management hierarchies and understand the types: loud, ego, over-promotion, under-promotion. Equally important, I make time to seek out “quiet common sense.” Above all, I’m there to help people, and I remain rock solid in my confidence in doing so.

Tips for success? To succeed, be transparent about why you are there, the programme, and the issues faced. Additionally, stay connected and joined up with teams rather than aloof and distant.

What’s the secret sauce? I tend to be generous of spirit and positive, but not a fantasist. Most importantly, I remain grounded.

What are the attributes of great interims? The ability to manage risk is crucial. In addition, great interims are really good at building relationships and ‘F***ing amazing at something’.

How do you know what’s really going on? I consider myself a professional nosey parker, insatiably curious about how businesses work and how to improve them.

Are you like a bull in a crockery shop? Definitely not. People can see that I have their interests at heart, but we still have to get things done. Furthermore, I love an intellectual challenge and picking up a messed-up programme at any point.

Any career landmarks? Interestingly, in May I will have worked longer as an interim than I did at Diageo!

Why not just go fly fishing? I love the work—pitching, winning business, and networking. Ultimately, I’m very competitive.