The Role and Hazards of an Interim
Executive
Leadership transitions are rarely
smooth. A change at the top can trigger uncertainty, speculation, and anxiety.
Staff worry about their jobs, members wonder about continuity, and boards feel
the weight of stewarding the organization through uncertain change. The
utilization of an interim executive director is meant to stabilize the
organization and allow the board enough space and capacity to find the right
successor leader.
Here’s a catch: if an interim executive is also a candidate
for the successor role, the very purpose of an interim engagement is
compromised.
With an
Interim, there’s always a second wave of anxiety
Every leadership transition comes with
some anxiety. The staff sometimes don’t know what’s going on. The board is
worried about continuity, and members may be worried about joining. One task of
an interim is to absorb some of that anxiety and provide reassurance that
things are moving forward.
But there is always a second wave of
anxiety when the interim departs, and a successor is brought on. Even when
everyone is excited about the new hire, the very instance of another leadership
handoff triggers uncertainty. Staff, members, and the board all have to adjust
again.
That’s why a key aspect of the interim
is to prepare the organization for that second wave of anxiety. The interim
should normalize it and make sure systems and relationships are strong enough
to withstand it. That anxiety is often
tied to how connected people become to the interim.
Managing
Connection Without Over-Attachment
It can feel counterintuitive, even
weird, but an interim executive has to practice a certain degree of
professional distance. Bond too closely with staff or stakeholders, and the
sense of loss at their departure intensifies. Instead of the anxiety being manageable,
it can become debilitating.
That doesn’t mean being cold or
detached; it just means being up front about the role and your time with the
organization. Work relationships should be built on candidness and respect, not
on promises of continuity that cannot be fulfilled.
Why
Interims Shouldn’t be Candidates
When an interim puts themselves
forward for the successor role, several things happen. The tenor of work shifts
from stabilization to politics as staff may angle for favors and board members
may divide into camps—preparation for departure stalls. Instead of normalizing
that the interim will leave, some may cling to the hope (or fear) that they
might stay. And the second-wave anxiety hits harder. If the interim isn’t
selected, the sense of rejection can make things more complicated for the
successor to succeed.
The Interim’s True Value is Breathing Room.
The interim executive’s value is in
giving the organization breathing room, maintaining continuity,
and preparing everyone for what comes next. By staying out of the permanent
search, they preserve trust and help the board and staff move to the future
without unnecessary baggage.
Executive transitions will always
bring anxiety. But the interim who acknowledges that reality and prepares
people for it does the organization a lasting service. Handled well, an interim
period can leave the organization stronger, lighter, and ready to move forward.
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