Reflections on Six Years as an Interim Executive: Insights for Nonprofit Leaders

I'm taking a moment to reflect on my last six years as an Interim Executive in the nonprofit sector - it feels like an ideal time with a current contract coming to an end this month, and a new position just a few weeks underway. 

I've realised there's a wealth of knowledge that could benefit both aspiring Interim Leaders, as well as organisations going through change and considering Interim Leadership to temporarily manage their organisation. 

What You'll Gain from This Article

In this article, I'll share key insights on the types of interim roles, essential skills for success, and how to maximise the value of interim leadership. Whether you're considering this career path or thinking about bringing an interim leader into your organisation, you'll gain practical knowledge to make informed decisions and understand the unique challenges and opportunities of interim leadership in the nonprofit sector.

Whether you're a nonprofit leader considering this career path or a Board Member contemplating bringing in an Interim Executive, I hope my insights will provide you with a clearer picture of what to expect and how to maximise the benefits of interim leadership. Infact, you may be interested to read a guest blog I wrote for ACOSVO on my observations as an Interim Executive, back when this career path first began. 

My Journey in Interim Leadership

Over the past six years, I've had the privilege of serving as an Interim Executive for various nonprofit organisations across the UK. Each role has presented its own unique challenges and opportunities, allowing me to develop a deep understanding of what it takes to succeed in this area of work. From managing organisations in financial distress to guiding others through significant structural changes, I've encountered a wide range of scenarios that have shaped my approach to interim leadership.

Why the need for an Interim Executive?

There are multiple reasons why an organisation would want to bring in an interim and each organisation has its own set of demands. In my most recent positions I've been brought in to help "steady the ship" - essentially looking after the organisation until a new CEO is recruited. It's about hand holding the organisation through a period of change. 

Then there are the turnaround interim positions, which are effectively change management contracts. These are more complex. You're brought in specifically to change and turn the organisation around. Sometimes you're given very specific objectives, while other times your first job is to do a detailed diagnostic of the organisation.

In these "turnaround roles", you really need to do a deep dive into all aspects of the organisation - governance, finance, operations - and report back to the Board. Based on that diagnostic, you develop a list of priorities, objectives, and actions for your first few months.

Essential Skills for Interim Leaders

One question I'm often asked is whether you need a certain leadership style or personality traits to succeed in interim work. In my experience, there are a few key qualities that serve you well:

1. The ability to learn fast: You have to be able to assimilate information very quickly. You need to know what you're looking for in order to truly understand where your efforts at helping the organisation are going to be best made. This comes with experience.

2. An analytical mindset: You don't have to be data-driven, but you need to ask the right questions, especially about finances. You don't need to be an accountant, but you must understand how the finances of an organisation work, especially if supporting an organisation with a deficit. 

3. An understanding of organisational dynamics: You need to grasp the rhythm of an organisation and understand how organisations and people operate.

4. A healthy skepticism: You have to be wily enough to know that people might try to pull the wool over your eyes. What people tell you is not necessarily what you're going to believe - I say this with respect of course, but it is true. Personally, I don't necessarily go in to be liked. I'll be supportive and empathetic to the staff, especially if they're going through big changes, but my primary goal is to make the necessary changes to improve the organisation's situation.

5. Detachment: You need a certain level of detachment for an interim role, it's not the same as going in to make your mark as the new permanent CEO. Even though you're likely being drafted into an organisation to help sort something out, you're never there for long - it's temporary.

One crucial difference between an interim role and a full-time CEO position is the urgency of action required. For instance, in one role, I was dealing with an organisation that had a major financial deficit. I had just five months to shift their mindset towards a new income generation and fundraising strategy. 

Change can be uncomfortable, and everything you're doing is heightened due to the short timeframe. You've got to learn fast, think fast, and action things very quickly. You're there to make an impact and get the organisation from where it is to where it needs to be, ready for the next person.

The Advantages of Interim Leadership for Organisations

This can be hugely advantageous for an organisation going through a period of change as they get a different perspective. There is time to pause before recruiting a new permanent Executive, and time to do a bit of a diagnostic in the organisation. It's an opportunity to rethink who you are recruiting and what the right fit would be for the organisation, or if you're just going for a like-for-like replacement.

Interims have likely been in many different types of organisations, giving them a broad perspective and a wealth of knowledge and skills. Their experience can be used to think about whether the right structure is in place, or if the organisation is just doing things the way things have always been done. 

In my opinion, it's a good thing when Boards opt for an Interim rather than going straight to recruitment. It provides an opportunity for review and reflection. In some circumstances, like-for-like replacement is the right choice, but often, the interim period can be used to make valuable changes and improvements.

Advice for Aspiring Interim Leaders

To my fellow nonprofit leaders considering interim work: it's a challenging but rewarding path. You'll need to be adaptable, quick-thinking, and ready to make tough decisions. But you'll also have the opportunity to make a real difference in a short amount of time, bringing fresh perspectives to organisations that need them.

And to those considering bringing in an Interim: use this time to not just keep things running, but to gain new insights, challenge old assumptions, and potentially set your organisation on a new, more sustainable path.

Interim leadership is about balancing respect for an organisation's history and culture with the need for swift, sometimes uncomfortable change. It's a delicate balance, but when done right, it can be transformative for both the organisation and the leader.

As you consider your next steps, whether as a potential interim leader or an organisation contemplating bringing an Interim Executive in, ask yourself this: How can you best leverage the unique opportunity that interim leadership provides to drive meaningful change and set the stage for long-term success?