Having recently returned from a meeting with the
Network of Nonprofit Search Consultants, a hot topic continues to be the use of interim leaders during times of transition. I’ve read several articles, we regularly place interims, and have on-going conversations with people interested in serving as interims and nonprofits considering interims. At the conference, a presenter with a focus on interims discussed their approach to interim placements and I thought there were several nuggets that could help us navigate the conversation.
First was the use of an external interim versus an internal promotion. External interims provide a third-party, outside opportunity to ask questions, evaluate systems and processes and provide new ideas. In addition, they are hired to fill that specific role and are not maintaining multiple functions within the organization. This provides capacity for a nonprofit at a time when the transition may be causing capacity concerns. A major goal for an interim is often to reduce stress, provide room for conversations and to work through problems.
Second was the word “pre-fired.” An interim is not encouraged to apply for the position they are filling, so they can provide feedback safely and directly. Boards and organizational leaders are encouraged to review assessments and recommendations with an intent to move an organization forward from a position of strength.
Third was the variety of roles interims are now taking on. From Executive Directors to Development Directors to CFOs, the leadership transitions that are happening in nonprofits should not be something to slow down the nonprofit's work—interim support is an opportunity to get outside feedback, to look at capacity from a critical eye and to have an individual dedicated to a narrower view of a role due to their limited time in the organization.
Finally, interims create a safe space for the next, permanent hire to step into the organization successfully. Whether following a long-time leader, following multiple short-term employees or creating a new role, the interim is the transition person. They’ve collected information, evaluated systems, interviewed employees (and potentially community members) and can create a warm opening for the next person.
So, who makes a great interim leader? The obvious answer is skills and knowledge of the nonprofit sector from the specific lens the organization needs (leadership, fundraising, finance, program, etc.). But then there is the ability to understand short-term assignments, change management, and staff management. Experience with Diversity, Equity and Inclusion, evaluation and assessment of programs, board engagement and budget may be important skills for the interim. Creating a Scope of Work: what needs to be done, what would you like to have done and allowing the interim several weeks to compare the Scope of Work with the reality of the organization and then review the Scope for appropriateness, timeline and results.
Hiring an interim is iterative and the first step for many organizations in creating a transparent hiring process reflecting where the organization is today and where it is headed tomorrow.
If you are going through a leadership transition or require extra support in this area, we can connect you with interim staffing through our sister company,
A to Z Staffing, Inc. 
