The Right Leader for Right Now: The Case for Interim Executive Directors

Like the rest of society, the nonprofit sector is facing considerable uncertainty and volatility. Policy pronouncements and the slashing of federal funding ripple across organizations regardless of size, location, and subsector. These choppy waters present knotty questions for leadership. Do we have the funding needed to survive? Do we need to adapt how we approach and present our work? Should we consider merging or another type of collaboration? What’s our Plan B (and C and D)? Do I even want to continue to fight this fight?

Answering any of these questions foretells change — change in strategic direction, change in structure and capacity, and change in leadership. The ability to navigate this change can mean the difference between an organization continuing with its mission or closing its doors. Fresh thinking, often in the form of interim leadership, can breathe new life into an organization’s decision-making and help ensure its mission work continues while strategic and existential decisions are being considered.

I’ve heard of an Interim E.D., but what do they do?

Bringing fresh eyes and relevant experience, interim leadership can partner with full-time staff and members of the board to guide an organization through uncharted territory. While the specifics of any fractional role vary by organization, interim E.D.s tend to focus on specific agreed upon deliverables set forth in a contract that also confirms the length of the interim’s tenure. Specific deliverables may include:

• Ensuring that the organization’s programs and operations continue at agreed upon capacity levels
• Managing the day-to-day operations of an organization while permanent staff and the board engage in scenario mapping or strategic planning
• Facilitating a strategic planning or scenario mapping process while permanent staff focus on day-to-day activities
• Managing the ongoing work while the board explores integration or collaboration with other organizations
• Managing a change that may include a strategic pivot or reorganization so that a new permanent leader can ultimately step in without the baggage resulting from fomenting that change.

Regardless of the specifics of the role, an interim can help steady the ship and provide confidence to the board, staff, funders, partners, and other constituencies that the organization is working thoughtfully to plan its path forward.

We’ve decided an interim E.D. is right for us. How do we ensure this relationship is successful?

Positioning your organization and the interim leader for success in this relationship boils down to a few key elements:

• Prior to seeking an interim, the board must develop clear and explicit goals and span of authority for the role (e.g., can they hire / fire?)
• Communicate this information and the rationale for pursuing an interim leader to the staff, creating space for addressing staff questions and concerns
• Depending on the specifics of the role, communicate with external stakeholders, such as key funders or partners, with whom the interim might interact
• Recruit someone whose skills and experience match the goals for which an interim is being hired
• Enter into a contract that specifies deliverables, span of authority, timeframe for the position, and compensation to ensure clarity on both sides
• Establish regular, ongoing check-ins between a specific board member serving as liaison or the executive committee

One final thought. An interim relationship is best suited to a short-term situation that benefits from direct and honest communication. To this end, it is important to ensure that the interim, the board, and the staff are clear that the interim will not be eligible for a full-time position in the future. Being “pre-fired” can position the interim to provide fully transparent feedback to the board and, in this way, be a more effective voice for whatever changes are being considered.

These elements, combined with a thoughtful recruitment process, will maximize the likelihood of a successful interim relationship.

In addition to serving as permanent E.D. for multiple organizations, prior to joining the firm Scott Cotenoff worked as an interim E.D. for several nonprofits. To learn more about Scott’s experience or explore how a La Piana consultant might step into an interim E.D. role, please email us or submit an inquiry through our online form.