A previous post discussed a Board’s expectations of their Interim CEO.  But, as with most things in the independent sector, this is a two way street and the CEO should set certain expectations with the Board before engaging in an interim assignment.  Not all successful CEOs (or Presidents or Executive Directors) are suited for an interim role.  It’s a much more fluid and, at time, more demanding situation to take over during a leadership transition.

Here are some expectations an Interim CEO should have to set the groundwork for a positive and productive experience:

What to Expect

  • The Interim CEO needs clear directions from the Board on priorities and a clear delineation of responsibilities. We’re not talking about replicating the existing CEO’s goals and job description.  The Board should reprioritize goals based on the immediate needs of the organization during the Interim’s tenure.  It’s usually more important to address immediate issues related to goals as opposed to long range efforts.  And there needs to be clarity on the authority of the Interim in financial, programmatic, and human resource areas.  At what point in each of these areas is the Interim expected to get the Board or Board leadership’s approval before making or implementing a decision?  This will take a high level of thought and communication to get right – and may be fluid during the duration of the interim assignment.
  • The Interim should expect regular access to the Board Chair or whoever the Board has identified as the liaison with the Interim. Decisions will often have to be made quickly and the organization does not want someone waiting an extended period of time to get answers before moving a project (or even donation) forward!
  • Experience has shown that the Interim needs to expect the unexpected. Regardless if there was time for a handoff from the outgoing CEO or if Board and staff provided briefings, there will be situations which arise that require quick actions which were not anticipated.  There are inevitably situations where the Interim asks why something is done a certain way and the answer is “Because we’ve always done it that way.”  (Not always the best reason to do something.)

What Not to Expect:

  • The Interim CEO should not expect, simply because they have been chosen to serve in an interim capacity that they have the inside track on the new CEO job. If the Interim wants to be a candidate for the job, that should be communicated before engaging in the Interim role.  It may be a determining factor by the Board on the Interim selection.  Some Boards want a “dress rehearsal” for the job; other Boards want separation so they can evaluate all candidates on equal footing.
  • The sad reality is that the Interim should also not expect to believe everything they are told. This is not to say that Board or staff will be intentionally misleading, but that each individual will be sharing only their own perspective.  Getting input from many people helps ameliorate this issue as the Interim can use their judgement to blend all this feedback into a more accurate picture.  But it is amazing how often “group think” runs rampant through an organization.  The Interim may have to take longer to get an accurate picture of a situation, but has the advantage of an outsider’s eyes to look more objectively at situations.

An Interim CEO has the privilege to serve as the bridge between two administrations for the organization and therefore have the potential to have a significant impact.  An effective Interim will move the organization forward during the search and transition, not simply have it tread water.  However, it requires a concerted effort by the Interim as well as additional effort by the Board to pull this off.  Setting clear expectations for everyone involved is key to laying the groundwork for future success.