Tips for organizations and interim executives

Interim executives typically take on the role for a few months to a year or more, depending on what needs to be done and how long it takes to find a long-term leader. Experienced interims and recruiters offered insights and tips for both organizations and short-termers:

Consider a professional: If the organization doesn't have much bench strength, or there are personnel or operational issues, an outside expert may be in order to give the board a fresh assessment and resolve problems. "If there's no one on staff that can be promoted even temporarily, the organization may flounder," said Jackie Eder-Van Hook of Transition Management Consulting. She advises against tapping consultants or staffers who are also candidates for the top job.

Look for management and people skills: Barbara Fossum, a consultant who was interim at the American Society of Anesthesiologists, said an interim needs to get the trust of people very quickly. "You can't have people standing still trying to outwait you, because you don't know how long that interim period's going to be," she said.

Define expectations and responsibilities: "What do you want this person to accomplish in what time frame? How do you define the results?" said Pamela Kaul of Association Strategies. Kaul said she has seen interims, who did not work out well, get involved in areas of the organization they were not supposed to.

Especially for staffers stepping up, "Don't make the mistake that it's the same position the former boss had," said Eder-Van Hook. Be clear on the level of authority, including the ability to hire and fire, sign checks and IRS forms, and when decisions need to go to the board.

Prepare to pay: TMC tries to set the fees within the pay structure of the departing leader, Eder-Van Hook said. That's not always possible, because the association may have been paying too little and sometimes a long-time CEO was making more than the current market for talent.

Negotiate travel, housing and other expenses with an interim CEO from another geographic location.
Internal staff taking on CEO responsibilities should also be compensated equitably, so they do not feel taken advantage of, Eder-Van Hook said.

Listen and communicate: "You can't over-communicate to staff and to your board and governance about what's going on," said Joe Cowden, who stepped up to be interim president at the National Automobile Dealers Association. Cowden, who was more familiar with the business side of NADA than the public policy side, said he invited himself to meetings to build his knowledge in other areas.

Ann Kenworthy, retired after multiple interim jobs, said she talked to the board president weekly and gave brief biweekly recaps to the full board. "Associations want to know the work is getting done … and get a sense of progress being made," she said. She worked at smaller groups, so was able to meet with every board member by phone, and every staffer.

For people considering an interim career: Kenworthy loved the challenges and learning with each job, but said, "It's not for the faint of heart. There are periods between assignments, and it's really quite exhausting work."