When a top role suddenly opens, organizations are forced to act fast. Stability becomes the priority, and appointing an interim leader often feels like the safest move. But without clear intent, that quick fix can trigger confusion and long-term value loss. Here’s how to approach the interim role with discipline from the start.
Define the mandate clearly. Decide what this role is truly for. Are you looking for someone to preserve stability, fix a problem, or drive change? Spell it out from day one. When expectations are vague, decisions stall and uncertainty festers. Clear communication—internally and externally—keeps people aligned and reduces speculation.
Choose the right source. An internal executive offers continuity and speed; they already know the business and can keep things moving. But watch for hidden agendas if they want the permanent role. A board member, on the other hand, can provide authority without competing interests. Finally, an external hire signals a reset and brings fresh capabilities when the situation demands it. Determine which option is best for your company’s situation.
Set the timeline with intent. Don’t let the interim period linger. Match the duration to the situation, not convenience. Stability may allow for a longer runway, but unclear timelines create inertia. Keep momentum by linking tenure to specific objectives.
Decide if this is a tryout. Be explicit. If the interim role doubles as an audition, define criteria upfront and run a parallel search. Without guardrails, short-term thinking and internal politics can take over. |
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by Phil Le-Brun and Jana Werner |
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