The old myth that interim leaders are simply seat warmers, there to hold down the fort until the “real deal” shows up, is long dead. Interims are now often tasked with overseeing vast transformations and that takes experience, skill and exceptional courage – all of which come at a high premium.

As a Partner in Interim Management for over a decade, I have witnessed year-on-year growth in the number of companies looking for interim leaders to facilitate transitions between incoming and outgoing executives.

In this article, I’ll discuss some of the strategies that top performing interims use to navigate transition interim assignments successfully and show how organisations can best leverage the skills and expertise they bring to the executive table.

What is transition leadership?

Transition leadership is when a career interim bridges a gap between two permanent hires. It differs from a project based interim assignment which have clearly defined outcomes and specific goals, but often comes with its own set of deliverables driven by the organisation’s current circumstances. Transition leadership is generally used when there is a burning platform and a need to drive change where there has been bad business performance, or unexpected circumstances such as an unexpected departure.

Interim assignments can last anywhere from 6 to 18 months, due to the process involved in securing a new C-suite executive. While this may sound like a long time, 18 months can pass very quickly when an organisation is in transition.

These interims are highly experienced executives who usually have significant previous experience in leading organisations through periods of uncertainty and how to maximise an organisation’s impact and return on investment.

Interim leadership: 7 tips for success

Of course, the placement of an interim leader can create uncertainty, particularly during a time of corporate instability. On the other hand, it can also be an exciting time, presenting opportunities to reassess the organisations current trajectory and before driving change.

I spoke with several C-suite interims and together we defined the following strategies for delivering the best possible results, minimising doubt and preparing the way for the incoming permanent leader.

1. Remember, you’re not here to make friends

There is a common suggestion that interims should keep their heads down and avoid rocking the boat. Whilst diplomacy is important, transition leadership is usually called upon during periods of instability with leaders required to make difficult but necessary changes. These changes might prove unpopular, but having an interim in place is often a strategic decision to protect the reputation of the incoming permanent leader, allowing them to make a fresh start without any negative prejudice brought on by making tough choices.

As an interim, an executive committee has hired you to achieve specific objectives in a detached manner without concern for disruption or personal rejection.

2. Define your objectives (quickly)

Transitional leaders are under intense pressure to take action fast. While permanent leaders might take 100 days to assess and understand the business, an interim is often expected to start making decisions within the first 100 hours or less. However, when there’s misalignment on objectives and key decisions aren’t fully backed by all stakeholders, the interim period can quickly become problematic.

I recently encountered a situation where an interim CPO for a maternity leave cover was told by the departing CPO that it was simply a maintenance role. It soon transpired however, that the CEO wanted more progressive change. Access to key stakeholders within the business is always key to the success of an interim’s assignment.

Part of your role as an interim is to assess the situation, create objectives that are achievable in the time you have available, and secure universal support from all stakeholders. This stage must be completed quickly so that you can start to deliver.

3. Communicate in the right way

People often fear change. That’s why it’s important to communicate your plans in a way that produces the buy-in from everyone and takes them on the journey with you.

This doesn’t mean only listening to the board and pushing through transformation without any regard for others. Take the time to learn and understand the organisation and the impact that change will bring.

Understanding your audience is essential; leading through uncertainty often requires tough conversations, but it is important to bring the team with you and ensure they understand what you are there to achieve in your tenure.

4. Build strong relationships and empower your team

Whilst I have said you are not here to make friends, don’t make the mistake of thinking your temporary status as an interim absolves you of the need to build relationships to enable you to be successful. Your ability to make an impact in a short time hinges on building a network of people that understand your mission and support the objectives you are there to deliver.

Pick the right allies and empower them to support you. This will help them to drive your vision and support your decisions – even when you’re not around.

5. Understand that you were over hired, for a reason

Interims are usually overqualified by design, not by accident. Broader expertise allows you to hit the ground running quickly and identify areas for improvement based on your previous experience. I have certainly had situations in the past where a CEO has become so impressed by the interim standing in, that they express a desire to keep them permanently. However, it is important to remember that it is easy to impress in a job you are overqualified to do, but once the brief has been delivered, it may not fulfil you on a permanent basis.

Remember that your success as an interim isn’t measured by becoming indispensable. Instead, your performance will be judged by how well the organisation functions after you leave. Driving change but leaving a trail of destruction in your wake is not the answer. You’ll be remembered for setting a strong foundation for the permanent leader’s success.

6. Commit to your deliverables

As an interim manager your reputation is always at stake, and you’re only as good as your last assignment. Don’t forget that interim providers and people within your industries have long memories.

It’s not enough to simply commit to a role; you must uphold the highest standards and commit to the deliverables you have identified for a smooth transition for the incoming manager.

7. Think long-term, but deliver short-term

It’s not easy to deliver immediate results whilst laying the groundwork for the future success of the organisation, especially when you likely won’t be around to see it come to fruition. But this is what you have been hired for.

Stakeholders expect quick wins, but also want long-term strategic impact, so use your time wisely to identify and deliver immediate improvements that will lay the foundations for a successful future.

By getting a clear understanding of the vision of the stakeholders and being careful about how you implement difficult decisions, you can make significant progress in a short period of time.

Maintaining that focus on the long-term health of the company, while making tangible progress, will help you be successful as an interim leader.

How can interim leadership benefit an organisation?

I have been helping organisations find the right interim leaders for over a decade, and I only see the interim market continue to grow into the future. While it might be tempting to temporarily promote a less senior manager to “hold the fort”, this can prevent business growth by not having the right strategic thinking in place. Whilst it might seem the less expensive option, the financial ramifications can also be huge.

That’s why great interims are always in demand to help navigate difficult periods of transition, implement change, or fill unexpected leadership positions as organisations recognise the benefits of hiring interim management leaders to bridge the gap between permanent hires:

• Immediate access to high-level expertise: Often, interim leaders are more experienced or skilled than permanent leaders. They bring specific expertise for a particular period or challenge, as well as seasoned change management experience.
• Speed: Interim leaders can be secured in as little as 1-2 weeks, rather than the 9–12-months commonly required to hire permanent executives, reducing periods of instability.
• Hiring buffer: Interim leaders allow organisations to take the time needed to find the right permanent candidate, avoiding rushed hiring decisions.
• Stability and business continuity: Interim managers provide stability and business continuity during transitional periods, strengthening stakeholder and sometimes shareholder confidence with their experienced leadership.

Best practices for leveraging interim leaders

Interims are highly experienced professionals who can step into almost any situation, identify issues and provide solutions, but they need to be provided with the right environment and circumstances to thrive in their role.

Some of the strategies that I recommend my clients follow to get the most out of an interim assignment include:

• Engage early and work with a trusted provider: Engage one trusted interim provider who has access to the entire interim market and can find the best solution for your situation. Using multiple providers doesn’t necessarily yield better results, and it may damage relationships with potential interim leaders. Utilising one partner who you trust to have the expertise required to deliver what you need will ultimately produce the best outcome.
• Empower the interim leader: Leverage the knowledge and experience that interims bring. Use the right language and context when introducing them to the team. Be mindful that the term “interim” may carry negative connotations due to its temporary nature. Remember, this person is there to take charge, so create the right environment for them to do so.
• Maximise value: You have paid a premium for short-term access to this person’s expertise. Work with them to understand what can be achieved within the available time and agree on the deliverables that can be achieved. Part of this may also to be to help create a framework and strategy to be continued by the permanent successor.

Why choose Eton Bridge Partners for your interim leaders?

At Eton Bridge Partners, our industry leading interim management provision is built on the strength of our relationships and in-depth market knowledge.

Our interim team bring decades of specialised experience in short-term executive placements and fractional leadership. We have developed extensive networks of highly skilled and experienced leaders who are ready to step into interim roles. More than just a database of candidates, we have a deep understanding of recruiting executive interim assignments, matching capabilities, working styles and previous track records with our clients, enabling organisations to get the best out of hiring an interim manager.

Our cross functional, multi sector approach, allows us to identify and secure the right talent across C-suite functions. Whether you need a CFO to guide a financial transformation, a CPO to reshape your people strategy, or a CEO to lead your organisation through significant change, we can access suitable candidates across all executive roles.

Typically, 50% of our shortlisted candidates have previously worked with us or our clients, meaning we have tried and tested solutions, reducing risk and bringing the experience required to manage through a period of absence.

If your organisation is seeking interim expertise to navigate a transition or change of leadership, get in touch today to discuss how Eton Bridge Partners can help you find the right interim leader to deliver both immediate impact and long-term value.