After a frustrating, long and unsuccessful search for its new executive director, a southern Nevada nonprofit asked Summit principal Bart Patterson to serve in the position on an interim basis, while a second search was conducted. Bart agreed to do so.
Recognizing the realities of the organization’s budget, Summit structured its contract so that its cost for services was actually lower than the previous executive director’s compensation. During a four-month period serving as its executive director, Bart kept the organization moving forward by performing a “deep dive” into its operations, structure, staffing, business plan, and grant and fundraising opportunities.
During his tenure at the helm, Bart met regularly with funders, partners, board members and community leaders to help sustain the organization and also open new opportunities. He established regular individual and team meetings, boosting morale during an uncertain period for staff and aligning personnel with key priorities to stabilize the team. Key initiatives launched during Bart’s leadership included a new fundraising plan, staffing adjustments, and the submission of applications for significant new grants.
Bart also served on the search committee, which was ultimately successful. At the conclusion of his assignment, the organization was in an improved financial situation and well prepared for the transition to a new executive director. Although his formal assignment ended, Bart continues to support the organization by providing ongoing coaching and support for contracting and project management.
Why choose outside interim leadership?
Organizations that may be experiencing either a planned or unplanned transition in senior management – both of which are often unexpected or sudden – can face a dilemma during a search process for a new leader.
It may seem expedient to ask another staff member to fill an interim leadership role, and that’s frequently the stopgap solution. But while it may be financially efficient, it places significant stress on a good employee who may simply not be ready, and can actually prove damaging to the organization – especially when the employee must wear two hats.
There are numerous advantages to hiring an interim leader from the outside:
- It allows the existing team to stay in their current roles without disruption, avoiding new problems in other areas.
- It allows for a fresh leadership perspective, one that can help strengthen and solidify the organization, while it continues to move forward.
- Many of the tasks that an organization might seek outside assistance with – such as development of fundraising or strategic plans – can be specified in the interim executive director’s responsibilities. This enables the organization to obtain an outside and independent perspective without an additional fee.
- The use of outside interim leadership avoids the awkwardness and occasional complications of temporarily promoting a good employee not chosen for the permanent position. A staff member can find it a difficult adjustment when returned to their previous position and organizational status, creating an unwelcome challenge for the incoming leader.