Approach to serving as an Interim Executive Director
by Amy Brugh
As an interim executive director, I may assist organizations experiencing transitions in their staff leadership. At times I may be charged with keeping things running as they are, or may make significant change during the interim period.
Here is my approach to serving as an interim executive director:
ESTABLISH CLARITY
I start by trying to get as clear as I can with the board of directors on the responsibilities and timeline of the interim before I have accepted the position. I request a position description that details the interim role. If the board is unsure, I can work with them to gain clarity on what’s needed and the timeline. I work with the board to get a written contract or letter of agreement in place.
LISTEN AND LEARN
I read and review as much as I can about the organization’s current mission, programs, services, operations, finances, partnerships, accountabilities, and more. I conduct an assessment by meeting with staff, board, (and other stakeholders depending on the organization). I listen carefully to what’s going well, what is challenging, what’s needed right away, and what can wait. I gather resources in areas where I may need to build knowledge or skills. I prepare an assessment report and use the findings to guide my work as an interim.
WRITE A WORK PLAN
I write a work plan based on what I’ve learned, and I tie this work plan directly back to the interim position description and the results of the assessment. I try to be as clear and specific as possible about the components and timeline of the plan and realistic about what can be accomplished during the interim period. I engage others such as staff and board and incorporate their feedback into the interim work plan.
DO THE WORK
As an interim executive director, I have the overall responsibility for an organization during the interim period. This may include implementing the strategic plan and other work plans, developing and managing staff, overseeing the organization’s finances and operations, and communicating with various stakeholders. Depending on the organization, I may connect with donors and funders, serve as a spokesperson, manage programs, and carry out day-to-day tasks.
COMMUNICATE, REGULARLY
I share the assessment report and my work plan with staff and board (and other stakeholders such as funders, community members, and partners). I utilize various methods of communication that work best for the various audiences of the organization. I share progress on the work plan regularly such as weekly updates and monthly reports. I give careful attention to being the liaison between staff and board and communicate accordingly.
MAKE DECISIONS
As an interim I make time to listen carefully and learn what decisions need to be made and what is better left to the new staff leader. I engage others when appropriate, but don’t shy away from making the tough decisions when necessary.
DOCUMENT EVERYTHING
I often create a system of documenting my work as the interim executive director in ways that work best for the organization and can be shared with the new leader. This may be through written reports, spreadsheets, visual presentations, and stories of the organization’s accomplishments and challenges during the interim period. I’m clear about what has been documented and where it is stored so that it is easily accessible to staff and board.
PREPARE FOR NEW STAFF LEADERSHIP
When requested, I assist the board with the search for the new staff leader. I create a manual for the new leader. When possible, I ask the new leader what they need in advance of their orientation and prepare accordingly. I welcome them and orient them in the ways that work best for them and the organization.
STEP BACK AND AWAY
I do my best to define a period of overlap with the new staff leader. I’m clear with staff, board, and stakeholders that once the new staff leader begins in their position, they are the executive director. After an appropriate period of orientation, I step back and away. I make myself available to the new staff leader in the ways that work best for them and the organization.
REST AND REFLECT
I recognize that interim executive director work can be hard work. I take time to restore after an interim role. I reflect on what I’ve learned, what I’ll carry with me, and what I may do differently in the future.