THE CASE

WHY INTERIM EXECUTIVES?

Interim Executives allow the organization to buy valuable time to conduct a thoughtful, comprehensive search for an open position and secure talent.

Interim Executives provide insights. Inserting an experienced executive into a role temporarily can allow the individual to assess the team, determine individual responsibilities and expectations, and provide feedback. With the interim’s guidance, the organization can adapt the director’s job description and priorities to fit future strategic needs as determined during the transition to a permanent hire .

Interim Executives thrive on uncertainty. This is a key reason executives make the career decision to pursue interim roles - they relish the chance to enter into transitional or chaotic situations and lend stability. They want to make a big difference in a short period of time. Organizations in flux benefit from executives with this mindset.

Interim Executives from the outside take pressure off the leadership team. All too often interim positions are filled from within the organization and the individual selected has to fulfill two roles - their current role and the interim leadership position - until a new hire is appointed. CDO searches typically take six to twelve months to complete. Outside Interim Executives eliminate this scenario of staff taking on two roles, and reduce the risk that a search will “settle” for an adequate but not ideal candidate in order to move on. External interims also provide an outside perspective to evaluate the team and department.

Interim Executives can assess and refine the role and lay a solid foundation for the success of an eventual permanent hire, and then partner with the new hire to provide a seamless transition and opportunity for long-term success.

FEATURED IN

“The last six months have woken us from our slumber in the world of fundraising.  The organizations who embrace change are going to thrive.  What awaits on the horizon for non-profit philanthropy?   We must accept virtual relationship building.  Our time with donors is no longer in person interactions, but rather targeted and directed online connections.  Rapport will be built swifter.  Time is more limited. Therefore, do your homework in advance of an interaction.  Listen well to hear what is being communicated.  Adjust and pivot your approach based on swift information from well formulated questions.  Be curious and inquisitive! Remember – it is always about the philanthropist – never the fundraiser.

— Natalie J. Fleischman | In the Level 5 Events Newsletter