When we decline

A responsible interim partnership requires the ability to say no. Interim leadership creates significant value in the right situations. In the wrong ones, it is a waste of time and money — for everyone involved. Here are the four situations where we decline, what typically happens instead, and why.

When the need is permanent

Interim leadership is designed for defined periods with clear objectives and an end date. If the organisation is actually looking for a permanent executive in a fixed role — but is considering interim as a convenient short-term solution — it is the wrong model.

What it typically looks like: A company loses its CFO. The board wants to avoid a leadership vacuum and considers an interim CFO “while they find the right person”. But internally, there is already agreement that the next CFO should be a permanent hire for five-plus years. In that situation, interim is not the answer — it delays the recruitment and sends an unclear signal to the organisation.

If the need is permanent and stable, and the organisation has time for a thorough recruitment process, we recommend using that time. We are happy to help define the profile for the permanent executive.

When the mandate cannot be defined

Interim leadership requires a precisely defined mandate. What is the assignment? What decision authority comes with the role? What defines success at the end of the engagement?

What it typically looks like: An organisation has lost its CEO under unclear circumstances. The board is split on direction — two members want to stabilise and wait, two want to restructure now. They approach us about an interim CEO. We ask: what is the mandate? The answer is unclear. An interim executive who steps into that situation spends the first weeks navigating internal politics rather than executing. That is expensive and rarely what was needed.

We decline in those situations and instead offer to help clarify the direction and define the mandate — before we match a profile.

When the organisation actually wants advisory support

An interim executive leads, decides and executes. A consultant analyses and recommends. The difference is fundamental — and the confusion is more common than one might expect.

What it typically looks like: A company approaches us about an “interim supply chain manager”. The description sounds like this: map our current processes, identify improvement potential and present a plan to leadership. That is a consulting assignment — not interim management. There is no line responsibility, no decision authority and no implementation accountability.

When that is the case, we say so directly. We point to what the right solution is — even if that means we are not the ones to solve it. Read our comparison of interim executive vs. consultant.

When the organisation is not ready to act

Interim leadership only works if the organisation is prepared to follow through on the decisions and changes that come with the role. Competent interim executives rarely fail due to professional competence — they fail due to organisational readiness.

What it typically looks like: An organisation is in turnaround. They appoint an interim CEO with a mandate to restructure. But when the first difficult decisions arrive — staffing reductions, closing a division — the ownership group pulls back. The interim CEO cannot deliver what she was brought in to do. The engagement ends early. No one is satisfied.

If we assess that organisational readiness is not in place — that the board and executive team are not genuinely aligned, or that there is no real willingness to implement necessary changes — we say so. It is uncomfortable. It is the right thing to do.

Related topics

• Matching and mandate — what must be in place before an interim executive starts.
• From enquiry to onboarding — the full process step by step.
• Common mistakes when using interim executives — and how to prevent them.
• Why interim management fails — the structural causes behind failing engagements.
• Interim executive vs. consultant — when which model applies.

Frequently asked questions

What happens if we want to proceed despite a recommendation to wait?

It is your decision. We explain our assessment and the reasoning behind it. If you wish to proceed, we revisit the conversation — but only if the fundamental conditions for a successful engagement are in place. We do not enter into engagements we assess will fail.

Can you help us define the mandate before we proceed?

Yes — and we often recommend it. A 20-minute conversation is typically enough to clarify whether the situation calls for interim leadership, permanent recruitment or advisory support. We ask the questions that reveal what the organisation actually needs.

Do you decline certain industries or role types?

No. We decline situations — not industries or roles. The boundary is entirely about mandate clarity, organisational readiness and the nature of the assignment — not sector preferences.

What is the most common reason you decline?

An unclear mandate. By far. The organisation knows what it wants — but not what it is willing to give. Decision authority is undefined, the success criterion is undefinable, and the board and executive team are not aligned. An interim executive cannot create impact in that vacuum.