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 situations, it is a waste of time and money — for everyone involved.

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 solution — it is the wrong model. That is not fair to the organisation. And it is not fair to the interim executive who steps in with the expectation of a temporary assignment. 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 clarify what the permanent executive should be able to do.

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? If the organisation has not yet answered these questions — or if the board and executive team are not aligned on the direction — it is too early to appoint an interim executive. An interim leader who steps into an undefined mandate 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 first.

When the organisation actually wants advisory support

An interim executive leads, decides and executes. A consultant analyses and recommends. Some organisations approach us wanting an interim executive — but describe an assignment that is actually about strategic advisory work, market analysis or process design without operational responsibility. When that is the case, we say so directly: what you are describing is a consulting assignment, not an interim assignment. We point to what the right solution is — even if that means we are not the ones to solve it. Read: 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. An interim executive appointed into an organisation where the board and executive team are not aligned on direction — or where there is no real willingness to implement necessary changes — cannot deliver the expected impact. That is not a question of the interim executive’s competence. It is a question of the organisation’s readiness. If we assess that organisational readiness is not in place, 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.