With the speed of change in the non-profit environment the movement of senior people between organizations is increasing and as such an organization can find itself with an interim executive director. In the past this meant having the interim executive director “hold the course” until a permanent replacement was found. But with it taking longer to find a permanent replacement, the question becomes, should the interim executive director still just be “holding the course”? If the interim Executive Director is to add value they need to make more strategic decisions, but how do they do that within a framework that is generally characterized by increased uncertainty, suspicion and rumour?

To understand how the strategic decision making method changes for an interim executive director we first need to understand the typical strategic decision making model.

Typical decision making model

Most non-profit organizations use the same basic decision making model that includes the following steps:

  1. Develop mission, & vision.
  2. Analyze the internal and external environment.
  3. Develop strategic priorities.
  4. Ensure buy-in to the strategic priorities.
  5. Implement the actions to deliver upon the priorities.
  6. Evaluate the decision.
  7. Return to step 1 and do it all over again.

While there are many variations of this model the same basic process is often applied. This process generally results in development of long-term objectives for the organization. Fundamental to this decision making model is that key decisions (either consciously or unconsciously) are made with consideration to the mission and objectives of the organization. As such, the first guiding principle for the interim Executive Director is to use the organization’s existing strategic plan and associated written objectives as the starting point in the decision making process.

The interim executive director’s challenge

Hopefully the organization’s existing strategic plan will provide the basic decision making framework for the interim executive director. The challenge is that for the interim executive director to make decisions, he / she must also set interim objectives. The problem is the decisions the interim executive director makes can effect the era of the permanent Executive Director. So, if allowing the interim executive director to make decisions could impact upon the permanent executive director shouldn’t the interim executive director just hold off and avoid key decisions? The problem with this is that the hiring of a permanent executive director is taking longer and longer so how long do you hold off and what’s the impact of inaction on the future of the organization? The answer lies in a different decision-making model.

Interim decision making model

The first step is for the interim executive director to realize that there are two types of objectives, the strategic objectives set as part of the strategic planning process and approved by the board and the interim objectives that are essentially short-term operational objectives. The benefit of the interim executive director focusing on the operational objectives is that they will only survive the review of the permanent executive director if that individual views them as consistent with the mission and vision of the organization, and he/she wishes to take the same approach to the management of the organization. The decision making model requires the concurrent development of interim objectives with the evaluation of these interim objectives with respect to the organization’s strategic objectives and the search for a permanent executive director.

  1. Separate long-term from interim objectives.
  2. Estimate time frame before permanent ED is hired.
  3. Work with the Board to develop interim objectives.
  4. Review interim objectives for consistency with long-term.
  5. Communicate the interim objectives as tentative.
  6. Implement the interim objectives.
  7. Conduct the search for the permanent executive director with the long-term and interim objectives in mind.

Tips for the successful interim executive director

While no two situations or organizations are alike the following guidelines can help improve the interim executive director’s success.

  • Be decisive and involve theboard.
  • Build an environment of trust and credibility by listening to your staff and stakeholders opinions.
  • Differentiate between the staff and stakeholders self-interested opinions and facts.
  • Differentiate between long-term and interim objectives.
  • Build interim objectives based on the timeframe expected to hire a permanent executive director.
  • Communicate the interim objectives as tentative.
  • Ensure the search for the permanent executive director begins quickly and is consistent with the interim and long-term business objectives.

Ron Robinson is the president of ABARIS Consulting Inc. He can be reached at (519) 472-9788 or rrobinson@abarisconsulting.com. This article is provided free of charge, for information purposes only and is not intended, represented or to be inferred as providing advice. ABARIS Consulting Inc. makes no warranty, express or implied, or assumes any legal liability for accuracy, completeness, or usefulness of any information provided in whole or in part within this article.