Frank, an experienced Interim Executive, did a thorough assessment of the executive leadership structure of XYZ Inc, and concluded that the Executive Director position had pretty much become untenable. His predecessor had worked constantly and it was not likely that she could be replaced. He proposed to the board that in his remaining time focus on recreating the ED role, and evolving the staffing structure. It would require a lot of change and would inevitably be messy. Some things would have to be learned through trial and error. It would be much better to get through this before hiring the permanent Executive. 

Sheila, a seasoned profession executive agreed to serve as the Interim ED of SCC Inc. After a few months she decided to throw her hat in the ring for the permanent position. It got complicated...

Sheila brought to the Executive Committee her concern about board members consulting with program staff about management of their programs. But not everyone on the EC appreciated the dilemma, and some insisted that attempting to rectify the situation would certainly get push back from other board members.   Sheila considered her options, and decided to proceed with drafting a board policy that required board members to only discuss the management of programs, policies and procedures with the ED present. When the policy was drafted she left it on her desktop, and every time she opened her computer, she wondered what the push back would be if she sent it to the baord, and if it would negatively impact her chances for the permanent position.

A trusted board member knows the organization well, and steps up to act as Interim ED. But will he be able to tackle the really challenging issues that have been simmering for some time, or will those issues just need to wait for the new permanent ED?

The Search Consultant, in her assessment, discovered that the organization had become heavily "person-centric" in its program planning and strategic decision-making, relying heavily on a popular Program Manager to make strategy decisions and maintain rapport with allied donors. In the absence of formal program evaluation, this major program continued without significant review based on the charisma of the Program Manager and strong support of a few board members.

The board received the consultant’s assessment with sober appreciation, accepted that there was substantial deferred work that needed to be done, and directed the Interim Executive to address the issues.  The Interim, however, had a long term relationship with the Program Manager, and was not experienced or prepared to disrupt the long-term status quo.