Since we work with nonprofit clients exclusively, we often hear from nonprofit board members about staff and vice versa. Mostly, it is to express appreciation and recognize how much is expected of the other. Sometimes, board members hope for more communication about impact, clear expectations, and accountability from staff. Other times, staff wish for more active participation, understanding, and leadership from board members.

We love to help boards and staff come together to create mutual understandings, agreements, and allow space to dialog about issues facing their nonprofits. There are many ways to help stimulate these types of conversations and create expectations that are well understood and supported by all.

There is also a unique period of time during a leadership transition when an experienced interim executive can aid in board and staff leadership development; between the exit of an incumbent CEO or Executive Director to the recruitment and start day of a new executive. Our interim executives are certified and trained to help a board identify the most urgent priorities the organization should focus on during such a transition and set short-term direction for the incoming leader.

What makes this such a special opportunity is it is typically a “once in a blue moon chance" for organizational change. It’s a call for all hands on deck, and for the board and staff to unite to stabilize and prepare the organization for the next leader. Our interim management service places a uniquely skilled consultant in the organization who works directly with the board of directors and senior staff and studies how the organization and its leaders work together. When there is a leadership vacancy, an interim leader stabilizes the organization and gives the board space to consider what’s next?

A professional interim executive is brought in as a thought partner to the board and staff leaders for the betterment of the organization. They are not a candidate for the job, yet they have a unique background and a successful track record of working with board and staff leadership teams to move the organization forward.

Not only will the interim executive keep the organization moving forward, but they have neutral and objective methods that encourage leaders to take a hard look at how effectively they are (or are not) working together. Interim executives don’t assume there are any leadership deficiencies, but they also use their expertise to define the “true problems and issues” and how leadership might contribute to those; while also understanding the vacancy of the executive leader can lead to its own set of problems since they are often the buffer between the board and staff.

This “once in blue moon chance" for organizational change is a rare occasion for the board and staff to face what the organization looks like without the permanent executive in place. An interim executive can diplomatically observe and experience how leaders:

Define the real problems/issues for the organization

The presenting issues often differ between the board and staff leaders. An interim executive might find more data, information, and evidence is needed to identify the real issue(s).

For example, a presenting issue to the board might be expressed as, “The staff has no feeling of accountability.” An interim executive we might uncover a different issue by asking the simple question, “How does the staff show this to you”? Further investigation to unearth even more information may yield a question like, “How might the incumbent CEO or Executive Director and board have contributed to this particular problem”?

A presenting issue to staff leaders could be they see the board as micromanaging or too in the weeds. An interim executive, as a neutral, non-defensive partner, can inquire if there was ever a time in the organization’s history where the board needed to be close to the details. Digging a bit deeper could look like asking, “What good reason would a board have for being in the trenches so much”? And still deeper, “How could staff leaders communicate with the board in a way that would increase the board’s confidence the minute details are under control”?

Identifying the life cycle phase of the nonprofit

Interim executives can help identify the life cycle phase of the nonprofits they serve for the benefit of its leaders. Is the organization in the startup phase, experiencing growth, experiencing decline, or at maturity? What does the current life cycle phase require of leadership? How might the current life cycle phase present different requirements for the current board and staff?

As a neutral partner to both board and staff leaders, an interim can help bring them together to recognize and discuss how the nonprofit has grown from its infancy, or pain point, to maturation with strong leadership. They can also help board members see if the nonprofit now needs a stronger governance board rather than board members serving as ‘a pair of hands.’

Aligning the expectations of board and staff leaders

Any urgent situation shared by the board and/or staff is a cue for an interim executive to take a closer look at what is going on. It requires more hands-on contact, access, and communication that may have not existed during routine periods of “smooth sailing” within the organization. To misquote a political operative, “Never waste a good urgent situation.”

While working together during an interim engagement, the interim executive can help an organization’s leaders cross bridges together in preparing for a new team captain. They will likely spend time together as a board and staff to develop work and transition plans and clarify roles and performance expectations of each other. Together, with the help of the interim leader, an organization can construct new or mutual agreements for strengthening individual responsibilities while working together for the benefit of the overall organization. During this time, organizations often look back to their humble beginnings when the board and staff shared a clear vision and direction for the organization.

The “once in a blue moon chance” for organizational change, especially during a season of executive transition, can provide a pivotal time of shared purpose, teamwork, and lasting appreciation between the board and staff. They walk through an intensely important season together, and hopefully, successfully. With some guidance of course.

‍

Kathy Ridge is the Director of Interim Management Services at Armstrong McGuire who specializes in transition leadership. She founded LevRidge Resources, a consulting firm serving nonprofits through financial, business and leadership transitions and merged with Armstrong McGuire in 2022. Through LevRidge Resources and Lift Connection, a network she created of credentialled interim executives and transition consultants, Kathy now recognized by her peers as a leader in the field of nonprofit executive transitions. Learn more about Kathy in her bio.

Check out our video on Interim Leadership featuring Senior Advisor Stephen Smith here.