Leadership transitions are defining moments for nonprofits. In these critical times, appointing an interim CEO or executive director is not just a practical decision—it is an act of leadership and responsibility that protects the heart of the organization.

Several years ago, I stepped into the role of Interim Executive Director at the Northeast Georgia Council on Domestic Violence (NEGACDV) when the organization was facing one of the most difficult moments in its history. After the prolonged strain of the pandemic, the board, staff and community were reeling from the sudden loss of a beloved, longtime executive director. Grief, uncertainty and responsibility coexisted—yet the mission could not pause.

NEGACDV provides life-saving services for survivors of domestic violence and their children across three rural counties in northeast Georgia. The stakes were high. Survivors needed safety. Staff needed stability. Funders needed reassurance. The board needed a steady partner. Interim leadership was not about “filling a gap,” it was about holding the organization with care while helping it move forward.

My first responsibility was to listen intently to staff, board members and stakeholders. I conducted an initial organizational assessment to understand NEGACDV’s strengths, challenges and opportunities. What quickly became clear was that the programs were strong and the commitment to survivors was unwavering. What the organization needed was administrative stability, clear systems and confident leadership to match the excellence of its mission-driven work.

Together with the board, we focused on strengthening the foundation of the organization while ensuring that services to survivors continued uninterrupted. Emergency preparedness and succession plans were updated. Job descriptions and a new performance evaluation system were developed. New policies were written and approved by the board. Financial reporting was strengthened, the annual audit completed, and monthly reports were improved to better support decision-making.

Interim leadership gave NEGACDV the ability to move forward without rushing. During my tenure, we completed a strategic planning process—while simultaneously preparing for potential federal funding cuts through a board-approved contingency plan.  

We also invested in growth. A fundraising department was created and the organization hired its first director of development and communications. We partnered with a fractional grant writer, submitting ten new foundation applications in a five-month period and more than $1 million in government grant requests,many of which were awarded. A renovation and expansion of the outreach office was initiated and completed, strengthening the organization’s ability to serve the community.

One of the most meaningful aspects of interim leadership was helping restore confidence—internally and externally. Staff morale stabilized. Board engagement deepened. Donors and partners saw an organization that was not retreating in the face of loss, but rising to meet the moment.

The organization hosted a highly successful signature fundraising event, increasing revenue by 43 percent over the previous year. A new board orientation manual and process were put in place, ensuring sturdy governance for the future. The 2024 annual report was published—telling NEGACDV’s story with clarity and pride.

Perhaps the most important success was helping prepare NEGACDV for its next permanent leader. While I focused on stabilization and capacity-building, Armstrong McGuire’s Senior Advisor Katie Weeks supported the search committee though  a national executive search. I worked closely with the board to ensure the organization was healthy, and ready for new leadership. Knowing the organization was prepared for this next chapter—and that staff, systems and strategy were aligned—was the most rewarding outcome of my interim service.

As NEGACDV demonstrates, a time of interim leadership can be a powerful season of healing, growth, and preparation for the future. This is how Armstrong McGuire interim executives step into moments of uncertainty to help nonprofits breathe, heal and move forward with intention. Our leaders arrive with deep sector experience and a fresh lens. Free from organizational history and politics, they can surface opportunities for growth, strengthen systems and help prepare the organization for its next chapter—leaving it stronger than they found it. That is the true power of interim leadership.

To learn more about our interim services with the Northeast Georgia Council on Domestic Violence visit the case study.

Armstrong McGuire is proud to be a leader in nonprofit interim executive services, with over 100 Certified Interim Executives across 10 states ready to serve in critical roles including Executive Director, Development Director, Chief Program Officer, and Chief Financial Officer. Our team has guided nonprofits of all sizes through moments of transition, helping them stabilize operations, maintain momentum, and prepare for what’s next.

If your organization is navigating change — or if you’re an experienced leader interested in interim work — we’re here to help.

Learn about our Interim Management Institute or contact us to explore whether interim leadership is the right strategy for your nonprofit.

Karen Parker is a Senior Advisor with Armstrong McGuire who specializes in Interim Management, Strategic Planning, Organizational Design, Executive Search, Board Development, and Fundraising. Learn more about Karen in her bio.