When people hear that I spend much of my time supporting Interim Executive Leaders, I’m often asked a simple question: “So… what exactly makes a successful interim?” 

After a full year walking alongside dozens of organizations and leaders through major transitions, I’ve learned that the most honest answer — the one that holds up across every engagement — is this: 

It depends. 

It depends on the organization’s culture. 
It depends on the timing. 
It depends on what the board is ready for. 
It depends on what the staff needs most. 
It depends on the strengths and style of the interim leader. 
It depends on the type of the transition — messy or smooth, urgent, or strategic. 
And sometimes, it depends on what the organization believes it needs, versus what it actually needs. 

This year reminded me that interim leadership is not a formula. It’s a dynamic, shifting process. And yet, amid all the variability, certain patterns have become clear. 

1. Interim leadership works when the organization embraces the “in between.” 

An interim period is not a pause button — it’s a bridge. It’s the moment an organization exhales, looks around, and asks: 

• What’s needed now? 

• What’s changing? 

• Who are we at our best? 

• What comes next? 

The most successful placements I witnessed this year were the ones where boards understood the value of this liminal space. They gave their interim leaders room to ask hard questions, surface truths, and guide them through the discomfort of transition — without rushing toward a quick fix. 

When organizations resist that work, the interim season becomes heavier. When they welcome it, the transition becomes transformative. Once an organization embraces the in-between, another truth becomes clear: the leader who steps in must match the moment. 

2. The “right” interim depends on the moment — not the resume. 

One of the joys of this work has been seeing how different leaders shine in different situations. 

Some interims are exceptional stabilizers. 
Some are visionaries. 
Some reset culture. 
Some bring financial clarity. 
Some build trust with ease. 

My role is to listen — to the board, to the staff, to the season the organization is in, and to the unspoken dynamics — and then connect them with a leader who can meet that specific moment. 

There is no universal “best” interim. There is only the right interim for the right organization at the right time. And even the best-matched interim can only succeed when everyone begins from the same place: clarity. 

3. Interim leadership succeeds when expectations are clear. 

Clarity changes everything. 

Every interim relationship improves when we define: 

• What the board truly expects (and what they mean by it) 

• What decisions the interim is empowered to make 

• What the staff is carrying emotionally 

• How much change the organization is ready for 

Interim leaders don’t need perfection. They need partnership. And they thrive when everyone remembers something important: Transitions are emotional. Clear communication lightens the load for everyone involved. But clarity alone isn’t enough. During an executive transition, the real challenge is balancing urgency with stability. 

4. The strongest interim periods honor both urgency and stability. 

There is real pressure when an executive leaves — especially unexpectedly. 

Staff feel it. 
Boards feel it. 
Clients and donors feel it. 

The strongest interim periods I saw this year balanced: 

• Urgency — because the work can’t stop. 

• Stability — because staff need reassurance. 

• Honesty — because clarity heals more than speed. 

• Tempo — because rushing often creates more problems than it solves. 

The art — and it truly is an art — is meeting that moment with steadiness, not panic. And witnessing leaders hold that balance led me to one final realization — one that shaped my own understanding of this work. 

5. What I learned personally: Interim leadership is sacred work. 

This year taught me that interim leaders are some of the quiet heroes of the nonprofit sector. 

They walk into uncertainty on purpose. 
They guide organizations through their most vulnerable seasons. 
They lead without the security of permanence. 
They give boards room to breathe. 
They support staff through the unknowns. 
They make space for what’s next. 
They check their ego at the door. 
And they leave the organization stronger than they found it. 

Supporting them — matching leaders to the moments where they can shine — has affirmed for me that interim leadership is not a bridge to sprint across. 

It’s a space to honor. 
It’s where clarity emerges. 
It’s where the next chapter begins. 

So, what makes it all work? 

It depends. 
On the moment. 
On the mission. 
On the leaders willing to step in. 
On the organization’s readiness to evolve. 
And on the shared belief that transition isn’t a disruption — it’s a natural and necessary part of an organization’s life. 

If this year taught me anything, it’s this: The in-between is where meaningful change happens. Transitions don’t have to slow organizations down; they set them up. 

Armstrong McGuire is proud to be a leader in nonprofit interim executive services, with nearly 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, join our info session on January 22, or contact us to explore whether interim leadership is the right strategy for your nonprofit.

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Katie Weeks is a Senior Advisor with Armstrong McGuire who specializes in coaching, executive searches, and team and staff retreats. Learn more about Katie and check out her other musings in her bio.