Mastering the Art of Interim Nonprofit Leadership
If you aspire to become an association CEO, your path may include stepping into an interim role or taking the reins from someone serving in that capacity. Understanding the range of leadership demands during a transition is a valuable step in preparing for the C-suite. In fact, the leadership skills required—quickly building trust, assessing pain points, and consistent communication—apply in any turnaround situation or transition where decisive action is necessary.
In the latest edition of C-Suite Conversations, I spoke with Nancy Green, FASAE, CAE, who has led four organizations through transition as an interim CEO. Green draws from multiple perspectives and experience in C-Suite positions—as CEO, executive recruiter, interim executive director, and chief global learning officer. This diverse background allows her to quickly assess an organization’s needs and identify practical solutions and a fresh perspective. Her experience offers powerful lessons not just for aspiring CEOs but for anyone navigating organizational transitions.
Establishing the priorities of the role
While organizations hiring a new CEO typically celebrate and publicize their arrival, interim CEOs frequently step in with little fanfare, joining quietly but carrying significant responsibility.
As one might expect, no two interim CEO roles are the same. “The variables in the role depend largely on the circumstances surrounding the departure of the former leader.” Nancy found the four roles to have some similarities but mainly differences based on the charge from the board of directors. Generally, Nancy said that in her experience, they fall into two categories—"triage and turnaround” or “continuity and communication.” Figuring out which category applies from the outset is essential. The primary goal is to prepare the organization for the new CEO.
In Nancy’s experience, an interim leader should signal stability to members and staff while also bringing recommendations for improvements. Maintaining continuity with key players—funders, partners, and VIPs—takes precedence over developing new and deeper relationships, a job much more in the purview of the next full-time leader.
Leading with authenticity but detachment
Nancy describes her style in the interim role as “authentic but detached.” She believes authenticity is essential in building trusting relationships that enable the team to provide her with honest answers and feedback. Nancy embodies “emotional consistency” – a calm, steady presence and a thoughtful tone. She brings a decisive leadership presence to the position.
Nancy does not assess the team against her vision or how the team’s individual strengths complement her own. Rather, she assesses team members’ openness to change and whether the former culture hindered their ability to use their strengths and abilities.
While Nancy doesn’t attempt to overhaul the culture, she sets baseline expectations grounded in effectiveness, results, and accountability. She creates an expectation that staff act as SMEs who bring solutions to discussions and collaborate around a shared definition of success.
While Nancy needs to maintain a sense of detachment in a temporary role, she meets with all team members one-on-one to get to know what motivates them and how they contribute. She listens to seek to understand.
Working with the board
If the board had a role in the transition of the previous CEO, Nancy observes that “they have grown accustomed to being more hands-on in decision-making.” This frequently necessitates redefining and realigning the roles of the board and staff team.
Drawing on her experience as an executive recruiter, Nancy helps the board understand how to work with the executive search firms, as well as the role of the CEO, who is responsible for staff decisions per the CEO contract.
Nancy reviews the cadence of board reporting on strategy and operations, establishing a structure that clearly measures accomplishments against the plan.
Managing risk—an early priority
Nancy immediately focuses on assessing and mitigating potential risks. “Sometimes, I find contracts that overcommit the association or a lack of sound financial processes that could lead to audit exposure. I clean these up, modernizing and streamlining them where I can.” Nancy reviews the fundamental documents like the staff handbook, SOPs, partnership agreements, and contracts, and prioritizes them so the new CEO has the critical information immediately at hand.
Required management skills
Often, a larger association has a COO or other second-in-command who steps in when a CEO leaves. Nancy has been hired from the outside by leaner organizations, and these roles require her to use the full complement of association management skills. While using her generalist skillset, she has often rolled up her sleeves and addressed the association’s finances, which may need to be modernized or turned around.
Change management skills are critical for this work, especially to signal transition and momentum toward hiring a new leader.. “There’s not much time to implement big changes – often, it’s change that modernizes and makes the organization more responsive while supporting the current direction. It is so often about supporting current strategy and vision by adding a strong implementation plan and improved reporting to the board.”
Lessons learned
In closing, I asked Nancy what advice she would have for leaders considering an interim role. Nancy said that to be successful, an interim CEO should be prepared to set aside their ego and assumptions brought from their last role. “Some of your association management ‘know how’ will apply, but not everything.”
My conversation with Nancy offered a window into the unique demands of the interim CEO role and lessons in leadership, governance, and change management during times of transition.
What leadership skills do you believe are most critical in short-term or turnaround roles? I’d love to hear your thoughts—please add a comment below.
