Being the CEO of a charity is a challenging role, but being an interim CEO can bring extra layers of complexity, as Melissa Moody finds out.
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Despite the number of charities registered in the UK, the third sector is not a particularly large place. As such, recruitment for charity leaders can often mean operating within a small pool.

A good CEO is coveted, and that means individuals often make sidewards steps - moving between roles at different charities. Filling the void is often marked by the arrival of an interim CEO; someone put in to lead the charity on a temporary basis as organisations go on the hunt for a new leader to take to the helm.

Of course, interim CEOs can be put in place for a number of other reasons, too, such as parental leave, sick leave and sabbaticals.

An interim CEO is a unique role, after all, it’s not an easy job for somebody to take on a leadership role knowing it is time-limited. Some make careers out of being in interim roles, while others use it as a stop-gap of sorts.

“Hiring an interim CEO is all about achieving immediate impact with clear, short-term deliverables,” explains David Needham, director at recruitment agency Tile Hill. “The interim role is distinct because it’s more about resolving an immediate challenge.”

Catherine Brown, interim CEO of St John’s Foundation did exactly that. She stepped into the role when the former chief executive announced his retirement. She was a trustee who, in her day-to-day job, often took on interim roles at senior leadership and CEO levels, so the board asked her to step in whilst they went through the recruitment process.

Meanwhile, for Yeme Onoabhagbe, the interim CEO of Student Minds, the role was a “happy accident”. Previously, she worked in higher education and was a trustee for an LGBTQ+ mental health charity. “When the role of interim CEO came up, it felt like the perfect next step.” The nature of ‘interim’ intrigued her, she explains. “It really felt right.”

The hardest part, she says, was building trust quickly within the team and establishing the boundaries, but she wasn’t prepared for other aspects. “The loneliness of a CEO position was something I hadn’t prepared myself for,” she admits. Her role at Student Minds was her first as a CEO. “I wanted to make the most of this experience [...] I wanted to leave the charity in somewhat of a more positive place, which is obviously quite hard to do in 12 months.”

She thinks there’s often a perception that if you’re interim, you’re less invested in the long-term future of the organisation; that you’re seen as more of the caretaker than the CEO. “That’s a fair perception,” she acknowledges, but notes that as long as you’re authentic and collaborative, the rest of the organisation can get on board. “You have to honour what the permanent CEO wants to come back to… but as the world changes and priority shifts sometimes, it’s just obvious that things need to change.”

Keep the plates spinning

But how different is an interim role to a permanent role? It depends on the brief, Brown explains. “Some boards want you to just keep the plates spinning [...] keep everybody happy. Other organisations want you to do that, but also implement change. “You’re still doing the same job, just with a slightly different brief.”

Needham suggests that what sets interim CEOs apart is “their ability to assess the situation quickly, prioritise effectively, and adapt to unfamiliar environments.

“They bring objectivity to the table, allowing them to focus solely on results, unburdened by long-term organisational politics.”

Onoabhagbe also believes that interim leaders need a slightly different mindset to a permanent one. “You’ve got to be action-oriented and speedy with whatever you decide to do.”

There’s very little time to settle in, she says, meaning you almost need to be ready to go from day one.

Before she started, someone said that as a CEO, you have the first 100 days to take things in and relax. “I don’t think that’s the case in an interim role, you don’t have time to do that.” Being able to take information in and analyse it quickly is certainly a benefit.

“You don’t have the luxury of time,” Brown adds. Often boards want a 30day assessment, so you need to come to conclusions quite quickly.

Needham concurs: “The best interim CEOs are often specialists in change management, about to rive swift progress without unsettling the organisation. They’re experts at hitting the ground running and adjusting quickly to new environments.”

You have to also be able to build relationships quickly, Onoabhagbe points out. The need of trust from staff and stakeholders was repeated “so when it gets to those difficult times later on, you’re able to rebuild morale in the team and keep momentum going.”

That’s what being an interim CEO is about – keeping the momentum of the charity going. With that is a need to be a good project manager “and have a clear work plan with clear goals and timelines that you hold yourself to account for.”

A learning experience

Being (and having) an interim role within an organisation is a learning experience for both the individual and the staff. Setting boundaries and managing expectations is “really important” Onoabhagbe stresses. “There were a lot of expectations from SLT that I would have time to do certain things. I had to say ‘I’m here for a year, this is what my work plan is and this is the only stuff I’m going to be able to really give my time to’.”

You need to be focused on the end goal, she adds,what are you trying to achieve when the contract ends? At the beginning, Onoabhagbe thought about what she could influence before she left but “quickly realised” she had to think about the future of the charity beyond the contract as a way to do the job justice. “In every decision, I have to ask myself: how will this impact the charity in the long run? Is this the best use of resources and what are the consequences for future financial years?”

Needham points out that an interim CEO’s impact is directly tied to their reputation and future employability so maintaining credibility is crucial. “They must strike a delicate balance between driving immediate results and ensuring long-term sustainability.”

Onoabhagbe has been in the role for 10 months and described the experience as a “rollercoaster of emotions”. But she’s enjoyed it, and thinks that she could take on a few more roles before finding a permanent place to become a CEO. “I like the idea of testing thing and learning from different organisations.”

Not for everyone

Being an interim leader not suited for everyone. “ For people who love to be challenged and mentally stimulated, it’s incredible,” Onoabhagbe states. But for those who struggle with change or who need longer to settle into something, it can be more difficult. However, she recognises that she’s going to be leaving the role “with a hell of a lot more experience” than she expected.

Brown described being an interim as “exciting”. There’s an ability to work for different causes and meet lots of different people. “It’s something I really enjoyed. If you like variety then its wonderful.”

But you can’t be afraid of voicing your thoughts either. It’s a not a role for those who are shy. In fact, being an outsider and coming in at that highlevel position can be an advantage. “I’ve probably been more blunt and critical to the board than I thought I would be about certain things,” she admits. “You know what’s needed and it needs to happen quickly.” You have been brought in for a specific skill set and expertise – you need trust it is the consensus from those who have been in interim roles.

Brown acknowledges that it can be frustrating if you’ve been told to just ‘keep the wheels turning’ and you see a change you’d like to make, Brown adds. “You don’t always have the full brief, so you don’t have the opportunity to deliver that change.”

There’s a personal aspect to it, too. As a contractor potentially jumping from one role to another you don’t know when you can take holiday, or how much you’re going to earn once the current role ends. “Is the lifestyle going to suit you?” Brown asks. “Some people like to book their holidays 12 months in advance, some people like to plan their finances with some stability [...] it’s something you really need to think about.”

It’s clear that being an interim CEO is more than just taking the reigns until someone else steps into the permanent role; it takes a certain type of person with skills suited to settling into an organisation quickly, and who are ready to hit the ground running.

As Needham concludes: “The best interim CEOs will leave behind a sustainable, effective foundation for their successor, with an exit plan in place to ensure a smooth transition.

“Ultimately, interim CEOs are brought in to lead during periods of transition and must be prepared to handle complex challenges while delivering swift, measurable results.”

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