Interim Leaders

Tuesday October 13, 2009 ~ 1 Comments

I just finished up an "interim." That's church talk, at least in my denomination, for the guy who preaches when the church does not have a regular pastor.

Some people in my type work love interims. I find them difficult. It is hard to come, teach, lead, and leave-- but it is the nature of the role. You help the church and don't stay there long term.

I was recently consulting with the leadership of a denomination that has interim leadership. We talked through some things that interim leaders should consider.

I thought these were interesting and applicable to church leadership as well.

Take a look:

Suggestions for Interim Leaders

These are two of the best sources that sum up the body of knowledge in this area that keep it simple and to the point. Basically, during an interim, you want to: make the most of the opportunity, keep communication open and clear, and prepare for the new leader to be a success.

Source: Interim Leadership: Looking Beyond the Executive Director

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1) Provide a neutral, objective perspective

An interim leader can ask the hard questions if they don't have the history (or baggage) within the organization.

2) Bring the right skills for the transition. Get the leader to do the job that you need...

a. Change the culture/direction of the organization
b. Bring stability and security after a time of turmoil

3) Prepare the way for the new leader to be the best success possible

a. A big measure of how well an interim did is how well the new leader transitions in.
b. The interim has a chance to clean up "messes" within the organization so that the new leader has a clean slate to start with.

4) Bring focus to one or two specific changes/priorities

a. The short term nature of an interim helps keep an organization tuned in to specific timelines and deadlines. This is an opportunity to meet specific goals or objectives.

Source: Using Search as a Tool to Energize, Excite, and Engage Your Board and Staff

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1) Get to know the organization all over again.

a. "Take a 360 view of everything"

b. Talk to the people in the organization and discover what is lying beneath the surface.

2) Involve the staff in the transition process.

Involving them doesn't mean asking them to handle it. But it does mean communicating with them about what is happening.

3) Don't stagnate.

This isn't the time to stop everything. Keep the organization moving forward. Try new things (though I wouldn't suggest new LARGE initiatives)

4) Make the obvious, needed changes

a. Redefine roles
b. Set clear expectations

Make the most of the new opportunity to get things in good...