Effective Board Support for Interim CEOs
Much like long-term CEOs, interim leaders also depend on the board for guidance and oversight. In many ways, this relationship between the board and interim may look no different than that of the board and permanent CEO. The biggest difference, however, will be if the interim CEO has limited authority. The extent of that authority is entirely based on the governance policy the board is required to uphold. For this reason, interim CEOs depend on the board to guide their decision-making process and keep their goals on track. Given their separation from daily operations, the board of the directors often doesn’t see how they impact their organization’s culture, but it’s the level of commitment to supporting the interim CEO during transition that ultimately shapes how the organization is led.
Working closely together is crucial for maintaining operational continuity.
No one knows how the organization has been previously run more than the board and executive team. Everyone has their part to play in aiding the interim’s success, whether it be in maintaining the status quo or preparing the organization for a fresh new direction.
As board chair, here’s how you can support your interim leader during a transition:
Build immediate trust with your interim––The relationship between the board and interim will always be most successful when trust is established right away. This can be tricky as it can be tempting to get on with the work the interim has been brought in to do.?However, without establishing solid rapport with your interim from the start, you sacrifice laying down a much-needed foundation for the interim’s success.
Both parties must?trust one another.
An initial candid conversation ensures board and interim can get on the same page and agree upon the highest priorities for your organization. This getting-to-know-you stage gives you time to explore one another’s intentions and align your shared goals and expectations. Creating an open, honest relationship with your interim leader also gives you the opportunity to set up a support system for the interim. The board will have connections to trusted individuals who understand what the interim is going through. These are people they can lean on to maintain their mental health. A support system will also extend to responding to the interim’s needs by offering resources, tools, training, mentorship, and development opportunities to build up their strengths and fill in any leadership skill gaps. The conversation between the board and interim is ongoing and evolves as the interim settles into their role.
Uphold organizational values–– One of the most important things the board can do is ensure the interim CEO understands the organization’s mission, vision, and values. This lends purpose to the interim’s work and gives them meaningful context for why the organization does what it does. It's the board's responsibility to ensure compliance with organizational policies so that the interim works within the organization’s approved framework.
Transparent communication and honest feedback––There will be a natural amount of confusion surrounding a leadership transition. The team and stakeholders will have concerns about the future of the organization while it’s in a state of flux. The board is there to help the interim prepare communications with internal and external stakeholders that keep them up to date on the organization's latest status. Consistent honesty is key here; collaborating together on an efficient communications policy for the public helps maintain confidence in the organization. Internally, regular check-in meetings ensure an ongoing feedback loop between interim, board, and executive team, who will all have valuable input on how to adjust the interim’s leadership style and priorities.
The board and executive team will both be able to hold the interim accountable through open communication.
A successful transition involves an ongoing open conversation between the board and interim. Build trust early on so that?the interim leader feels secure in leaning on the board for support.?Both parties?share a goal of setting up?the organization for success well beyond the transition process. Take the time to nurture that relationship to nurture?the organization.
?
Further Reading
Getting The Most From An Interim Leader, Chief Executive
5 Hot Tips for Creating an ‘Interim CEO’ Plan, Chief Executive