The Guest In The House

A Guest Post from Chris Tobin, Founder of Flywheel Advancement

Workforce instability is a common challenge for many nonprofits, especially when recruiting experienced senior leaders. To help navigate these important transitions, many organizations turn to interim (or fractional) management as a short-term solution to maintain stability and stay aligned with their mission goals.

Interim management can provide an effective strategy during stressful, uncertain times. However, it is not a “one-size-fits-all” approach and requires careful planning to ensure a successful outcome for both the nonprofit and the interim candidate.

Having served as an interim development manager for different nonprofit clients, I’ve gained a few insights (things that your favorite AI tool might not cite). Hopefully, these takeaways help those exploring this specialized area.

• Set the table honestly. Expectations must be clearly defined and agreed upon in advance. Consider specifics such as the role, objectives, time commitment, the exact reason(s) the previous manager left, the political landscape, personnel dynamics, and plans for hiring a full-time replacement. Also, don’t overlook the organization’s unique culture and how it shapes daily operations. I recall asking a Head of School about preferred attire – it revealed a sensitive issue within her team, one I am glad we discussed before my first week on campus.
• Years of experience don’t guarantee fit. I’m often surprised by the misconception that all nonprofits operate the same way. Of course, there are thousands of organizations with different structures and models. An interim manager needs more than years in the field; the match should be based on deep familiarity with the mission, growth phase, financial strategy, values, and other relevant factors (similar to when seeking a full-time employee).
• Importance of commitment. The role of an interim is like being a guest in someone’s house for a while. There will be times when it’s expected (whether stated or not) that the interim adapts to the existing norms. Embrace these opportunities! I’ve dug into strategic retreats, helped after-school programs, learned and sang team cheers, and participated in Halloween costume contests. It reminds me of a quote from Robin Williams’ character in the movie, Good Will Hunting: “People call these things ‘imperfections’, but they’re not. That’s the good stuff. And then we get to choose who we let into our weird little worlds.” Make the most of those moments.
• It may last longer than expected (or hoped). Securing the ideal nonprofit leader has become increasingly difficult. Don’t be surprised if a seemingly straightforward interim role needs to be extended. If so, consider how that will affect the job duties and expectations. Remember, the right fit should take priority over process and timeline. That also means everyone must get comfortable with a longer interim period. As a reference point, every one of my interim assignments lasted several months beyond the initial plan (in two cases, more than a year).
• Trust. The importance of mutual trust cannot be overstated. For hiring managers, this means granting the interim access to sensitive information such as financial records, constituent data, personnel files, management discussions, and Board meetings. For the interim manager, this requires the utmost respect and confidentiality. The hiring manager and the interim should regularly discuss proprietary topics to avoid unfortunate surprises. Once the new full-time leader is hired, the interim leader will need to demonstrate that trust as part of an effective onboarding process.

Given the unpredictable hiring environment, interim nonprofit leadership can be a smart choice to keep operations steady, hit near-term goals, and keep the team intact. However, this decision must be weighed thoughtfully. This unique role is becoming a key strategy to support the critical work nonprofits do every day.

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