- by Sophie Pinkoski

Any interim CEO relies upon their internal relationships to successfully provide what their organization needs during a state of transition. Naturally, they can’t be expected to take on full responsibility for organizational change on their own. It is a team effort that requires cooperation and collaboration from all sides. Rolling out significant changes in the midst of a leadership transition means everyone in the organization must understand the reason and purpose behind each update, and how their own role impacts it.  

The most obvious relationship may be that of the interim CEO and board. After all, the board of directors are the ones who authorize the interim CEO’s priorities and limitations. Yet there is another equally integral relationship for the interim CEO to foster: one with their executive team. It's the team who will translate the board's priorities for the interim CEO into action.

The executive team are a crucial resource the interim CEO can tap into to exact real, lasting change.

Nurturing a trusting rapport with your team effectively enables that change.

An interim CEO is only as effective as the performance that they enable and inspire with their executive team.

Leveraging each team member’s skills helps the interim CEO make the best use of their time during the transition period. The objective is to prepare the organization for the incoming CEO’s arrival to simplify their job within the early days of their tenure. The intention of bringing in an interim CEO is to eliminate inefficiencies and begin change momentum so that the new CEO doesn’t inherit the organization’s current operational issues. By fixing what’s within the ability of the interim CEO and their team, the new CEO can focus on other needle-moving priorities during the start of their tenure. 

Here are ways the interim CEO and team can work together to improve their organization during a transition period: 

Be open to new ideas––One thing that drives necessary change in an organization in need of improvement is being open to fresh ideas. This involves soliciting ideas from unlikely sources. Give your team the psychological safety to contribute their unedited thoughts without having to worry about being judged or penalized. Certain individuals might hold back during brainstorming sessions if they feel unqualified to speak to issues outside their usual purview, but it’s these perspectives that are often the most insightful. Encourage everyone to share their thoughts and ideas when coming up with new solutions to specific challenges.

Out of the box thinking leads to innovation; don’t count anyone’s perspectives out.

Even if some ideas don’t quite fit your needs, it can inspire further brainstorming to find a more suitable solution. 

Fix what’s not working––The executive team knows the ins and outs of the organization better than anyone. They are familiar with what slows them down the most. Listen to them when they raise concerns about inefficiencies in day-to-day processes that interfere with their work. As the interim CEO, you may have the priority to implement change. If that's the board's priority for you as the interim CEO, observing your team at work will give you a good sense of what needs updating.

Together, you can pin down what’s causing the biggest breakdowns in operations and brainstorm the best ways to eliminate the problem.

Take the time to celebrate the small wins whenever you successfully find a solution to another issue. When your team sees you making improvements that make their jobs easier, they trust your credibility as a leader and will come to you with more ideas. They see that you’re not just listening to the concerns they bring to you but also that you are doing something about it. If they feel heard and that you value their opinions, they won’t just tell you what you want to hear, or hold back their constructive thoughts, they will depend on you to make meaningful change. 

Listen to your team’s needs––The transition period is a vulnerable time where your team might feel anxious in the face of uncertainty. This can manifest into fear and even resistance to your best intentions. For this reason, taking the time to cultivate their trust and buy-in for your plans during your time as interim leader is key.

Listening to their individual needs and empathizing with their unique challenges goes a long way when building that good will.

Connect with team members one on one to understand the challenges they face. They know what tools and resources they need to help them do their best work. Give them a non-judgmental space to share their concerns and make requests for additional supports. Everything you learn about your team’s biggest roadblocks can be taken back to the board and passed on to the incoming leader to ensure those supports carry over once your tenure ends. 

Build buy-in––Embracing the collaborative nature of the transition process means involving your executive team in your plans. The team’s involvement in the strategic aspect of transition gives them a sense of ownership that motivates them to contribute further. This keeps them engaged as active participants within the organization. Their investment in your vision for the organization directly impacts how it will be implemented in the future.

The executive team will be the ones to keep up organizational momentum when you leave.

Applying their input means these plans are no longer just your contributions, they’re the team’s as well. Giving them autonomy to implement these plans in the way that makes the most sense to them makes for sustainable change that can survive long past the transition process itself, replacing inefficient processes with ones that work better for your team. 

Working alongside your executive team fosters a virtuous cycle. Supporting the team’s processes in day-to-day operations opens up a world of opportunities to break down your organization’s biggest issues standing in its way. Trusting in one another creates an ongoing dialogue to constantly find ways to improve the way the organization is run. That honesty with one another and willingness to collaborate on transition plans empowers your team to apply impactful change that can last well into your organization’s next phase and beyond. 

Further Reading 

6 Tips to Help Interim Leaders Succeed, Fast Company 

How to Survive as an “Interim” CEO, Chief Executive 

How Boards and Staff Can Support an Effective Executive Transition, ASAE Centre 

5 Hot Tips for Creating an ‘Interim CEO’ Plan, Chief Executive 

7 Turnaround Tips From an Interim CEO, Chief Executive