In March 2024, I had the privilege of completing an impactful 8-week program with 60 other nonprofit leaders - the Interim Executives Academy with Third Sector Company. This experience provided helpful and accessible insights around the transformation that is possible for organizations with an interim executive director.

The program emphasized the unique role and challenges of interim leadership compared to serving as a permanent Executive Director.  Having previously held an Executive Director role, I grew accustomed to playing the long game - developing multi-year strategies, building enduring relationships, and incrementally shaping the organization's culture.

In contrast, interim leadership is more of a sprint and the role demands both urgency and thoughtfulness because interim Executive Directors must quickly diagnose and address critical challenges while also ensuring that their interventions are sustainable and aligned with the organization's long-term goals. Striking this balance requires a strategic mindset, adaptability, and the ability to make tough decisions under pressure.

The program walked us through the key phases of interim leadership and provided participants with resources to support every step of each phase. These key phases are:

1. The Engagement Phase - This initial phase focuses on preparing both the interim leader and the organization for a strategic transitional leadership relationship. It involves due diligence, the interim interview process, negotiating the engagement terms, and setting up for a strong first day.
2. The Diagnostic Phase - During the first 30-45 days, the interim conducts an organizational assessment to evaluate the nonprofit's health and identify top priorities.
3. The Planning Phase - Armed with diagnostic insights, the interim develops a detailed 90-day workplan. This plan outlines leadership objectives, benchmarks, and support needed from the board and staff.
4. The Intervention Phase - This is where the rubber meets the road. The interim implements targeted interventions to strengthen program effectiveness, financial efficiency, organizational culture, community equity, diversity and inclusion, and board leadership.
5. The Succession Phase - Preparing the organization for the next permanent leader is critical. This involves creating a detailed job description, recommending an initial workplan for the successor, supporting the executive search process, and fostering ongoing succession planning.
6. The Pivot Phase - The graceful exit of the interim is as important as their entry. This final phase focuses on implementing a thoughtful executive onboarding process for the new leader and facilitating a smooth transition.

Beyond the mechanics of each phase, what made the Interim Executives Academy transformative was the emphasis on methodical, structured processes combined with innovative, adaptive leadership practices. We explored facilitative leadership models, change management approaches, and the power of servant leadership.

I'm excited to already be putting this learning into practice with my clients who are navigating challenging moments, helping them emerge stronger on the other side. The organizational assessment tools, as an example, I'm finding useful for all of my nonprofit clients in getting a good lay of the land for the health of their organizations.

The Interim Executives Academy has equipped me with a robust toolkit and a fresh perspective on leadership and I'm thankful for the experience. ​I highly recommend this program, not only for Interim Executive Directors but also for any nonprofit leader looking to round out their skillset and the tools they have on hand.

For growing nonprofits navigating constrained resources and increasing fundraising demands, effective program planning can take center stage.

A well-designed program serves as a guiding narrative, illustrating how your organization’s collective efforts - including staff, volunteer, partners, and donors - will make a meaningful impact. Documenting a program should be evidence-based, drawing insights both from your internal team and the communities impacted by your work.

Program narrative and logic models answer the fundamental questions of “what are we doing and where are we headed?” They should be widely shared across your organization to orient and align your board and staff. Furthermore, they are the basis for compelling grant applications and enable program evaluation and strategic program evolution. 

So, how does one embark on this journey?