When writing the book, please include a chapter about why interim is necessary. When humans create a business or enterprise, isn't their first official act to write the exit plan, the will, and funeral instructions? Perhaps the second act is to write the growth plan and succession plan. If the business intends to grow and live past the founder, what is the path for that? In my years of observing national organizations that hire interim CEOs or interim executive directors, the situation was one big set of decisions delayed and continuation of traits that caused dysfunction and the exit of the leader.
You’re pointing to a critical issue—interim managers often step in after the damage is done, when the potential for turning things around is limited. In many cases, this results in a loss of valuable ideas, work ethic, and financial resources. The root cause is usually the failure to anticipate the need for leadership transitions and the absence of a proactive plan for succession. By the time an interim is called in, the organization is already dealing with the consequences of delayed decisions, misaligned strategies, and sometimes even a breakdown in culture and leadership. Addressing these gaps earlier in the process, before it’s too late, is the key to preserving the integrity of what was built and ensuring the future of the organization.
I'd love to see a book on that 😁
I need a co-writer because I don’t like writing, that hurts my brain… if you know what I mean 😜
Too slow hé
Indeed, and for each row I have to stop my thoughts and that’s impossible!
When writing the book, please include a chapter about why interim is necessary. When humans create a business or enterprise, isn't their first official act to write the exit plan, the will, and funeral instructions? Perhaps the second act is to write the growth plan and succession plan. If the business intends to grow and live past the founder, what is the path for that? In my years of observing national organizations that hire interim CEOs or interim executive directors, the situation was one big set of decisions delayed and continuation of traits that caused dysfunction and the exit of the leader.
Thank you for clarifying, Georgia.
You’re pointing to a critical issue—interim managers often step in after the damage is done, when the potential for turning things around is limited. In many cases, this results in a loss of valuable ideas, work ethic, and financial resources. The root cause is usually the failure to anticipate the need for leadership transitions and the absence of a proactive plan for succession. By the time an interim is called in, the organization is already dealing with the consequences of delayed decisions, misaligned strategies, and sometimes even a breakdown in culture and leadership. Addressing these gaps earlier in the process, before it’s too late, is the key to preserving the integrity of what was built and ensuring the future of the organization.