The Rules of Engagement in Interim Leader Roles

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

I was recently asked by a colleague if I would write a blog about the rules of engagement when in an interim leadership role. Although the use of interim nurse leader roles is common at all levels, there is little guidance out there for those who choose to pursue these roles especially outside of placement by traditional executive search firms. Context always matters in leadership. Each situation needs to be considered on its own merits including the factors that lead the organization to seek an interim leader. These include but are not limited to the following situations:

When a nurse leader quits abruptly with little notice or opportunity to recruit for his/her role.
When a nurse leader in a permanent role is appointed to fill a higher level interim role in his/her organization such as a Chief Nursing Officer and their position is backfilled with an interim.
When an organization has tried but is unsuccessful in recruiting a permanent nurse leader for a role and requests a staff member to temporarily act as the leader.
When an organization is undergoing restructuring and has not yet committed to a permanent organizational chart making the leadership role temporary or interim until a decision is made.
When a nurse leader in a permanent leadership role takes an extended leave of absence usually due to illness but is expected to return.

Interim nurse leaders often struggle with questions such as the following:

Should I move into the office with my personal belongings? – this may be the right thing to do if there is no current leader and the interim role is expected to last for an extended period of time. It might not be the right thing to do if the current leader is on extended sick leave OR if there is active recruitment for the role and you are one of the candidates.
Should I move forward with disciplinary action with staff that have performance issues? – this is usually the right thing to do if you have the organizational support to take the action. In some unionized settings, the interim leader is not considered the leader of record so this might not be appropriate. You should ask upfront about whether you are expected to assume all of the role responsibilities,
Should I initiate change and if so how much? – some interim leaders are recruited specifically from the outside with the goal of being a change agent. The position goals may even be written right into the contract. For other interim leaders, the organizational goals may just want a placeholder until a permanent leader can be found.
Should I demand the salary given to the previous leader? – this is a tricky situation in many organizations especially if you are not currently in a leadership pay grade. It is also something that should be negotiated BEFORE you take the interim role.
Should I ask for time limits on the length of the interim role? – when interim roles are arranged with outside executive search firms, your time limit is usually in the contract along with any restrictions on your recruitment into the position. The situation is much less clear when you accept an interim role within your own organization. Often leaders accept interim roles thinking it will only be a few short months but this morphs into a year or more. Transitioning back to your prior role after a long absence could prove challenging.
What if I change my mind and decide to apply for the position? – often interim roles are given to individuals who indicate that they will not apply for the position. The challenge may come if you move into the role and have a change of heart after taking a “test drive”. How this change of heart is received will depend on many factors. If the position is one that is highly coveted with many candidates, you may find that others resent (and perhaps distrust your motives) when you now decide to apply. If on the other hand, there are few candidates and you have done a good job – your willingness to apply may be warmly embraced by both staff and the leadership in your organization.

How you manage yourself in an interim role will depend on many factors including the organizational culture. Don’t let your interim role drift from month to month with no resolution about your status. Develop your own timetable to make a decision about whether to apply for the position permanently and what to do if the organization cannot fill it. Most importantly, if you are asked to take an interim role – take your time to consider everything discussed here BEFORE you say yes.

Read Rose Sherman’s new book available now – The Nurse Leader Coach: Become the Boss No One Wants to Leave