FAQ

FAQ: Interim Leadership

Having supported numerous organizations through leadership transitions, I strongly recommend interim leadership as a way to provide stability and give boards the time and space to thoughtfully recruit and onboard their next leader. Below are answers to some of the questions I hear most often.

  • An Interim Executive Director (ED) is a temporary leader who manages an organization during a period of transition. This role can be filled by someone from within the organization or an experienced external professional brought in to provide stability and leadership.

  • Organizations typically hire an Interim ED during a planned or unplanned leadership transition when there is no clear successor in place. This may occur when a leader retires, resigns, or departs unexpectedly.


    When possible, bringing in an Interim ED before the outgoing leader departs can help ensure a smooth transition, including knowledge transfer and continuity for staff and stakeholders.

  • An Interim ED provides steady leadership during what can be a stressful and uncertain time for staff and board members. They offer hands-on management, guidance for staff, and reassurance for boards who may not be equipped to manage day-to-day operations.

    Key benefits include:

    • Continuity and Stability: An Interim ED steps in quickly to keep the organization running smoothly, reduce uncertainty, and support staff through transition. Experienced interim leaders can also manage sensitive communications when needed.

    • Objectivity: Because they are not candidates for the permanent role, Interim EDs bring an unbiased, outside perspective. They can assess strengths and challenges honestly and offer recommendations without internal pressures.

    • Time for a Thoughtful Search: An interim leader gives the board the space to conduct a thorough and strategic hiring process. This helps ensure the next Executive Director is the right fit for the organization’s future—not just a quick replacement.

    • Experienced Leadership and Mentorship; Interim EDs bring senior-level expertise and can mentor staff, strengthen systems, and support the board throughout the transition.

    Preparation for the Next Leader:

    At High Gear Consulting, interim engagements include an early assessment of key areas such as finances, governance, programs, operations, technology, and strategy. We work with the board and staff to address priority issues so the incoming leader is set up for success.

  • Most interim engagements last between 4-12 months. High Gear Consulting engagements typically average around 9 months, allowing time to stabilize operations, build relationships, assess organizational needs, and implement key improvements before a new leader begins.

  • Interim EDs are typically engaged as contractors and may have a higher hourly rate than the outgoing leader. However, overall costs are often comparable to a full-time Executive Director’s salary. Organizations may also see savings by not covering benefits and other associated employment costs. At High Gear Consulting, most engagements are structured on a retainer basis, typically 25–30 hours per week, depending on the organization’s needs and scope of work.

  • No. At High Gear Consulting, our role is to support a successful transition—not to become the permanent Executive Director.


    This clarity allows us to remain objective, support the board in making the best hiring decision, and help staff understand the temporary nature of the role. It also avoids the potential complications that can arise when internal candidates serve as interim leaders while seeking the permanent position.

FAQ: Nonprofit Board Governance

In my work with nonprofit boards of all sizes and types, I frequently encounter common questions about governance, roles, and best practices. Below are a few of the topics that come up most often.

  • Yes. Term limits are a core nonprofit governance best practice. They set clear expectations for board service, encourage healthy board turnover, support board diversity, and help prevent stagnation or over-concentration of influence. Establishing term limits is an important step toward building a strong, effective nonprofit board.

  • Start with key nonprofit governance documents.
    Request the organization’s bylaws, recent financial statements, and strategic plan. These documents provide essential insight into governance structure, financial health, and long-term direction. Strong nonprofit boards review financials regularly, revisit bylaws annually, and use the strategic plan to guide decisions and priorities.

    Confirm that the organization has appropriate insurance coverage, including general liability and Directors & Officers (D&O) insurance, which protects board members from personal liability.

    Understand board roles and expectations.
    Speak with current board members about time commitment, meeting structure, and board culture. Ask how decisions are made, how committees operate, and what is expected in terms of board member responsibilities—including contributions of time, expertise, networks, and financial support.

    Connect with leadership.
    Meet with the Executive Director to understand their current priorities, challenges, and long-term vision. Ask how you as a board member can best support their leadership and contribute to the organization’s impact.


    When possible, bringing in an Interim ED before the outgoing leader departs can help ensure a smooth transition, including knowledge transfer and continuity for staff and stakeholders.