In housing, interim leaders are often appointed at moments of change. Sometimes planned, sometimes unexpected. What is consistent, though, is the pace at which those decisions can be made.
Executives are under pressure to keep momentum, candidates are keen to secure their first or next assignment, and before long a role is agreed with limited space to pause and explore whether it is truly the right fit on both sides.
That is understandable. But it is also where value can quietly be lost.
The brief deserves more attention than it usually gets
Interim briefs are rarely wrong, but they are often incomplete. They reflect an immediate need, not always the full context around it.
Taking time to explore the brief properly, before an appointment is made, benefits everyone involved. Understanding why the role exists, what has already been tried, and what success would genuinely look like in three, six or nine months creates a far stronger foundation for delivery.
For candidates, this is about asking the right questions rather than taking the brief at face value. For executives, it is about being open to challenge and clarification early, rather than relying on course correction later.
Informal conversations add disproportionate value
Some of the most successful interim appointments begin with conversations that sit outside the formal process. Speaking with peers, stakeholders, or those who understand the organisation well can surface insight that no job description ever will.
These conversations help candidates judge fit and readiness. They also help organisations sense how an interim thinks, listens, and adapts before any commitment is made.
Time spent here is rarely wasted. In fact, it often accelerates impact once the role begins.
Clarity creates confidence on both sides
Interim leadership relies on pace. That pace comes from clarity.
Being clear about scope, authority, and priorities allows an interim to focus their energy where it matters most. It also gives executives confidence that progress is being made in the right areas, rather than activity happening in parallel.
When clarity is established early, there is less need for course correction and far more opportunity for meaningful progress.
Selectivity is a strength, not a barrier
There is sometimes a concern, particularly for first-time interims, that saying no to an opportunity may slow momentum. In practice, the opposite is often true.
Taking time to find the right match, for both organisation and individual, tends to lead to stronger delivery, better relationships, and a more positive experience all round. Selectivity is not about being difficult. It is about being intentional.
A shared responsibility
The best interim appointments are rarely the result of speed alone. They are the result of good conversations, thoughtful challenge, and a willingness on both sides to pause long enough to get it right.
Interim leadership works best when it is treated as a partnership, not a transaction.
For those who have been involved in interim appointments, either as a candidate or an executive sponsor, what have you found makes the biggest difference in getting it right from the outset?
