The Symbolic Legacy—How to Leave a Lasting Impact as an Interim Leader
In the previous part, Hidden Agendas and Vertical Power Structures, we discussed how an interim leader secures their mandate and gains buy-in for change within the organization. In this concluding section, we’ll look at the end of the assignment. An interim assignment always has an end date, and it is only after the interim leader has moved on that it becomes clear whether the change will last. We continue the conversation with Mats Reidler, Director at Interim Search, whose MBA thesis at Stockholm University focuses on successful interim leadership.
Culture is something you nurture; you don't replace it
In Mats’ interviews with experienced interim leaders, a clear stance toward the organization’s culture and values emerges. The respondents do not view cultural change as their primary task. However, they need to understand the existing culture and act in line with it, even for a limited time.
Mats, what role does culture play for an interim leader who is only on the job for a limited time?
– A bigger role than you might think. Even if you’re not there to introduce a new culture, you need to spend time understanding the existing one. The people I interviewed describe how they are attuned to the organization’s norms and symbols and try to serve as role models for the values that are already in place. This builds trust, both internally and externally. It also helps the culture remain stable through leadership transitions, which makes things easier for the person taking over.
Build structural capital throughout the entire project
What remains after the interim leader has left is what has been documented and the people who have taken over responsibility. In the study, this is referred to as “structural capital,” and several of the respondents highlight it as crucial for the new leader to step into the role without a long learning curve.
What should a logbook or handover documentation include?
– Three things come up repeatedly. The first is what has been done: actions taken, progress made, and decisions reached. The second is what remains to be done—that is, ongoing initiatives and outstanding tasks, preferably with clear handover points. The third is what’s hardest to see from the outside: your own observations and reflections on the organization and its culture. This gives the new leader a deeper understanding of the situation. Notes should be taken on an ongoing basis throughout the assignment, so that the necessary documentation is in place when it’s time to hand over.
Establish a recipient organization
A change that is driven solely by the interim leader risks losing momentum when the leader leaves. That is why someone within the organization needs to be ready to take it on.
How do you ensure that the change endures?
– There needs to be a recipient organization that embraces the change and drives it forward. One of the respondents describes how they break down the transformation into manageable parts and ensure that there is a recipient for each part. The interim leader can lead and manage parts of the work, but ultimately, it is the organization itself that must drive the change forward.
A brief and clear handoff
Once the permanent manager has been hired, the handover itself remains. Here, the respondents agree that it needs to have a clear conclusion.
You advocate for a brief and clear-cut transition. What are the risks of a protracted transition in which the interim and permanent managers work side by side?
– The biggest risk is that it becomes unclear to the organization who is actually in charge. The new leader needs to be able to take over responsibility and begin to make the role their own. The approach varies somewhat among the respondents. One recommends one to two weeks of working side-by-side, during which the new leader participates in meetings and gets a feel for the operations, followed by a clear handover that summarizes and concludes the process. Another suggests a handover period of about one week, with the interim leader remaining available for advice and support for a few weeks afterward. What they all agree on is that there should be no doubt as to when responsibility has been transferred.
When the recipient isn't ready
A well-planned handover requires that there be someone willing to receive it.
How do you handle the situation if the new manager isn't open to managing the changes that have just been implemented?
– The study shows that the responsibility for continuity lies with both parties. The outgoing leader should hand over in a structured manner, but the receiving party also needs to be open and willing to take over; otherwise, there is a risk that the work will have to start over from the beginning. That is why the process begins long before the actual handover. The interim leader is often involved in the recruitment of the permanent manager and participates in interviews to discuss requirements and expectations. Once the new leader is in place, the focus shifts to empowering and supporting them, and passing on the trust that you yourself have built within the organization. This makes it easier for the new leader to carry the change forward.
HOW TO DO IT: Three steps for a smooth handover
- Set up a receiving organization: Break the change down into manageable parts and make sure each part has an internal owner.
- For a logbook covering the entire mission: Document decisions, progress, outstanding tasks, and your own observations about the organization and its culture.
- Keep the handover brief and clear: Allow about one to two weeks, then step back and be available to provide support for a short period.
Creating a well-functioning organization and leaving behind something that is better than before is one of the success factors that the respondents themselves highlight.
This article is based on Mats Reidler's MBA thesis at Stockholm University on interim leadership.
