In times of transition, sudden loss of leadership or crisis, organizations often fall back on interim management. It is not uncommon for this to be seen as an emergency solution: a stopgap, a firefighter, a ‘temporary patch’ for a structural problem. But what if that temporary appointment is precisely what makes the difference? What if an external, independent force can temporarily set more in motion than a permanent one can in the long term?
Stijn puts interim leadership under the microscope: what are the benefits? The pitfalls? Why are more and more organizations in the non-profit, social-profit and public sectors opting for temporary reinforcement? And how do you make optimal use of that potential – without handing over your future?
The rise of interim leadership
Interim management has long been established in the business world in Flanders, but it is also gaining ground in the non-profit and public sectors. Although exact figures for the sector are scarce, at S&L we are seeing growing demand for temporary appointments to key positions – not only in cases of director changes, but also in complex change processes or organizations that have reached an impasse.
International figures provide a broader picture: in the Netherlands, for example, the market for interim managers in healthcare and education has grown by more than 30% since 2020. In the United Kingdom, an estimated one in five leadership positions in the public sector is filled on a temporary basis. This development is no coincidence, but a response to a combination of factors.
“Their position allows them to ask critical questions and name issues that sometimes remain unspoken internally.”
The causes: why temporary leaders?
Interim management is no longer just an emergency solution. Increasingly, organizations deliberately choose temporary leadership to bring calm, bring in expertise, guide change, or ensure continuity. Not out of necessity, but from strategic insight.
Capacity shortage A manager is absent, or a key position proves difficult to fill. Instead of months of stagnation or ad hoc solutions, an interim manager brings stability and progress. This gives the organization time – while keeping it on course.
Injection of expertise Some assignments require knowledge or experience that is not available internally, or is only needed temporarily. Think of the implementation of new regulations, the preparation of a merger, or an in-depth financial restructuring. An interim profile brings in temporary, targeted expertise, without the obligation of a long-term employment relationship.
Crisis intervention When trust is under pressure, collaborations get stuck, or administrative chaos threatens, external and temporary leadership is often the safest way out. Not to take power, but to restore calm and direction. The temporary nature of the mandate makes it easier to operate neutrally while also making difficult decisions.
Change processes In strategic renewal or organization-wide transitions, interim management can create space. Because temporary leaders are less tied to existing relationships, they can make decisions more quickly, address internal resistance, and guide the translation into practice. Often, they are also the ones who get the implementation moving – so that change does not remain sitting in a drawer.
What works: the benefits of interim management
One of the strengths of interim management lies in the independence of the interim manager. Because this person comes from outside the organization, he or she is less bound by existing relationships, sensitivities, or routines. That distance makes it possible to get to the heart of problems more quickly and to make decisions that can sometimes be more difficult internally. Interim managers have to position themselves less within the organization’s power dynamics. This makes it possible to act with greater focus from the broader interest of the operation, without too much influence from internal interests.
Interim management is by definition temporary, and it is precisely that delineation that ensures a goal-oriented approach. The limited duration of the assignment means that clarity about objectives and expectations is needed from the outset. Many interim managers work with clear roadmaps or action plans, and maintain a tight rhythm. There is no room for endless checking or delay. This can be especially clarifying for teams and organizations that have become stuck in indecision or complexity.
Recognizing patterns faster
What interim managers also bring is an external perspective and a broader base of experience. They have often been active in multiple sectors or contexts, enabling them to switch quickly between situations. That experience helps them recognize patterns, interpret recurring problems more quickly, and offer solutions that have already proven themselves elsewhere. Their position allows them to ask critical questions and name issues that sometimes remain unspoken internally. Not because they ‘know better’, but because they have not become intertwined with the organizational context.
A good interim manager does not work separately from the organization, but integrates sufficiently to create support. At the same time, he or she maintains the necessary distance to preserve an overarching perspective. Their added value lies in that field of tension.
In addition to operational and strategic work, an interim manager also plays a role in knowledge transfer. When done well, succession is prepared as part of the process, key people are strengthened, and knowledge and structure are left behind that can continue to grow.
The assignment rarely stops at ‘bringing the operation back into balance’, but also includes preparing for the next step. That requires attention to documentation, communication, and the development of the internal team. Instead of leaving a vacuum behind, interim managers can contribute to continuity and learning capacity.
“The prolonged retention of an interim manager undermines the temporary nature of the assignment.”
Collective breathing room
Interim management is sometimes also a way to create collective breathing room. Especially in organizations where leaders have left, where internal tensions are at play, or where change is necessary, a temporary figure can bring calm, clarity, and direction. Not by solving everything, but by providing the framework within which decisions can be made and energy can flow again.
Interim management therefore works especially well when it is used consciously: with a clear mandate, realistic expectations, and sufficient room for collaboration and handover. It requires maturity from the organization to allow temporary leadership without turning it into the permanent solution. Because however valuable it may be, interim remains temporary. And it should remain that way.
The pitfalls: what can go wrong?
Interim management is effective and meaningful when it remains focused and temporary. Without clear agreements or proper embedding within the organization, there is a risk that it will lose its added value.
One of the greatest risks is therefore an unclear mandate. When the assignment is not clearly defined, interim leadership quickly gets bogged down in non-commitment. This also applies to the timeline: if the duration is not explicitly defined, the focus shifts from ‘providing direction’ to ‘keeping the ship afloat’. Interim then becomes a synonym for procrastination, rather than a targeted lever.
The long-term retention of an interim manager also undermines the temporary nature of the assignment. What was intended as rapid reinforcement in a transition phase grows into a permanent interim solution. As a result, the organization does not arrive at the structural choices that are needed, such as a well-considered recruitment policy or clear positioning.
At the same time, there is tension in the interaction between external strength and internal dynamics. An interim manager comes from outside, which is both an advantage and a risk. Changes are sometimes implemented too quickly or too top-down, without sufficient connection to the culture, the people or the history of the organization. What changes on the surface remains untouched beneath the surface.
And then there is the pitfall of dependency. If interim solutions become a pattern, the organization loses self-direction. External expertise must not become a structural substitute for internal leadership or learning capacity.
In short: interim management loses its strength when...
- The assignment is not clearly defined
- The mandate is used for too long or too non-committally
- The connection with the internal team is lacking
- Too little attention is paid to transfer and follow-up
- The organization structurally relies on external parties instead of strengthening itself from within
How do you get it right?
At S&L, we follow one golden guideline: interim management is a transitional phase, never an end goal. It is a powerful instrument – if it is deployed strategically, clearly framed, and embedded in a broader development trajectory.
Our recommendations:
- Work with a clear start and end point
Define a clear assignment together, with measurable goals and timelines. - Ensure buy-in and communication
Be transparent about the role and mandate of the interim manager. Involve key stakeholders from the start. - Focus on handover
Plan from day one how the knowledge, insights, and structures will be secured within the organization. - Choose carefully – and in line with your values
A good match in terms of style, values, and sector experience is essential. Interim leadership is not a standalone expertise, but must fit within your broader organizational dynamics.
So: lever or last resort?
Interim management does not have to be a symptom of crisis. In the right circumstances, it is a strategic lever for shifting gears, deepening, or restoring. But precisely because it is temporary, it calls for clear choices, clear frameworks, and strong follow-up.
At S&L, we believe that every interim assignment should contribute to greater ownership, greater resilience, and a stronger future focus – and therefore to an organization that ultimately stands stronger on its own.
Would you like guidance in defining an interim assignment, selecting a suitable candidate, or coaching your permanent managers?
We would be happy to think along with you. Interim may be temporary – its impact is not.
