Frequently Asked Questions

Interim Leadership and Transition Support

Why should we use an interim director - can’t we just use an existing staff or board member?
There are two main problems associated with having existing staff serve in the interim

Capacity -- asking a staff member to take on the role of the Executive Director as well as their own duties mean that neither job will be done well -- programming and leadership suffer.

Bias -- existing staff often bring existing relationships (good and bad) and may feel the need to protect their programs, promote their agenda, or use their time as interim Executive Director to position themselves for the permanentExecutive Director position.

A skilled Interim Executive Director can add capacity to the organization by fulfilling the Executive Director duties and minimize internal power struggles by providing unbiased and thoughtful management.

How can someone who doesn’t know our business lead our organization?
A good Interim Executive Director will tap into the knowledge of the board, staff and volunteers to quickly learn the work of the organization, its strengths, weaknesses, processes and networks. The interim becomes someone who can use their previous experience and the wisdom of the staff to perform key functions such as board support, staff supervision, budgeting and resource allocation, fundraising, community relations, and program development.

Can we afford an Interim Executive Director?
Yes. Usually the consultant offering Interim Executive Director services will not cost the organization more than they had budgeted for the previous Executive Director’s salary and benefits.

What are other benefits?
In some cases, the reason for an Executive Director loss may be due to systemic issues -- such as lack of mission focus, poor board/staff functioning, mismanagement, founders syndrome, loss of funding, etc.

Having an Interim Executive Director allows the organization the space and stability necessary to meaningfully address issues so that the new Executive Director inherits a stable organization. Some Interim Directors provide additional services such as strategic planning, search committee support and organizational development.  If they don’t offer these services, they can identify and recommend other consultants that can work on issues that need to be addressed during the transition.

In addition, using an Interim Executive Director sends a signal of strength and continuity to your funders, community, volunteers, staff and other stakeholders.


Strategic Planning and Facilitation

Aren’t all facilitators the same?
No.  Some facilitators have specialties in certain types of organizations while others provide services to any type of organization.  Some are professionally certified and others rely more on experience and natural ability.  The most important thing when selecting a facilitator may not be there written qualifications, but how they fit with your organization.  A good facilitator will work up front to get a clear understanding of what the organization hopes to accomplish through the process, and will listen to the needs of the organization, not impose a standard agenda or set of ideas on the organization.

What is the mediation style of facilitating?
The mediation style of facilitation allows for guided conversation by all parties that ends in resolution.  The facilitation allows for the exchange of ideas in a respectful way within guidelines set by the organization and managed by the facilitator.  Once agreement is reached, all parties agree to actionable next steps, so that the idea doesn’t end on the facilitator’s report, instead it comes to life through the actions of those most interested in seeing it succeed.


Project Management

Why shouldn’t existing staff take this on?
Often times existing staff are feeling overwhelmed as it is -- it is too much to ask them to take on a new project.  An outside project manager can focus specifically on the issue at hand in a non-threatening way to get a project up and running and successfully transferred to a more permanent arrangement at the organization.

How do you get started and how do you wrap up?
A good project manager is able to quickly learn the scope of the project and map out internal and external realities to effectively implement the project.  A good listener will build allies and overcome obstacles to get the project started.  As the project progresses key staff will begin to assume the roles of the project manager, and an effective hand-off will be planned and implemented to successfully embed the program in the organization.

Do people associate the project with you or with the organization you are working for?
Consultant project managers can work to connect people to the project or organization by focusing intentionally on how the project affects the self-interest of those involved.  By mapping stakeholders’ self-interest and intentionally and strategically building relationships between stakeholders and key staff, the project manager can easily remove themselves from the relationship when their time at the organization is done.  In addition, a good project manager will involve other staff members in organizational relationships to increase the chance of long-term success.


Partnership Coordination and Management.

What is “Partnership Coordination and Management” – is it just a meeting facilitator?
No. Besides providing facilitation for effective meetings, a coordinator can take on additional tasks to help the partnership move forward. This can include:
Workplan development
Research and fact gathering
Reminders and follow-up to support stakeholders in accomplishing goals
Agenda development to make sure key issues are kept on the table
Resource management – including managing funds, other consultants, staff, and volunteers
Marketing and outreach
Link to other stakeholders
Contact point for the partnership

This coordination and management relieves the members of the day-to-day tasks and allows them to utilize their time to reflect on the broader vision and spend implement their decisions in their home system.

Do we have to be a 501c3 or a joint powers to take advantage of this?
No. Often times informal partnerships are where the issues can effectively get addressed. Generally if a partnership is interested in working with a facilitator/coordinator they need to be cohesive enough to develop what they want to accomplish, and how they will oversee the consultant. Any partnership can set up a fiscal agency agreement to pay for contracted services, and a good facilitator/coordinator can walk the partnership through this simple process.

Shouldn’t a group be able to do this on its own?
By having a facilitator/coordinator you let all members of the group participate equally -- no one has to be responsible for chairing the meeting, or feel slighted because they are continually doing all of the administrative work of the partnership.  Often times stakeholders can spend more time talking about why something didn’t get done than figuring out solutions to the problems at hand.  A facilitator/coordinator can support the partnership, infuse energy and keep them working on their goals.

How do we pay for this and is it worth it?
Partnerships can determine if any outside funds would be available for the project -- often times the facilitator/coordinator can assist with identifying funding sources and approaching funders.  In some cases, stakeholders can all contribute a small amount of funds in order to accomplish the work of the partnership.

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