In part one of this series, How interim leadership helps non-profits navigate change, we explored why so many organisations turn to interim leaders when they need continuity, stability and clearer direction through change.
In part two, How do interim leaders drive meaningful change?, we looked at what happens once an interim is in post, and how their impact can carry forward after they have moved on.
This piece focuses on the decision that can make everything else easier: how you recruit the right interim leader in a way that is inclusive, values-led and built for lasting impact.
Why values-led interim recruitment matters for charities and not for profits.
Interim appointments often begin with urgency. A leader steps away, a programme stalls, confidence wobbles or a board realises that a difficult conversation can no longer wait. When this happens, you need speed and you need trust.
If you recruit purely for familiarity, you may get continuity but miss the leadership that helps people move forward. The strongest interim leaders bring clarity and a way of working that helps teams feel involved, respected and capable again. That is why values and inclusion are part of quality recruitment and part of making change stick.
Inclusive recruitment unlocks stronger interim talent.
The best interim leaders are not always the most visible. Many are not active in the same networks boards tend to rely on, and some will not describe themselves as an “interim” even when the work they do is exactly what you need.
Inclusive, potential-led recruitment creates space for leaders with different routes into the sector, people with lived experience and those with transferable skills from adjacent settings. It also supports first-time interims who can bring real value, if given the chance to articulate it.
In practice, an inclusive interim search often includes:
- Welcoming strong applicants who do not meet every point on the criteria, especially when the outcomes matter more than a perfect match on paper.
- Focusing on mindset, values and leadership behaviours, not only credentials and sector labels.
- Helping first-time interims express their strengths clearly, so boards can judge them fairly.
Case study – Interim CEO, Air Ambulances UK
When recruiting an interim chief executive for the organisation, empathy and authenticity mattered as much as technical experience. We encouraged applicants from diverse professional backgrounds and prioritised their capacity to lead with compassion and vision. This helped surface the kind of leader who can spark new thinking and energise an organisation, even in a short timeframe.
What to look for in a charity interim when time is short.
Part two explored the mindset and routines that help interims create momentum. Those same themes can guide how you assess candidates.
A values-led assessment looks beyond the CV and listens for evidence of how someone leads. For example:
- How do they build trust quickly, without showing up with an agenda?
- How they bring honest challenge with care, especially with boards and senior teams.
- How they work with people to shape change, not at people.
- How they simplify, prioritise and protect energy, so the team can keep delivering.
It also helps to ask candidates for examples of what they stop, start and continue in the first month. The answer can tell you whether someone is likely to steady the team and keep the organisation connected to its social purpose.
How to choose an interim leader with confidence.
When you are preparing to appoint an interim, a short checklist can keep the process human and disciplined.
Clarity matters first. If you cannot describe the outcome you need, it becomes difficult for any interim to succeed, no matter how capable they are. A useful brief usually makes clear:
- The outcome you need, and what must be true at handover.
- The decisions the interim can make, and where the board needs to be involved.
- The relationships that must be stabilised or strengthened.
- The leadership behaviours that align with your culture and values.
From there, keep the process inclusive and proportionate. Interview for what matters, not for performance theatre. Use focused conversations rather than long presentations, and invite evidence from experience, not polish.
What a good interim recruitment process looks like in practice.
A strong interim process is clear, proportionate and built around outcomes. But thoughtful doesn’t have to mean slow.
A quality recruitment process will include a focused scoping conversation, targeted search alongside trusted networks and a small, well-judged shortlist of two to four people. Most organisations meet candidates in one or two stages, through structured conversations rather than presentations.
When your outcome is clear, you can move from brief to appointment in a matter of weeks.
A good process should feel calm, purposeful and human, giving boards confidence in their choice and interims the foundations to begin well.
Onboarding that sets the tone.
A thoughtful start is one of the simplest ways to increase interim impact. It signals respect, builds confidence quickly and reduces the risk of (expensive) early misalignment.
Many organisations find it helpful to offer a concise onboarding pack covering the essentials, including strategy, finances and key risks. It also helps to:
- Introduce the interim to staff, partners and funders in the first week, so relationships start strong.
- Agree three priorities, three no-regrets actions and three measures of success.
- Set a clear rhythm with the chair and the senior team, so issues can be unblocked quickly.
Care and partnership throughout the assignment.
Supports that help interims and teams stay aligned include regular check-ins centred on outcomes and risks, early candour about what is difficult and visible support of the interim’s mandate. When leaders thank people for speaking plainly, they promote a healthier culture.
It is also worth capturing learning as you go. Short notes on decisions, emerging risks and what is changing can become a powerful handover tool, helping boards see beyond the placement, so the interim’s work strengthens the organisation rather than only solving the immediate problem.
Values and care in interim recruitment.
Matching skills to a specification is only the start. Interim recruitment works best when people, purpose and context are taken seriously.
At Peridot Partners, our work is anchored in a set of values that keep us grounded and practical:
- Bring rigour: a thorough, thoughtful approach to each search, even when timelines are tight.
- Be brave: the willingness to challenge supportively, test assumptions and explore new possibilities.
- See the bigger picture: seeing culture, governance and long-term success as part of the brief.
- Sense and respond: moving quickly, adapting to context and staying close as needs evolve.
As the Chair of Public Law Project reflected after working with us, communication was clear and timely, and there was confidence that insight would be matched with genuine care.
Case study – Interim CEO, King George and Queen’s Hospitals Charity
During the charity’s transition to independence, speed and quality both mattered. We designed a process that moved quickly while maintaining rigour. The brief called for a leader who had guided organisations through transition with strategic vision and emotional intelligence. By focusing on these qualities, we helped appoint an interim chief executive whose inclusive leadership strengthened the organisation and laid strong foundations for long-term success.
How to evaluate progress.
Good evaluation is light, useful and respectful of time, helping the interim and the organisation stay focused on what matters.
Many organisations find a simple approach works best:
- Weekly or monthly check-ins focused on outcomes, risks and relationships.
- A short record of decisions and learning that can be passed to the permanent leader.
- A small amount of stakeholder feedback, especially where trust and communication are central to delivery.
Common mistakes to avoid.
Interim recruitment is most likely to fall short in predictable ways:
- Waiting for a perfect brief, rather than agreeing on a clear minimum and starting.
- Asking candidates for long presentations instead of short, well-structured conversations.
- Confusing activity with progress, and spreading effort too thin.
- Hiring only from familiar networks, which narrows perspective and limits inclusion.
Embracing interim leadership for lasting impact.
When an interim leader’s values align with your ethos, even a short-term placement can really pave the way for future sustainability. Interim appointments can go beyond being a temporary fix into a turning point.
If you want to revisit earlier parts of this series, part one explores why interim leadership helps organisations navigate change, and part two looks at how interims create momentum and leave improvements behind.
If you are considering an interim appointment and want to talk it through, we are always happy to listen. With inclusive recruitment, deep-rooted relationships and a focus on positive impact, we can help you find a leader who steadies the work now and leaves your organisation stronger for what comes next.
James Hunt is our Head of Not for Profit Appointments and has supported the not-for-profit sector in executive recruitment since 2005. If you would like an informal conversation about interim leadership or values-led recruitment, you can email James at james@peridotpartners.co.uk or connect with him on LinkedIn.
