Interim Leader as ‘Game Manager’ or ‘Game Changer’

Board-Savvy Superintendent

As a professional search consultant for our state school boards association, I find a good chunk of my time involves working with local boards as they search for their next permanent superintendent. Depending on the state of the district, the timing of the search, the status of the departing superintendent and the potential pool of candidates, selecting an interim superintendent is sometimes the best first course of action.

Often the label of “interim” is given to an internal candidate who is essentially trying out for the permanent position. He or she is wearing the crown on a trial basis so the board may judge whether or not it fits.
Internal interims often are the choice when the school board wants to know whether the candidate has the ability to take over or grow into the permanent position. At other times, an external interim is the right choice — someone with experience and skill who can immediately step in and lead the staff.

Careful Selection

Internal or external, interim superintendents are sometimes asked to “just steer the ship.” It’s similar to asking an NFL quarterback to be a “game manager,” not a “game changer.” However, a great interim superintendent, one with the appropriate skills and leadership abilities, should always be able to move the district forward.
A few reasons that care taken in the selection of an interim can pay off for the district:

• A good interim superintendent affords the board time to determine what exactly they are looking for in the permanent hire. The interim has the basic skills, experiences and credentials to do the job. He or she gives the board an opportunity to learn more about what abilities of the former superintendent are ones they want replicated in the next person and what leadership gaps in the predecessor must be remedied.
• A good (external) interim can bring experience and objectivity to the job. He or she isn’t invested in any personal or intra-district agenda and may not even know key administrators or board members. As an experienced superintendent, the interim’s past experience, positional knowledge and objectivity on current matters can provide great insight to the board.
• A good interim superintendent — knowing he or she won’t be there for the long haul — has the ability to screen out the small stuff, the necessary but time-sucking routine activities permanent superintendents must address. The interim can concentrate on key priorities within the district without having to take time to build many of the cultural relationships necessary for the permanent hire. Board members may find they can charge the interim superintendent with key and specific work during his or her tenure. Perhaps there’s an available interim who has a strong reputation for one or more specific tasks that must be addressed in the short term (i.e., strong experience with building renovation).
• A good interim superintendent can pave the way for the next (permanent) one. He or she provides a bridge between the departing superintendent and the new hire. If the current administrator departs as local hero, the interim appointment allows time for the school community to accept the departure and begin moving forward. If the superintendent’s departure causes cheers and high fives all around, the interim superintendent’s presence provides a chance to calm the waters, and for the school community to understand the board’s plan to take the right amount of time to bring improved leadership to the district.

Decisive Factors

Internal or external, the effectiveness of a good interim superintendent depends upon the reasons for making the decision to use one in the first place, the thoughtfulness of the board in making the appointment and the leadership abilities of the selected interim to do more than be a placeholder until the “real” superintendent comes along.

Cheryl Ryan is director of school board services with the Ohio School Boards Association in Columbus, Ohio.
@OHschoolboards