By Melinda Trotti
This is the third in a series of posts about Interim Directors and the Interim season. The concepts apply to all camps, conference, and retreat centers, whether they are not-for-profit, for profit, or religious sites owned by a judicatory body or are separately incorporated. See Do We Need an Interim Director? and The Nuts and Bolts for Creating a Successful Interim Season.
Clarity during an Interim season is important to its success. It is by its very definition a time of transition, so seeking clarity is needed on a continuous basis as surprises and disappointments happen, and new information arises leading to different plans made for and by the organization.
How Long Should an Interim Stay?
Typically, an Interim Director should not serve for more than one summer camp season. Six to eighteen months should be sufficient time for an Interim Director to assess needs and work with a Search Committee or Supervisor to develop a job description and complete a job search. Overlap between the Interim and Settled directors helps to orient the Settled Director, allows time for the Interim Director to make needed introductions and give needed information, and offer space for the developing and answering of questions as the Interim leaves. One to two weeks is typical. The timeline needs to be established ahead of time. It should be long enough for the Settled Director to receive what they need to succeed, and short enough that the Interim Director does not inadvertently create confusion or divided loyalties amongst staff or stakeholders through their staying too long.
What is the Role of an Interim Director in Choosing the Settled Director?
Usually, the Interim Director is asked for their expertise in creating a job description and/or a search process – if that process has not been done before their arrival. The Search Committee or individual in charge of hiring the Settled Director usually conducts the screening of applications and initial interviews only bringing the Interim Director into the process to meet and answer questions of the final candidates.
Often, the Interim Director takes on the tasks of providing hospitality for the finalists’ visits to the site such as providing transportation, getting candidates settled for overnight accommodations, giving a tour of the site including the Director’s house, introducing the candidates to the staff, offering a tour of the local community, and introducing the candidates to local stakeholders or supporters. Of course, some of these tasks can be done by supporters of the site or members of the Search Committee.
However, it is important to include the Interim Director in the final candidates’ introduction to the site. Not doing so can inadvertently send the message to finalists that the Interim Director is not trusted or that there is fear on the part of the Search Committee that the Interim Director will give information the Search Committee is hiding. In addition, the opinion of the Interim Director can be sought after the finalists have all been interviewed. Often, the Interim Director can give a nuanced assessment based on their experience at the present and previous sites they have led. However, the Interim Director, just as the current staff members, should not have a vote in who is chosen. Keeping the interim staff person from voting for the finalist removes undue influence, for which the Board will later be accountable. It also removes the dilemma of staff choosing their future boss as the person perceived as most suited for the leadership position or perceived as most likely to keep the employee/s and their position/s intact.
What is the role of the Interim Director after they leave?
The former Interim Director typically is available for short questions or consultations for a month or two after leaving. If more consultation is needed, a memorandum of understanding (MOU) or contract with an established process and rate of pay can be negotiated amongst the Board or supervisor, the Settled Director, and the Interim Director. Care must be taken to avoid undermining the Settled Director’s leadership and their developing relationships with staff and stakeholders. A previous Interim’s involvement with former staff or stakeholders or the site operation should be minimal and only through permission granted by the Settled Director. They should not engage conversations about the Settled Director’s decision-making or overall ministry with the resulting unhealthy triangulating and undermining of the settled Director. It is also unfair to assume that a previous Interim Director is available to volunteer their time and expertise indefinitely.
The next blog post will identify how to find an interim director and how to become one if you are interested in this type of leadership role.