Ian Joseph, MD of Russam, takes over this edition of #InterimsInAction to speak with Memoria Lewis. With over 20 years of CEO and Director-level leadership experience, including interim management and consulting, Memoria shares her approach to stepping into an interim CEO role, understanding organisational culture, and navigating challenges and opportunities.

What strategies or methodologies do you typically employ when stepping into an interim CEO role to quickly understand the organisation’s culture, challenges, and opportunities?

I start by asking a multitude of questions and actively listening to everyone, not just those who report directly to me. This comprehensive approach allows me to quickly understand the team, operational dynamics, and their feelings about changes. It’s essential to build trust and respect through open dialogue, acknowledging that team members are experts in their areas. Understanding the perspectives of the Chair and Trustees is also crucial for gaining a holistic view of the organisation.

Interim leadership often requires balancing short-term objectives with long-term goals. How do you approach this balancing act, especially when tasked with implementing a new strategy or navigating a period of transition?

After grasping the current state of the organisation, I collaborate with team members to prioritise immediate actions, which may include strategy development. Recently, I led the formulation of strategic objectives and annual goals, along with new tracking and reporting methods to foster progress and prompt positive changes. It’s vital to ensure the Chair and Trustees are aligned with our actions and understand the rationale behind necessary changes.

Communication is essential in any leadership role, but particularly so when serving as an interim CEO during a period of change. Can you share some insights into your communication strategy with staff, stakeholders, and other key parties during your interim tenure?

Transparency is the cornerstone of my communication strategy. I strive to engage openly with all staff levels, valuing everyone’s input and learning from my teams. This openness extends to stakeholders like Trustees and volunteer committee members, whose time is precious. I focus on delivering concise and accessible information to ensure everyone is well-informed and aligned with the organisational goals.

As an interim CEO, you’re often expected to hit the ground running and drive results quickly. How do you prioritise tasks and initiatives to maximise impact during a limited timeframe?

The role is demanding and fast-paced, but I thrive under these conditions. While I start with the initial brief, I remain flexible to tackle additional challenges as they emerge. My ability to quickly synthesise information is key to driving immediate and effective results.

Interim leadership can bring its own set of challenges, including managing expectations, maintaining momentum, and cultivating continuity. What are some key lessons you’ve learned from your experience as an interim CEO, and how do you ensure a smooth transition for the organisation once your interim tenure concludes?

Interim roles are both challenging and immensely rewarding, offering opportunities across various sectors that might not have been possible otherwise. To ensure a smooth transition, I focus on thorough documentation and clear communication, preparing the way for my successors to seamlessly take over without losing momentum. This careful handover is essential for maintaining continuity and building on the progress achieved during my tenure.