Transition Leadership in Local Government: Why Interim Executives Are More Than Just Seat Warmers

Over the past decade, I’ve worked closely with councils across the UK to place interim leaders in critical roles often during times of uncertainty, transformation, or urgent need. One myth I’ve seen steadily dismantled is the idea that interim executives are simply there to “hold the fort” until a permanent appointment is made. That couldn’t be further from the truth. Today, interim leaders are brought in to lead complex transitions, stabilise services, and deliver results often under intense pressure and scrutiny. They are not placeholders. They are change-makers. In this blog, I want to share what I’ve learned from years of working in local government interim recruitment and offer insights into how councils can better leverage the value of transition leadership.

What Transition Leadership Looks Like in Local Government

Transition leadership is when an experienced interim steps into a senior role between two permanent appointments. Unlike project-based interims, who are brought in to deliver a specific outcome, transition leaders are tasked with maintaining continuity, managing risk, and often preparing the ground for significant change.

In local government, this might be needed when:

• A Director or Head of Service leaves unexpectedly

• A restructure is underway and leadership gaps emerge

• A service is underperforming or facing regulatory pressure

• A council is preparing for inspection or external review

• Political or financial pressures demand urgent action

These assignments typically last between six and eighteen months. And while that may sound like a long time, in the world of public service transformation, it passes quickly.

Why Councils Are Increasingly Turning to Interim Leaders

Local authorities are facing unprecedented challenges rising demand, shrinking budgets, and increasing scrutiny from regulators and residents. In this environment, the ability to act quickly and decisively is essential.

Interim executives bring:

• A fresh, objective perspective

• A proven track record of leading through change

• The ability to make difficult decisions without long-term political risk

• A focus on outcomes, not tenure

They are often brought in to do the hard work resetting direction, stabilising teams, and making tough calls so that the incoming permanent leader can start with a clean slate.

Seven Strategies for Successful Interim Leadership

Based on my experience placing and supporting interim leaders in local government, here are seven strategies that help them succeed and deliver real impact:

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1. Understand That You Were Over-Hired For a Reason

One of the defining features of interim leadership is that interims are often deliberately overqualified for the role they step into. This isn’t a mistake it’s a strategic decision. Councils need someone who can hit the ground running, bring a wealth of experience, and quickly identify areas for improvement. I’ve seen many instances where a Chief Executive or Director has been so impressed by an interim’s performance that they’ve considered offering them the role permanently. But it’s important to recognise that being overqualified can make it easier to impress in the short term. That doesn’t necessarily mean the role will be fulfilling in the long run.

The true measure of success for an interim leader isn’t whether they become indispensable it’s how well the organisation functions after they’ve left. The goal is to drive meaningful change, embed sustainable improvements, and leave behind a strong foundation for the incoming permanent leader.

2. Commit Fully to Your Deliverables

In the world of interim leadership, your reputation is everything. You’re only as good as your last assignment and in local government, word travels fast. Whether it’s through networks of senior officers, elected members, or recruitment partners like myself, your track record follows you. That’s why it’s not enough to simply show up. You need to commit fully to the deliverables you’ve agreed to. That means:

• Being clear about what success looks like from day one

• Holding yourself accountable to timelines and outcomes

• Ensuring a smooth transition for the incoming leader

Interim leadership is about trust. When you consistently deliver, you build a reputation that opens doors to future opportunities and helps councils feel confident in investing in interim talent.

3. Think Long-Term, Even If You’re Not Staying

One of the paradoxes of interim leadership is that you’re expected to deliver short-term results while laying the groundwork for long-term success. That’s no small task especially when you know you won’t be around to see the full impact of your work. But that’s exactly what makes great interims stand out. Stakeholders want to see quick wins, but they also want to know that the changes being made are sustainable. That means:

• Understanding the long-term vision of the council and aligning your work to it

• Making decisions that support future stability, not just immediate fixes

• Being thoughtful about how you implement change, especially when it’s difficult

The best interim leaders I’ve worked with are those who can balance urgency with foresight delivering tangible progress while keeping one eye on the bigger picture.

4. Build Strong Relationships and Empower Your Team

While it’s true that interim leaders are not in post to make friends, it would be a mistake to assume that relationship-building is optional. In local government, where collaboration, trust, and political awareness are essential, your ability to build strong working relationships is often the key to delivering impact especially within a limited timeframe.

As an interim, your success depends on quickly establishing credibility with elected members, senior officers, and frontline teams. You need to build a network of people who understand your mission, support your objectives, and are willing to help you deliver them.

This means:

• Taking time to understand the political and organisational landscape

• Identifying key influencers and decision-makers early on

• Listening to staff and valuing their insights

• Being visible, approachable, and consistent in your communication

Once you’ve built that trust, empower your team. Delegate with clarity, give people ownership, and create space for others to lead. When you leave, your legacy will be the people you’ve supported to grow in confidence and capability. In local government, where continuity and succession planning are critical, empowering others is not just good leadership it’s a strategic imperative.

5. Understand That You Were Over-Hired For a Reason

Interim leaders are often overqualified for the roles they step into. This is not a flaw in the system it’s a deliberate choice. Councils bring in interims because they need someone who can hit the ground running, bring a wealth of experience, and deliver results under pressure. I’ve seen many instances where a Chief Executive or Director has been so impressed by an interim’s performance that they’ve considered offering them the role permanently. But it’s important to recognise that being overqualified can make it easier to impress in the short term. That doesn’t necessarily mean the role will be fulfilling in the long run.

As an interim, your job is not to become indispensable. Your success will be measured by how well the organisation functions after you’ve left. That means:

• Delivering the brief with clarity and focus

• Avoiding unnecessary disruption

• Preparing the ground for the incoming permanent leader

• Leaving behind a service that is stronger, more stable, and future-ready

Driving change but leaving a trail of confusion or resentment is not the goal. You’ll be remembered for the legacy you leave and the conditions you create for others to succeed.

6. Commit to Your Deliverables

In interim leadership, your reputation is everything. You’re only as good as your last assignment and in local government, where networks are tight and word travels fast, that reputation can open or close doors. It’s not enough to simply turn up and keep things ticking over. You need to commit fully to the role, uphold the highest standards, and deliver on the objectives you’ve agreed.

This includes:

• Being clear about what success looks like from the outset

• Regularly reviewing progress with stakeholders

• Documenting your work to support continuity

• Ensuring a smooth and professional handover

Whether you’re covering a statutory role, leading a transformation programme, or stabilising a service, your commitment to delivery is what sets you apart and what builds trust in the value of interim leadership.

7. Think Long-Term, But Deliver Short-Term

One of the most challenging aspects of interim leadership is balancing the need for immediate results with the responsibility to lay the foundations for long-term success. In local government, where political cycles, budget pressures, and public scrutiny are constant, this balance is especially important. Stakeholders want to see quick wins but they also want to know that the changes being made are sustainable. That means:

• Understanding the council’s long-term vision and aligning your work to it

• Prioritising actions that will have lasting impact

• Being thoughtful about how you implement change, especially when it’s difficult

• Supporting the development of internal capability so that progress continues after you’ve gone

You may not be around to see the full impact of your work but if you’ve done your job well, others will.

How Interim Leadership Can Benefit a Local Authority

Having supported over 100 councils across the UK in sourcing and placing interim leaders, I’ve seen first-hand how impactful the right interim appointment can be. In a sector where services are under constant pressure, political landscapes shift rapidly, and public expectations continue to rise, interim leadership offers a strategic solution not just a short-term fix.

While it might be tempting to promote a less senior manager internally to “hold the fort,” this approach can often stall progress. Without the right strategic thinking and leadership experience in place, services can stagnate, staff morale can dip, and opportunities for improvement can be missed. What may seem like a cost-saving measure in the short term can lead to significant financial and reputational costs in the long run. That’s why experienced interim leaders remain in high demand across local government. They bring the capability, confidence, and clarity needed to navigate complex transitions, implement change, and provide stability when it’s needed most.

Key Benefits of Interim Leadership in Local Government

Immediate access to high-level expertise

Interim leaders are often more experienced than the permanent postholders they are covering. They bring specialist knowledge, sector-wide insight, and a proven ability to lead through complexity. Whether it’s adult social care, housing, finance, or transformation, they’ve done it before and they know what works.

Speed of deployment

Unlike permanent recruitment, which can take six to twelve months, interim leaders can often be in post within one to two weeks. This speed is critical when services are under pressure, inspections are imminent, or political scrutiny is high.

A buffer for better hiring decisions

Interim appointments give councils the breathing space to run a thorough, well-considered recruitment process for the permanent role. Rather than rushing to fill a vacancy, you can take the time to find the right long-term fit while knowing the service is in safe hands.

Stability and business continuity

During periods of change, interim leaders provide reassurance to staff, stakeholders, and residents. Their presence signals that the council is in control and committed to maintaining service quality. They bring calm, clarity, and consistency often at a time when it’s needed most.

Best Practices for Leveraging Interim Leaders

Interims are highly experienced professionals who can step into almost any situation, assess the landscape quickly, and begin delivering results. But to get the most value from an interim appointment, councils must create the right conditions for success.

Here are some of the strategies I recommend to my clients:

Engage early and work with a trusted provider

Engage a single, trusted interim provider who understands the local government landscape and has access to the full interim market. Using multiple agencies doesn’t necessarily yield better results it can dilute the message, confuse candidates, and damage relationships with top-tier interims. By working with one partner who understands your organisation, your culture, and your challenges, you’re far more likely to find the right fit quickly and effectively.

Empower the interim leader

Leverage the knowledge and experience that interims bring. Use the right language and context when introducing them to the team. Be mindful that the term “interim” can sometimes carry unhelpful connotations so frame their role clearly and positively.

Make it clear that this person has been brought in to lead, not just to maintain the status quo. Give them the authority, access, and support they need to deliver.

Maximise value

You’ve brought in an interim because you need results and you’re paying a premium for short-term access to their expertise. Make sure you’re clear on what success looks like and agree on deliverables that are achievable within the timeframe.

This might include:

• Stabilising a service

• Delivering a specific project or improvement plan

• Preparing for inspection

• Supporting recruitment and onboarding of the permanent successor

A good interim will also help create a framework or strategy that can be continued by the incoming leader ensuring continuity and long-term impact.

Conclusion: Interim Leadership as a Catalyst for Progress

In today’s local government landscape, the ability to adapt quickly, lead decisively, and deliver results under pressure is more important than ever. Interim leadership offers councils a powerful, flexible solution bringing in seasoned professionals who can provide stability, drive transformation, and prepare the ground for long-term success. Over the past decade, I’ve had the privilege of supporting more than 100 councils in finding the right interim leaders for their most critical moments. What I’ve seen time and again is that when interim appointments are used strategically rather than reactively, they become a catalyst for progress.

Whether you’re navigating a leadership gap, preparing for inspection, or delivering a complex change programme, the right interim can make all the difference. But success doesn’t happen by chance. It requires clarity of purpose, the right environment, and a shared commitment to delivering value. If you’re considering interim support, I’d be happy to help you explore how to make it work for your organisation. Because when it comes to transition, timing and talent are everything and interim leadership, done well, is one of the smartest investments a council can make.