What Makes a Great Interim? The Core Characteristics of High-Impact Leaders in Local Government

Local government is under pressure like never before. With rising demand, shrinking budgets, and constant political scrutiny, councils across the UK are increasingly turning to interim leaders to deliver results fast. But not all interims are created equal.

In fact, as Matthew Masters, Business Director and host of The Truth About Local Government podcast, points out:

“More money is spent on interims in local government than there is money spent on interims in the NHS, blue lights and central government combined.”

With such significant investment, the question becomes not just who can do the job, but who can do it brilliantly. What separates a competent interim from a truly transformational one? What traits do high-impact leaders bring to the table when stepping into unfamiliar, high-pressure environments? In a candid and insightful conversation with broadcaster Becky Johnston, Matthew explores the five core characteristics that define exceptional interim leadership and why they matter more than ever in today’s local government landscape.

Why Understanding Interim Excellence Matters

In today’s local government landscape, interim professionals are no longer just stopgaps they are strategic assets. Councils are increasingly relying on interims to lead critical projects, navigate organisational change, and deliver outcomes under pressure. Yet, despite their growing prevalence, there remains a lack of clarity around what makes an interim truly effective.

This staggering statistic highlights the scale of investment and the urgency of ensuring value for money. With such high stakes, the difference between a good interim and a great one can mean the success or failure of a major programme, the stability of a department, or the reputation of a council. Matthew emphasised the importance of self-awareness and reflection:

“If you're effective and to be effective, you must be reflective you’re going to get repeat business, continued contracts, and interesting work. Your ability to drive real-world impact will be tenfold.”

In other words, excellence in interim leadership is not just about technical competence. It’s about being able to assess your own impact, adapt to changing circumstances, and build trust quickly. It’s about leaving a legacy, not just ticking boxes.

The Five Core Characteristics of Great Interim Leaders

1. Stakeholder Management

Navigating the complex web of relationships in local government is a skill that separates high-performing interims from the rest. Whether dealing with elected members, senior officers, external partners, or frontline staff, the ability to build rapport and communicate effectively is essential. Matthew explained:

“You have to onboard yourself in a way with those stakeholders whereby you can hit the ground running.”

This means being able to read the room, understand political sensitivities, and tailor your communication style. As he put it, the best interims are “informative but not patronising, passionate without being overbearing.” They earn trust quickly and use it to drive progress.

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2. Flexibility and Adaptability

Change is constant in local government. Budgets shift, priorities evolve, and crises emerge. Great interims don’t just cope they thrive in uncertainty. “Things change. Shit’s going to hit the fan. That’s OK,” Matthew said with characteristic candour. Adaptability isn’t just about reacting it’s about listening.

“It’s about absorbing information sometimes subtle, sometimes explicit from every angle and delivering a conscious, considered plan.”

This ability to pivot while staying focused on outcomes is what makes an interim truly agile.

3. Commercial Acumen

With councils under intense financial pressure, interims must understand the commercial landscape. It’s not just about saving money it’s about aligning with strategic goals, delivering social value, and navigating complex procurement environments. Matthew asked:

“Are you achieving the best commercial outcomes for that local authority?”

This includes understanding the implications of legislation like the Procurement Act, and ensuring that every pound spent contributes to long-term value.

4. Compliance and Governance

While often overlooked, strong governance is the backbone of effective public service. Interims must ensure that their work is compliant, auditable, and sustainable.

“There’s no point being the most talented interim if you leave a wake of compliance and governance issues for your colleagues,” Matthew warned.

This means understanding internal controls, risk management, and regulatory frameworks and embedding them into everyday decision-making.

5. Knowledge Transfer and Legacy

Perhaps the most important trait of all is the ability to leave an organisation stronger than you found it. Too often, interims deliver results but fail to embed lasting change.

Matthew stressed:

“We need to see an incredible level of knowledge transfer… What we don’t want is a Level 4 leader someone who does an amazing job, but when they leave, the organisation dies.”

Great interims build capacity, mentor staff, and ensure continuity. Their impact lasts long after they’ve moved on.

Political Savvy: Reading the Room

Local government operates in a uniquely political environment, one that demands a nuanced understanding of power, influence, and democratic accountability. Unlike the private sector, where decisions are often driven by shareholder value or market dynamics, councils are shaped by the priorities of elected members individuals chosen by the public to represent their communities. Matthew Masters put it succinctly:

“You are there to serve the members who’ve been elected by the public.”

This isn’t just a structural difference it’s a cultural one. Interim leaders must be politically literate, able to interpret the motivations and concerns of councillors, and align their work with the broader democratic mandate. Success depends not only on delivering outcomes but on doing so in a way that respects the political context and builds trust with elected officials.

“You have a real obligation to make sure you read the room,” Matthew added. “Sometimes people fall down because they try to bulldoze a team of members or a cabinet holder it just misses the point.”

Political savvy isn’t about playing politics it’s about understanding the landscape. It’s about knowing when to push, when to pause, and how to frame decisions in a way that resonates with those who hold political accountability. The best interims are those who can influence without alienating, guide without dominating, and support elected leaders in achieving their vision for the community.

Emotional Intelligence: The Human Factor

Interim leaders often step into organisations during moments of tension, uncertainty, or crisis. Whether it's a budget shortfall, a leadership vacuum, or a major transformation programme, the emotional temperature is rarely neutral. In these environments, emotional intelligence becomes not just useful but essential.

“You’re only effective as your ability to understand and develop rapport with the human beings you’re working with,” Matthew said.

This means being present, attuned to both verbal and non-verbal cues, and capable of delivering difficult messages with empathy. Emotional intelligence allows interims to build trust quickly, navigate resistance, and foster collaboration even when the stakes are high.

“It’s a muscle like gratitude if you flex it often enough, you can redevelop it,” Matthew noted.

Great interims don’t just manage tasks they manage relationships. They understand that behind every spreadsheet, policy, or performance target is a team of people trying to do their best under pressure. By showing empathy, listening actively, and responding thoughtfully, interims can unlock the potential of those around them and create a more resilient organisational culture.

Balancing Urgency with Strategic Thinking

One of the defining tensions in interim leadership is the need to act quickly while thinking long-term. Interims are often brought in to solve immediate problems, stabilise operations, or accelerate delivery. But speed without strategy can lead to short-term fixes that unravel over time.

“You’re paid a lot of money to make the right decision quickly,” Matthew said. “But speed must be balanced with strategy.”

This requires a clear sense of priorities, a robust understanding of the organisational context, and the ability to gather and interpret data swiftly. It also demands confidence the courage to make decisions with imperfect information, and the humility to course-correct when needed.

“There’s no time for elongating a decision process because you’re scared to make a decision you’re paid to make a decision,” Matthew added.

The best interims know when to act and when to pause. They create space for strategic thinking even in fast-paced environments, ensuring that their decisions are not only timely but also sustainable. They understand that urgency is not about rushing it’s about focusing, aligning, and executing with purpose.

A Real-World Example: Sam Fox

To illustrate what great interim leadership looks like in practice, Matthew shared the story of Sam Fox a strategic interim planning advisor who exemplifies the traits discussed.

Placed at Bedford Borough Council during a period of organisational change, Sam was tasked with providing agile leadership to the planning function. His role was not just operational it was transformational. “He provided agile leadership during a period of transformational change,” Matthew said.

Thanks to Sam’s work, a major international organisation is now establishing a presence in Bedford a development with significant economic and social implications. But Sam’s impact went beyond the headline outcomes. “He’s made difficult decisions based on data, but he’s been a human being throughout that process,” Matthew noted. “The team knows him, respects him, and has come with him.” Sam’s success was rooted in his ability to combine strategic thinking with emotional intelligence, political awareness with commercial acumen. He didn’t just deliver results he built relationships, transferred knowledge, and left the organisation stronger than he found it. His story serves as a powerful reminder that great interim leadership is not just about what you do it’s about how you do it.

Red Flags: When Interim Isn’t the Right Fit

While interim roles offer flexibility, variety, and the chance to make a real impact, they’re not suited to everyone. The nature of interim work fast-paced, high-pressure, and often politically sensitive requires a specific mindset and skill set. As Matthew Masters cautioned:

“If someone needs all the data and even once they’ve got it, needs more to make a decision it might not be for you.”

This isn’t about undervaluing thoroughness. It’s about recognising that interim leadership demands decisiveness. The ability to act with imperfect information, to make judgement calls, and to take responsibility for outcomes is fundamental. Matthew referenced a conversation with Justin Croft at Bolton, who described three types of professionals:

“Technicians, managers, and entrepreneurs. You have to know which one you are.”

Trying to take on a role that doesn’t align with your natural working style or experience can be a recipe for failure. A technician may thrive in a structured, detail-oriented environment but struggle in a strategic leadership role. Conversely, an entrepreneurial thinker might flounder in a highly procedural setting. The key red flag isn’t a personality trait it’s a mismatch. When individuals take on interim assignments that don’t suit their strengths, preferences, or values, the result is often frustration, underperformance, and organisational disruption. That’s why honest conversations about fit, expectations, and context are so important on both sides of the hiring table.

Developing Interim Excellence

For those who aspire to become high-impact interim leaders, the journey begins with self-awareness and continuous learning. Matthew offered a series of practical strategies for developing the core characteristics discussed throughout the conversation:

• Reflect on each assignment 

“When did you do it well? What could you do differently?” Keeping a reflection journal or conducting post-assignment reviews can help identify patterns, strengths, and areas for growth.

• Seek feedback 

“Normalising feedback is important even if you’re not there to be developed, ask for it.” Feedback from colleagues, clients, and stakeholders even informal can offer invaluable insights into your leadership style and impact.

• Be authentic 

“You have a bespoke, unique set of skills that makes you special.” Rather than mimicking others, successful interims lean into their own strengths and values. Authenticity builds trust and credibility.

• Work with a coach 

“I work with a leadership and development coach. I also coach others.” Coaching provides a structured space to explore challenges, refine strategies, and build confidence. It’s a powerful tool for personal and professional growth. Ultimately, developing interim excellence is about being intentional. It’s about treating each assignment as an opportunity to learn, evolve, and contribute meaningfully.

How Organisations Can Support Interim Talent

While much of the focus is on what interims can do for organisations, the reverse is equally important. Councils and public bodies have a vital role to play in enabling interim success. Becky Johnston asked Matthew how organisations can better support high-quality interim talent. His response was clear and actionable:

1. Transparency

“Be clear with what you want the interim to succeed and deliver.” Vague briefs and shifting expectations undermine effectiveness. Clear objectives, defined outcomes, and honest conversations set the stage for success.

2. Listen

“You’re paying for expertise don’t ignore it just because you don’t like it.” Interims bring fresh perspectives and hard-earned insights. Organisations must be open to challenge, even when it’s uncomfortable.

3. Humanity

“Retain the humanity with which we communicate and engage each other.” Behind every interim is a person navigating a new environment, often under pressure. Respect, empathy, and inclusion go a long way in fostering collaboration and trust. Supporting interim talent isn’t just about contracts and deliverables it’s about relationships, clarity, and shared purpose.

Final Thoughts

Interim leadership in local government is not merely about filling a vacancy it’s about driving meaningful change, often in complex and high-stakes environments. As Matthew Masters and Becky Johnston explored, the best interims combine agility, emotional intelligence, political awareness, and strategic thinking with a deep commitment to legacy and impact. They don’t just deliver they transform. They don’t just manage they lead. And they don’t just pass through they leave organisations stronger, more capable, and better prepared for the future. Whether you’re an aspiring interim, a seasoned professional, or a hiring manager looking to bring in external expertise, understanding these traits is essential. Because in the world of local government, where every decision affects real lives, excellence isn’t optional it’s essential.

 This blog post was sponsored by Alliance Leisure, the UK's leading leisure development partner, specialising in supporting local authorities to improve and expand their leisure facilities and services. Click the logo above and check out their website and services.