What to Know Before Becoming an Interim Manager in Local Government

The world of interim management plays a vital, though often underappreciated, role in supporting the UK’s local government sector. Interim professionals are experienced leaders who step into organisations during times of change, uncertainty, or transition bringing with them not only expertise, but also the ability to deliver calm, clarity, and results under pressure.

For senior professionals considering a move from permanent employment into interim work, the decision can feel both exciting and daunting. It’s a shift that offers freedom, variety, and the chance to make a tangible difference but it also demands a different mindset, a new rhythm, and a willingness to embrace ambiguity. Here’s a deeper look at what you should consider before making the leap.

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Is There a Right Time to Go Interim?

There’s no single ‘perfect’ moment to become an interim, but many professionals make the move after a period of reflection often following a long and successful career in permanent roles. Some are seeking greater autonomy over their time and workload. Others are drawn to the idea of using their skills to support public services during times of transformation. And for many, it’s about rediscovering the parts of their career they found most fulfilling solving problems, leading change, and delivering impact.

As one interim recently shared: “I realised the moments I was most proud of weren’t the years I spent in a role they were the projects where I helped turn something around.”

For those with the financial stability to step away from a regular salary, interim work can offer a refreshing change of pace. But it’s important to go into it with your eyes open. The work can be rewarding, but it’s not always predictable. You’ll need to be comfortable with uncertainty and confident in your ability to add value quickly.

A Shift in Mindset: From Employee to Expert

Perhaps the most significant change is psychological. As an interim, you are no longer part of the permanent structure. You are not there to climb the ladder or embed yourself in the culture. You are there to deliver. Clients will look to you as a subject matter expert someone who can assess a situation quickly, make informed decisions, and lead with authority. This can be a difficult adjustment for those used to working within large teams or hierarchical organisations. You may not have the same support structures or time to build consensus. You’ll be expected to act decisively, often in politically sensitive environments.

This is particularly true in local government, where financial constraints are tight, expectations are high, and the political context can shift rapidly. Interim managers are often brought in to make difficult decisions ones that may not be universally popular, but are necessary for the organisation’s long-term health. The challenge is to lead with both confidence and humility. You must be able to leave your mark, while also ensuring that relationships remain intact once your assignment ends. That balance between delivering change and maintaining trust is one of the most important skills an interim can develop.

You’ll Need to Hit the Ground Running

Interim roles are rarely about gentle onboarding. More often than not, you’ll be stepping into a situation that requires immediate attention whether that’s filling a sudden leadership gap, stabilising a struggling service, or driving forward a stalled project. The recruitment process can move quickly. You may be briefed, interviewed, and offered a role within days. That means you need to be ready. Do your research. Understand the context. Ask the right questions. And be clear with yourself about whether the assignment is a good fit not just in terms of skills, but also values and expectations. Preparation is key. The more you know going in, the more effective you’ll be from day one. And in interim work, day one matters.

Reputation Is Your Currency

In the interconnected world of local government, your reputation travels with you. A strong track record, backed by credible references and tangible outcomes, can open doors to future assignments. Conversely, a poor experience whether due to performance, attitude, or communication can close them just as quickly. It’s essential to be clear about your achievements. Tailor your CV to highlight relevant experience. Be specific about the impact you’ve had. And during interviews, focus on how you’ve delivered results in similar contexts.

But reputation isn’t just about outcomes. It’s also about how you work with others. Are you collaborative? Are you respectful of internal teams? Do you leave things better than you found them? These are the qualities that clients remember and that will keep you in demand.

You’re Not an Employee Anymore

One of the more practical shifts is the move away from the benefits and security of permanent employment. Interim professionals typically operate through their own limited companies and are paid a daily rate. While this can be financially rewarding, it also comes with responsibilities. You’ll need to manage your own tax affairs, stay up to date with HMRC regulations (including IR35), and possibly engage an accountant to support you. You’ll also need to plan for periods without work there’s no holiday pay, sick leave, or pension contributions unless you arrange them yourself. This can be a difficult adjustment, particularly for those used to the rhythm of monthly pay and structured benefits. But with good planning and financial discipline, many interims find the trade-off worthwhile.

Embracing the Gaps

One of the most overlooked aspects of interim work is the time between assignments. For some, this can be unsettling especially at first. But for others, it becomes one of the greatest benefits of the role. These ‘rest periods’ offer a chance to recharge, reflect, and reconnect. Some interims use the time to travel, volunteer, or pursue personal projects. Others use it to build their networks, attend events, or explore new sectors.

As one interim put it: “I used to dread the gaps. Now I see them as part of the rhythm. They give me space to think about what I want to do next and to make sure I’m choosing the right assignments, not just the next one.”

The key is to plan for these periods, both financially and mentally. See them not as downtime, but as part of the value of the interim lifestyle.

Final Thoughts

Becoming an interim manager in local government is not a decision to take lightly. It requires confidence, resilience, and a willingness to operate outside your comfort zone. But for those who embrace the challenge, it can be one of the most rewarding phases of a career.

You’ll have the chance to work on meaningful projects, support vital public services, and bring your expertise to places where it’s truly needed. You’ll meet passionate, committed people. And you’ll learn more about yourself as a leader than you ever thought possible.

If you’re considering the move, take the time to reflect. Speak to others who’ve made the transition. Understand the risks but also the rewards. And if you decide to take the leap, do so with purpose.

Because in local government, the need for skilled, thoughtful, and adaptable leaders has never been greater.