Insight from an Interim Leadership Specialist
By Abi O’Brien
As a Senior Consultant at GatenbySanderson working closely with councils across local government, I spend much of my time with services under real pressure, financially, operationally and strategically. My background in interim leadership and government practice has shaped how I understand what effective senior leadership looks like, particularly when stability is urgently needed.
Across adult social care, children’s services and corporate functions, I regularly see the impact that the right interim leader can have on a service’s direction, culture and confidence. This article reflects on those observations and why interim leadership, when used in the right way, remains a critical tool for local government.
Why Interim Leadership Matters in the Current Landscape
With continued financial constraint shaping decisions across councils, bringing in interim senior leadership can understandably prompt debate. In a climate where every investment is scrutinised, it’s natural to ask whether an interim role can be justified.
But the conversations I have with councils increasingly revolve around a different question:
What happens when the leadership capacity simply isn’t there?
Interim leaders aren’t a replacement for long‑term strategy. They are a mechanism for ensuring that essential services don’t lose momentum, or direction, during periods of change or stress.
What Experienced Interims Bring to Pressured Services
Having worked alongside a wide range of authorities, I’ve seen patterns in how strong interim senior leaders influence service performance. The most effective interims tend to bring a combination of pace, clarity and independence that is difficult to replicate.
1. Early Stabilisation
In high‑risk services, the first few weeks are often about establishing grip, clarity and reassurance, something experienced interims are typically well‑equipped to deliver.
2. Unblocking Systems
Interims often identify where processes, decision‑making pathways or operational flows have become stuck, and can move quickly to resolve these issues.
3. Constructive Relationship Resetting
A temporary leader can offer neutrality at moments when relationships between partners or providers have become strained, helping to re‑establish expectations and rebuild trust.
4. Statutory Focus
During periods of scrutiny or anticipated inspection, interim directors provide essential oversight and ensure that statutory responsibilities remain firmly prioritised.
5. Calm Leadership Through Inspection Preparation
Inspection periods bring heightened anxiety. Strong interims often provide the structure, pacing and direction that help teams focus on the right things.
6. Financial Grip
While not the primary lens for all roles, many interims help services regain control of budgets, address overspends or reshape commissioning arrangements.
7. Restoring Confidence
In services that have had prolonged instability, confidence, internally and externally, can erode. Interim leaders often play a significant role in restoring that baseline sense of direction.
The Risk of Leaving Leadership Gaps Unresolved
While budgets remain stretched, the implications of prolonged leadership gaps are often more costly: declining performance, reduced staff morale, increased risk exposure and slower recovery after inspection.
Interims are not a substitute for permanent leadership. But they are an important safeguard against drift at moments when services need anchoring, continuity and direction.
Viewing Interim Leadership as Part of a Wider Strategy
Interim leadership works best not as a standalone solution, but as part of a broader approach to service stability and improvement.
Its value typically sits within:
- Maintaining continuity during transition
- Reducing risk in high‑pressure periods
- Supporting recovery in areas under scrutiny
- Providing temporary capacity while permanent recruitment progresses
- Protecting momentum during organisational change
The most effective interim appointments are those that support longer‑term ambitions rather than sit apart from them.
Continuing the Conversation
If your service is navigating uncertainty, change or increased pressure, and you’re considering what kind of leadership capacity is needed, I’m always happy to exchange perspectives.
Contact Abi O’Brien: abi.obrien@gatenbysanderson.com