Boards often realise they need an interim executive at the exact moment stability begins to slip. A performance dip catches everyone off guard. A senior resignation lands without warning. A major project starts to drift further than anyone expected. Pressure builds almost instantly. Decisions feel heavier.
Findings show that many organisations struggle to identify leadership talent during emergencies, often triggered by unforeseen or tragic circumstances. For example, during the Covid-19 outbreak, many employees, including senior leaders, fell ill simultaneously, threatening leadership continuity across both SMEs and multinational firms.
In large organisations, succession planning is often complex, requiring the board to convene and make considered decisions, an inherently time-consuming process when the organisation is already under pressure. Without a clear and effective succession plan, companies are forced to rely on external hiring, often at short notice.
The instinct is to move quickly, yet this urgency is exactly where the first challenge appears. The calibre of interim you truly need is not waiting idly for the phone to ring. They are already deep inside another organisation, solving problems, restoring order, and creating momentum.
Exceptional interims are discerning. They look for a clear mandate, direct access to senior decision makers, and the authority to act with speed. They want to understand the real context, not the polished version. If the brief is vague, if sponsorship is inconsistent, or if the situation is presented without honesty, they will decline and move toward a role where they can deliver meaningful change. That is why securing them is difficult.
The window to engage them is brief. Organisations that hesitate often miss their moment. Researchers applying human capital theory suggest that the presence or absence of qualified candidates with the right skills and competencies is a key factor in choosing an interim leader over a permanent one.
There is also the temptation to settle. Someone who is simply available can feel like a relief, particularly when internal pressure is rising. Yet availability is not capability. Many leaders can keep a business ticking over. Only a small number can step into a complex environment, sense the emotional undercurrents, diagnose the structural issues, and restore momentum within days. That distinction matters, and it often defines the difference between short term survival and long-term strength.
When a truly exceptional interim arrives, the atmosphere changes quickly. They bring calm into rooms where tension has been building. They listen carefully, cut through noise, and uncover the real drivers of instability. They make decisions without fear or legacy bias. Within a short period, finances steady, delivery strengthens, and people begin to feel safe again. The board gains something incredibly valuable in return. Time. Space to think. Space to plan. Space to make choices based on clarity rather than pressure.
Their presence also shifts the emotional tone of the organisation. Teams feel guided. Leaders feel supported. The path ahead becomes visible again.
At Novo, we witness this impact every day. The right interim does not simply fill a gap. They protect the organisation at its most vulnerable point and lay the groundwork for the decisions that shape what comes next.
