Interim roles in libraries are not uncommon and come at a time when there is already flux in the organization: a director departs, an associate dean goes on leave, or a department head position remains vacant through a longer-than-anticipated search. 

Serving in an interim role can bring both opportunities and challenges, whether you are asked or voluntold to step in.  An interim role can provide an opportunity to learn and grow and contribute to the library.  A lack of clarity of the expectations of your manager and the interim direct reports can bring frustration and friction.  The overarching goal of an interim is to leave the library well-positioned for whoever comes next – whether that’s you or someone else.  

Here are some questions worth exploring to ensure that the experience is positive, expectations are clear, and friction is reduced. 

What is the scope of the role?

When asked to take on an interim role, you will want to understand the scope of the role and the expectations of your manager. You may want to clarify, for example, if the interim role is all aspects of the position, or if some responsibilities will be managed by others. 

Having a conversation with the manager of the interim position about their expectations for an interim and how they would measure success is essential.  Clarity on decisions you can make vs. decisions which require consultation or approval, how long the interim appointment is expected to last, priorities which must be addressed before a permanent hire, and major changes which should wait until after a permanent hire are all areas where clear expectations prevent misunderstandings. You do not want to be stuck in a gray area where you are responsible for outcomes but are uncertain of your authority.  A document, whether letter, memo, or email, should codify the interim role and any additional financial compensation.

You will also want to consider how you will ensure continuity and maintain the responsibilities of your permanent role while taking on the interim role. How you manage your current responsibilities during an interim role may be largely up to you and requires consideration in advance of taking on an interim position.

Is this a position you may want to apply for?

If you are planning on being a candidate for the position, being an interim can provide you with insights into the role that aren’t available otherwise. The interim role will likely be viewed as a “test run” of your leadership, although the scope of the interim role may not be as broad as that of the permanent leader.  Also, your direct reports may return to being your colleagues if you are not appointed to the position permanently.  Your success as an interim will be enhanced if you manage confidential information effectively, balancing transparency with discretion, communicate clearly and regularly, sharing what you know and don’t know, setting priorities, and being available, fair and consistent. 

What are good first steps when becoming an interim?

As you take on an interim role, listening is essential.  It is helpful to set up 1:1 meetings with your direct reports. A candid discussion of what is working well, what has become stuck and needs support to be unstuck, what priorities they think should be addressed while you are interim, and what issues can be resolved relatively quickly can both garner the support of your direct reports and also help set an agenda for your time in the interim appointment.

Communication more broadly is also essential to reduce anxiety.  Your indirect reports will be experiencing the ambiguity of the change in leadership and will value continuity and any quick fixes you can provide.  Confirming the processes which will stay the same and establishing a regular schedule for communication can also alleviate anxiety and uncertainty.

Are there other considerations for an interim role?

As you progress in the interim role, you will be faced with making decisions.  It can be helpful to separate these into reversible decisions (can be changed later) and irreversible decisions (hard to undo, long-term budget commitment, or impacting reputation).  Some irreversible decisions may not be avoidable, such as a large multi-year journal package renewal.  Whether a decision is reversible or irreversible, keeping a decision log with the rationale and those consulted (e.g. a leadership team, faculty partners, or internal library experts) is a good tool for documenting decisions and resulting changes.  The decision log also provides a framework for transitioning to the new permanent leader.

Keeping an eye on operational matters, including professional development requests, budgets, filling vacant positions, facilities, technology, and core services will ensure that small problems don’t become emergencies.  Also, introducing yourself to appropriate external key partners and reassuring them that the path of the library will not change dramatically will help maintain those relationships through the interim period.

You will also want to ensure that the work of your previous position does not falter. Can some of your current responsibilities be delegated?  Are there projects which can be postponed? Is it possible to have an interim for your prior role? If you plan to return to your prior role, make certain you keep your own identity and have a path to successfully make that return.

What are some recommended steps in transitioning from the interim role?

The preparation for handing off to the next leader should begin when the interim appointment begins.  Ultimately, an effective interim leader serves the library during the time of transition and reduces the time it takes for the next leader to become effective. As you are handing off to the new permanent leader, you will want to share the decision log, and active projects underway, information on key external relationships, the budget, information on staffing and vacant positions, and any contextual information about the institution or the library which is relevant.

When to decline an interim role?

An interim role can be rewarding and a wonderful opportunity to learn and grow, but it may not be the right opportunity at the right time for you.  If you don’t have the support of your peers, who will become your direct reports for a period, your experience as an interim will be more challenging.  If this is not a role that fits with your strengths and weaknesses and professional interests, this may not be the opportunity for you.  In my own career, I politely declined to consider an interim role because there was little overlap between my permanent role and the interim role, and I thought an internal person within the other department would serve the department and the library better than I would.

Final thoughts

Many years ago, as I stepped into a leadership role, a colleague gave me the sage advice to “focus on the things only you can do”.  I think this advice is particularly relevant for an interim role, although it could be updated to “focus on the things only you should do”.  If you can provide clarity, make fair decisions, and facilitate the transition for the next leader, you have done the job well and served your colleagues and campus community.  The role may be interim, but your impact is not.