How to Structure an Interim Communications Leadership Role for Success
In this second post of a two-part series on interim communications leadership, we discuss how to structure such a role for maximum effectiveness. Read part one here.
As discussed in my previous post, an interim chief communications officer can offer numerous advantages, from keeping momentum on strategic priorities going to introducing hard-won lessons and ideas that have worked elsewhere for all sorts of issues. However careful structuring of this role is essential to maximizing its benefits while the search for a permanent leader is underway. Here are five recommendations on how to do so:
1. Define Scope with Precision.
A senior interim communications leader can advance top priorities—and should be directed to do so. They should not be expected to attend every meeting or weigh in on every question. A clearly defined charge that aligns directly with the institution’s most pressing priorities will allow them to deliver optimal results during the term of their assignment.
2. Strategically Deploy Your Budget.
Because interim vice presidents have a specific scope, they can prioritize their objectives and time with extreme efficiency. This means the role requires fewer hours than the full-time job—and salary savings for the institution during the vacancy. In our experience at Mackey Strategies, an interim leader can fulfill most top objectives in 8 to 24 hours a week, while maintaining after-hours availability for crises and other surprises. Regarding the duration of the relationship, we’ve had interim assignments last anywhere from 3 to 24 months—sometimes to mind the ship, sometimes to turn it.
3. Embrace remote capabilities.
As we all learned during the pandemic, good leaders can effectively fulfill their responsibilities from a distance, and the same holds for interim positions. Some on-campus business is essential. This includes a multi-day visit to campus at the start of the assignment to build relationships and experience the institution’s culture and unique qualities. Plus the leader should usually be present for major board meetings or other critical leadership events. However, the bulk of the interim’s work can effectively be handled remotely. Technology has significantly deepened the pool of talent available to a campus.
4. Define the Ideal Candidate.
Depending on the institution’s priorities for communications and marketing leadership, interim leaders typically should have held a senior role at one or more institutions, with proven experience leading across the full range of the portfolio. This experience should include at a minimum strategy development, change management, and crisis communications.
5. Communicate Your Plan.
When an external interim leader steps in, it is imperative to communicate the role’s charge clearly with the cabinet, board leadership, other key campus stakeholders, and, importantly, the communications team. It should be clear that this individual, while interim, is empowered to lead, make decisions, and set direction during their tenure.
With the right planning, a well-defined interim chief communications leadership role can make both financial and strategic sense while the search for a permanent leader is underway.