The views and opinions expressed herein are those of the author and do not necessarily reflect the views of PublicCEO, its sponsors, its employees or any corporate relationships.
Op-Ed submitted by Sharon Landers, Interim Chief Operating Officer as of February 21, previously Interim Executive Officer/Air Pollution Control Officer, Bay Area AQMD
Interim
Being appointed as interim to the top position of an organization can be a lot of fun. You get to embrace a new culture and can pick which challenges to address. But the short-term nature of the job can also be frustrating. You may identify more than you can bite off because you won’t be there long enough to address everything.
This op-ed provides some tips on how to succeed when you take the top position of an organization as an interim appointment.
WHAT DOES YOUR ELECTED BODY EXPECT OF YOU?
It is important to consider what the elected body that brought you in is expecting. Are you there to keep the ship moving forward steadily until a recruitment for the permanent appointment is complete or are you being looked upon as a change agent? You need to assess whether you are comfortable with the role you would be brought in for. Being a change agent requires more energy and if that is not what you are interested in, you should turn down the opportunity.
WHY DID YOUR PREDECESSOR LEAVE?
It would be helpful to know something about the circumstances under which your predecessor left. Are you following someone whose retirement was planned or who left abruptly? Did they accept a position with another organization or were they pushed out through a forced resignation or termination? Was the person liked or were the staff happy to see them go? How is the workforce reacting to your predecessor’s departure? Of these, the most difficult situation is if staff were surprised with a sudden departure of a highly regarded leader and are demanding to know why it occurred. The agency may be grieving his or her loss. It is difficult when you cannot give out confidential information to explain the circumstances. Instead, your focus must turn to helping the organization embrace change. It’s important to acknowledge the loss the workforce is feeling and to encourage conversation about how to cope positively with change. Find influencers in the organization who can support your message.
WHO CAN YOU DEPEND UPON?
You need to identify early which elected officials and staff you can trust to give you accurate information and help you avoid pitfalls. No matter how skillful you are in running an organization, you need time to learn the lay of the land. It is essential to develop relationships early on with people who can fill you in on critical background and history that may affect decisions you need to make.
BE REALISTIC ABOUT WHAT YOU CAN ACCOMPLISH IN THE TIME YOU WILL BE THERE.
You should assess the organization and decide what your priorities will be for the limited time you will be in the interim position. You will need to stay focused on those priorities if you are going to complete them. But you should also be aware of changing circumstances and constantly reassess whether those are the most appropriate priorities.
WHAT DO YOU NEED TO DO TO HELP YOUR SUCCESSOR MAKE THEIR TRANSITION?
It is important for the organization to have a smooth transition from you to the person hired to take the position going forward. Keep track of key things you learned about that require attention or that will be helpful for the next person to know. Be prepared to give a concise briefing on outstanding issues. Consider offering to be available as a consultant to assist in completing initiatives you started.
Most of all, have fun and be humble about your role. Most people will appreciate what you are doing and will want you to succeed for the time you are there.
Sharon L. Landers is an executive-level strategist and project manager in the public and private sectors. She is also an attorney. Sharon has over 30 years in state, regional and municipal service on both coasts including half a dozen cities, several regional transportation authorities, one of California’s largest redevelopment agencies, multiple successor agencies, and two state agencies.
Sharon’s experience in managing financial transactions in dynamic environments has resulted in a reputation for successfully advancing high profile and complex projects working collaboratively with government and private sector stakeholders.
Sharon has served as a city manager, assistant city manager, and director of planning in the cities of Carson, Irvine, and Rancho Cucamonga respectively. She has been the assistant CEO for the San Jose Redevelopment Agency, Deputy CEO for LA Metro, Deputy Commissioner for the New Jersey Department of Transportation, transportation and/or clean air policy advisor for two New York governors and two New York City mayors, and General Counsel and Deputy Commissioner for the New York City Department of Transportation. Most recently, she served as the Interim Executive Officer/ Air Pollution Control Officer for Bay Area AQMD until February 21 when she transitioned to current position of Interim Chief Operating Officer.
Do you agree with this op-ed? Do you disagree? Do you have another viewpoint you’d like to share on PublicCEO? Opine on an idea or share your insights in an op-ed. Submit one now.