First 100 days in an interim assignment

Stepping into a role as an interim leader in local government is both exhilarating and challenging. The first 100 days are crucial for establishing credibility, setting a clear vision, and making a tangible impact. How you navigate this period can set the tone for your entire tenure and potentially influence the organisation long after your departure. Based on insights from countless conversations with interim leaders I’ve placed, this article highlights the challenges faced, lessons learned, and milestones to aim for in those critical early days.

Preparation:
Before joining a local authority, thorough preparation is essential. A well-prepared interim leader conducts in-depth research into the local authority’s structure, recent history, political landscape, and community demographics. Understanding these factors allows for a smoother transition and helps you hit the ground running. Clear knowledge of the assignment’s objectives and potential challenges will set the stage for success.

Days 1–30: Understanding the Landscape
The initial weeks are all about assessment and acclimatisation. Before making any changes, prioritise listening over immediate action. Interims can often have a harder time integrating within the organisation, so it’s important to be visible, accessible, and collaborative with those already on the ground.

Consider how you will approach communication with different audiences (e.g., staff, stakeholders, the public). Establishing a clear communication plan early on will help manage expectations and build trust.

Familiarise yourself with the current state of affairs, organisational culture, structures, ongoing projects, and key stakeholders. Engage with department heads, review existing strategic plans, financial positions, and both short- and long-term objectives. These interactions build trust and offer valuable insights into pressing issues and the council’s priorities.

On a practical level, compile a key contacts list, including your assignment sponsor, daily contacts, IT helpdesk, and helpful PAs—essentially those embedded within the organisation who can play a pivotal role in helping you navigate the first few weeks. This will ease the process and ensure you have the support you need with contact details, email addresses, and diary access.

Days 30–60: Building a Strategic Vision and Embedding Yourself
After your initial assessment, focus on aligning your vision with the council’s strategic goals. Organise workshops, identify quick wins, and select projects that can deliver tangible results early on. Begin implementing key initiatives that address immediate priorities and lay the groundwork for long-term improvements. Ensure you balance these with long-term goals, so the pursuit of early successes doesn’t undermine more substantial, lasting improvements. This phase is essential for building credibility and demonstrating immediate value. Set up mechanisms to track progress and gather feedback on these early initiatives.

Assess internal resources, identifying strengths and weaknesses within the team to address any skills gaps. Place importance on developing relationships—go beyond engagement. Get to know people, understand their context and background, as this will really help when it comes to tailoring approaches, developing trust, and collaborating effectively.

Regular communication with key stakeholders, both internal and external is vital during this period to ensure buy-in and support for new projects. Provide the necessary tools and resources for effective project management, set clear timelines, and ensure objectives are met.

Days 60-100: Reflecting and Forward Planning
As your assignment progresses, continually review and adjust strategies based on feedback and emerging challenges. Reflect on your own performance and measure success against your initial objectives. Be prepared for setbacks; they will test your adaptability and crisis management skills. Think about strategies for quick decision-making, maintaining team morale, and how to communicate effectively during a crisis. Flexibility and responsiveness are key.

Succession Planning
Plan ahead and implement changes that will be sustainable long after your assignment ends. This involves building capacity within the team, improving processes, and ensuring that new initiatives have a lasting impact. Mentor internal staff to ensure the council benefits from your skills and experience even after you’ve moved on. Identify potential successors and empower team members to take ownership of projects and initiatives, helping them grow into stronger practitioners. This will ensure a smooth transition when your contract ends.

Conclusion:
The first 100 days as an interim leader in local government are a whirlwind of activity, learning, and growth. This period is marked by intense efforts to understand, plan, implement, and adapt. The experiences and lessons from this time will lay a strong foundation for continued progress and succession planning, reaffirming your commitment to serving the council’s objectives. As you look ahead, focus on building on this foundation, fostering a more resilient, responsive, and thriving local government team.