Congratulations! You’ve been made Interim
When I look at my LinkedIn connections, I see many talented professionals working as interim. I, myself, was in that situation for 18 months almost 20 years ago and can relate to the excitement of being trusted and chosen to serve, all the while knowing the position wasn’t really mine (yet).
There is always pressure to prove ourselves when we accept a new position, but even more so, when so much is at stake! Nobody wants to work exceptionally hard for months or even years, only to be given the boot when someone else is perceived to be a better fit. In my particular case, I had quit a position at one college to be interim at another college, so not being chosen for the permanent position would have left me unemployed. Yikes! I did get the permanent position (story for another time) but I remember how stressful it was.
If you’re reading this, you – or someone important to you – is currently in an interim position. Please take a moment to appreciate that your hard work has been recognized and rewarded. I wish you luck in getting the permanent position but instead of hoping for a good outcome, I invite you to be intentional about what to do and not do, to increase your chances of being selected.
Things you SHOULD NOT DO include
Not asking clarifying questions. No matter how smart and experienced you are, you are not a mind-reader. You should have a pretty good idea of what is required of your new position, but it’s important to ask (especially your supervisor) about priorities, culture, and how success will be defined. Some executives hold the false belief that “they should already know”. You should have an opinion, yes, but you can’t assume that your boss has the exact same opinion. Verify!
Being too humble. With your new title may come a higher status, a seat on the Executive Leadership Team, and more power and authority than you had before. If you look overly intimidated or if you imply that you are not ready or worthy, you will unknowingly plant a seed in other people’s minds that they should doubt you because you doubt yourself.
Being too confident. Being confident is an important quality to have in higher ed. leadership because it makes it easier for people to trust that they are in good hands. However, if you over-do it, you risk making false assumptions, making decisions without consulting with people who should be consulted, not paying attention to feedback, making mistakes, and hurting professional relationships.
Letting people use you for their own agenda. Some people will see a change in leadership as an opportunity to get what they couldn’t get before. Listen to what they have to say, but make sure to get more information on the subject because you can’t agree to a significant change before learning the history and implications.
Being reactive. It’s essential to be clear on values and priorities, and manage people and projects effectively. You can’t afford to be overly emotional when something unwanted happens. You can’t spend your days putting off fires. Be strategic in everything you say and do. If you start off on the wrong foot, it will be harder to correct the negative first impression you made, so please be highly intentional. And remember that being intentional means more effective, not being manipulative.
Things you SHOULD DO include
Take time to get to know people, their role, their accomplishments, and their challenges. One-on-one meetings are time consuming but bring such a wealth of information! You will also learn about personalities and workstyles. Let me warn you, some people will show up unprepared and unsure about what they want you to know. Some will turn the meeting into a complaining session. Some will be afraid because they are insecure. And some will be overly prepared and may leave you with a huge binder full of details you will never read. Regardless, don’t skip that step. Be accessible. Listen and learn.
Make sure to have healthy boundaries too. When anyone starts a new job, naturally, there will be a learning curve and long hours in the beginning. But be highly discerning in how your time is spent and make sure it’s not wasted. Some people are too self-centered to pause and ask themselves if they are asking too much from you, so you will have to remain in control of your time allocation.
Do I need to mention the obvious? Do a good job! Check in regularly with your supervisor to make sure you’re on track. Seek useful feedback.
Remember to be visible. Doing a great job is essential, but it’s also important for people to know that you are doing a good job. “The work speaks for itself” isn’t always true. Obviously, don’t brag; don’t put the attention on yourself, but go out of your way to bring visibility to your team or department’s accomplishments. Become a good storyteller. Show your value by speaking of facts and events rather than praising yourself. That’s uncomfortable for many people but it’s an essential skill to develop. It will be useful not only when it’s time to interview for the permanent position, but every time that you’ll need support.
Prioritize professional relationships. Most things in higher education require collaboration, so use your interpersonal skills to foster effective communication, motivation, engagement, and job satisfaction. Be highly sensitive to anything related to diversity, equity, inclusion, and belonging. Remember to lead by example and demonstrate what you expect from others. People will judge you based on what you do, not what you say they should do.
If you would like to work with me on developing further your leadership skills, please click here to schedule a complimentary call with me and discuss how I can help you get to the next level.
Next week I will share interview tips to increase your chances of getting the permanent position, so make sure to read my next blog, subscribe to my e-newsletter, and follow me on LinkedIn.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.