How small charities can decide between an interim and permanent CEO

For many charities, when a CEO signals they’re leaving, the same question comes up:

Do we appoint an interim, or move straight to a permanent hire?

This is a strategic decision that dictates both operational continuity and the organisation’s trajectory and growth. For smaller charities, where leadership capacity and resources are more limited, this decision can shape the organisation more quickly and more visibly.

From my experience in supporting CEO appointments across small- and medium-sized charities, a few clear patterns have emerged.

Start with what your charity needs now

Boards often default to an interim appointment because it feels like the safest option, particularly in smaller organisations where capacity is already stretched. Interims can create breathing space, reduce immediate pressure and give boards time to reflect. But, the more useful question is:

“What does the organisation actually need right now?”

In some cases, an interim brings stability, while in others, particularly in smaller charities, it can delay decisions that the organisation is ready to make.

When to hire an interim CEO

This tends to be particularly relevant for smaller charities where internal systems or leadership capacity are still developing, as an interim CEO works best in situations of genuine uncertainty or instability, for example:

• If the board isn’t yet aligned on future direction, appointing permanently too early can set someone up to struggle
• Where significant change is ahead, such as mergers, restructures or funding shifts
• When governance, systems or senior leadership need strengthening first
• In situations where immediate, hands-on stabilisation is needed

In these scenarios, an interim CEO becomes a deliberate intervention, there to deliver a specific job.

When to hire a permanent CEO

Many charities default to an interim, even when they don’t need to. For smaller charities, a permanent CEO works well where:

• The board is broadly aligned on what success looks like
• There’s enough clarity to brief against, even if it isn’t perfect
• The organisation needs momentum rather than a pause
• There isn’t the capacity or budget for a longer, two-stage process

In these situations, delaying a permanent appointment can lead to losing momentum, increased costs and a longer leadership gap.

When a longer CEO recruitment process makes sense

A more traditional, longer search process is often the right approach where:

• The organisation is large or highly complex, with multiple stakeholder groups to engage
• The role itself is being redefined or significantly expanded
• There is a need to explore a wider or more international talent pool
• The board requires a high level of consultation and alignment throughout the process
• The appointment carries a higher level of reputational or operational risk

In these situations, taking more time is an important part of getting the decision right.

A faster approach to CEO recruitment

One of the main reasons boards choose an interim is the assumption that a permanent search will take too long, with a typical CEO process taking 10 to 12 weeks.

We’ve developed a different offer for smaller charities, where we’ve delivered permanent CEO appointments in around six weeks, without compromising on quality or inclusion.

For some smaller charities, particularly those with a clear brief and a need to move quickly, a more focused, time-bound approach can work well. We designed our Agile recruitment model specifically for charities that need to move quickly but still want a rigorous, values-led process:

• Week 1: Briefings, stakeholder alignment, candidate pack and microsite live
• Weeks 2-3: Targeted proactive search alongside focused advertising
• Week 4: Shortlisting and candidate engagement
• Week 5: First stage interviews
• Week 6: Final interviews and offer

Agile recruitment doesn’t replace traditional executive search, but it’s an alternative approach that works where the board is aligned on clarity, pace and intent.

How small charities can decide between an interim and a permanent CEO

For smaller charities, where leadership gaps are felt more immediately, this can change how boards approach the interim versus permanent decision.

The question becomes:

“Do we genuinely need an interim, or are we working to a timeline that may not reflect what’s possible for us?”

In some cases, charities can avoid interim costs and move more quickly toward a permanent appointment. It can also help maintain momentum and keep candidates engaged in the process.

Interims still have an important role, but should always be a conscious choice, rather than the starting point.

How to decide between an interim and permanent CEO

For smaller charities weighing up interim vs permanent, it can help to ask three simple questions:

1. Are we clear enough to brief and define success for a permanent CEO?
2. Do we need transformation or continuity in the next six months?
3. What is the financial, operational and cultural cost of delay?

If there’s enough clarity and the cost of delay is high, an agile permanent process may be the better option.

Finding the right CEO recruitment approach

No single answer works in every situation, but boards need a range of options to find the best fit for their circumstances.

Interim CEOs will always play an important role, but they aren’t the only way boards can manage a transition.

With a clear brief and a focused process, it’s possible to appoint a permanent CEO in a shorter timeframe than many boards expect.

If you’re navigating a CEO transition and weighing up your options, I’m happy to share what we’re seeing across the market and whether an Agile approach could work for you.