Debunking Common Fears of First-Time Interim Executives
This article was contributed by Anthony McKay, Head of Interim Management
After numerous conversations with executives considering a transition into an interim executive role, I wanted to address some of the more common fears for first-time interims. Making the move to interim management can feel daunting, but understanding the realities and opportunities of this career path is the first step to embracing it confidently. Interim roles are not just stopgaps; they are a chance to make a measurable impact, broaden your experience, and accelerate professional growth.
“I won’t have job security.”
Interim work is, by nature, temporary, but demand remains consistently strong across various industries. Organisations increasingly rely on interim leaders to navigate periods of change, manage complex projects, and fill critical gaps. Many first-time interims discover they are rarely “between roles” for long, and some even earn more across a year than in a permanent role. Security comes from reputation, network and delivery – not a single employer. Building a strong professional brand and maintaining robust relationships can make interim work feel surprisingly stable.
“I’ll be treated like an outsider.”
Interim executives are hired because of expertise and neutrality. Far from being sidelined, they are often given quicker access to decision-makers and the freedom to cut through politics. Being “outside the system” can be an advantage when delivering results. This impartial perspective allows interims to identify issues and solutions that entrenched teams might overlook. It’s a position of influence, not isolation.
“I won’t know the business well enough.”
Companies bring in interims for their transferable skills – leading change, stabilising teams, driving transformation. You don’t need decades in their sector, you need the ability to assess quickly, ask sharp questions and act decisively. Fresh perspective is part of the value. Being new to the organisation can actually accelerate innovation and help challenge outdated practices with objectivity and clarity.
“I’ll struggle to build authority fast.”
Interim roles are scoped for speed. Stakeholders expect you to take charge and make an impact early. The authority comes from the mandate you are there to deliver, not to play long-term politics. Successful interims often build credibility within weeks by focusing on visible wins. Clear communication, early successes, and consistent delivery are the fastest paths to earning trust and influence.
“I’ll damage my career path.”
Interim experience signals agility, resilience and breadth of leadership – qualities increasingly valued at Board-level. Many executives go back to permanent roles later, bringing sharper skills and richer experience. Interim work can enhance, not hinder, career capital. Employers and boards often see interim experience as evidence of a leader’s capability to handle high-pressure situations with minimal guidance.
“I’ll be on my own.”
While you are independent, you are far from alone. Networks of interim executives, specialist agencies and peer groups provide support, referrals and mentoring. Many interims find the community more collaborative than the corporate world. Engaging with these networks not only provides guidance but also creates opportunities for continuous learning and professional growth.
Embrace Impact, Independence, and Growth in Interim Leadership
Most fears about becoming an interim stem from comparing it to permanent executive life. The truth is that interim work plays to a different set of strengths, independence, speed and results. Once the first assignment is completed successfully, confidence replaces doubt.
For those willing to embrace flexibility, autonomy, and impact-driven work, interim management is not just a career option; it’s a chance to transform organisations and elevate your own professional journey.
Learn more about interim leadership opportunities here, or get in touch with Anthony McKay to start the conversation.