I have served in interim roles since April and I have interviewed a dozen CEOs about what helps a transition land well. A solid search selects the leader. The interim choice determines how quickly that leader can lead.

Four common transition paths

1. Following a sitting CEO who is retiring.
   This path often comes with strong emotions and legacy attachments. Overlap beyond a few days can blur authority for staff and the board. The outgoing CEO should step aside quickly and be available for a few targeted conversations.
2. Following an internal interim who does not seek the role.
   This person stepped up for the good of the organization. They know the culture and they do not have candidacy baggage. This approach supports a smooth handoff.
3. Following an internal interim who wanted the role.
   This scenario is the most fraught with issues. The new CEO may inherit a disappointed would-be successor on the leadership team. Some leaders move past it and partner well. Too often it leads to tension or a senior departure.
4. Following an external interim CEO.
   This option creates a clean slate. External interims focus on documentation, decision clarity, and a structured handoff. They bring no internal baggage and help the organization shift into a new cadence.

What the evidence from leaders suggests

There are two models that show the best odds for speed and stability, either an internal interim who never sought the permanent role keeps attention on the mission or an external interim CEO provides a neutral bridge and a crisp process. Both choices reduce politics and let the new leader set direction early.

Boards often think that overlap with the outgoing CEO is beneficial, but an overlap that is more than a few days slows momentum for the new CEO and confuses lines of authority. An internal interim who wanted the job can pull focus toward internal power dynamics when the new CEO needs strong internal backing and the chance to learn without biases.

What effective boards do

• Pick an interim model that supports clear authority for the incoming CEO.
• Limit overlap and script any joint appearances.
• Give the interim explicit decision rights and communicate them to staff.
• Ensure essential materials and context are organized before day one.

For incoming CEOs

Ask who served as interim and whether they were a candidate. Confirm that the outgoing CEO has stepped back. Request the core documents and context you need before your Day One.

Bottom line: The search chooses the leader. The interim choice determines the runway. Treat the interim decision as a quiet power move that accelerates the first ninety days.

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