We are considering appointing a board member as the interim executive? Is that a good idea?   Having a board member serve as the interim executive presents its own unique opportunities and challenges. While a board member may have intimate knowledge of the organization, typically s/he is not a nonprofit or association management professional. Boards of directors have a responsibility to provide oversight of executive management and many boards find it difficult to navigate the challenging dynamics created by having one of their own at the helm. This may create an unintended situation in which the board micromanages the interim executive or, conversely, abdicates its oversight function entirely. This dynamic may be difficult to undo, and it may negatively affect the organization and successor executive in the long run.

Board members serving in the executive role may be seen as having an inherent conflict of interest since they are also responsible for hiring and evaluating the performance of the chief executive. If a board member is considered for the interim executive position, the individual should recuse her or himself from the decision making process and immediately resign from the board. Additionally, board members may bring"baggage" with them in the form of pre-existing relationships or positions in other organziations and industries that may limit their effectiveness as the interim executive.

You might consider asking the following questions when thinking about asking a board member to serve as interim executive:

1. Is the person fully qualified and capable of being the executive of a nonprofit organization?
2. Does this person have the emotional intelligence to address the needs of staff during the transition and help them prepare for the arrival of the successor executive?
3. Can the organization weather the potential explicit or covert objections from its members, staff, or stakeholders?
4. Will this person be a candidate for the permanent position? What are the possible implications if s/he not selected? Are there other board members or staff interested in applying for the position? Will this temporary appointment be seen as favoring"one of their own?"
5. What are the unintended consequences of the relationship between the board member serving as the interim and the board? How will the board provide guidance and oversight to a peer as opposed to an employee?
6. Will the organization appropriately compensate this person during the interim period? If so, is the board prepared to have this information made public on the IRS form 990?
7. Most board members already have a full-time job and busy life. Can this person truly commit the time needed to attend to the organization's transition and management needs?
8. If this person does not live in the same city as the organization's headquarters, can the person manage the challenges of living in two places and the disruption it causes on their family or personal life?