{"id":4866,"date":"2016-06-21T19:52:04","date_gmt":"2016-06-21T23:52:04","guid":{"rendered":"https:\/\/capacitycanada.ca\/leader-for-hire-capacity-offers-short-term-help-for-long-term-gain\/"},"modified":"2025-06-12T12:50:06","modified_gmt":"2025-06-12T16:50:06","slug":"leader-for-hire-capacity-offers-short-term-help-for-long-term-gain","status":"publish","type":"post","link":"https:\/\/capacitycanada.ca\/fr\/leader-for-hire-capacity-offers-short-term-help-for-long-term-gain\/","title":{"rendered":"Leader for hire: Capacity offers short-term help for long-term gain"},"content":{"rendered":"

Look, it happens.<\/span><\/p>\n

Good leaders leave, sometimes suddenly, after a long, successful tenure.<\/span><\/p>\n

New opportunities, illness, a shift in the alignment of interests between the board and its chief executive \u2014 the reasons vary.<\/span><\/p>\n

It just pinches a bit more in the charitable not-for-profit sector. In Canada anyway, these tend to be small-to medium-sized outlets of abundant hope and good work. But they run lean, and finding somebody to step in for the short-term isn\u2019t usually as easy as getting the next-most-senior staffer to do it.<\/span><\/p>\n

And it looks <\/span>like<\/span> the problem will be around for some time. A study the Mowat Centre prepared for the Ontario Nonprofit Network<\/a> in 2013 found that 55 per cent of executive directors planned to leave within four years.<\/span><\/p>\n

That\u2019s a lot of disruption. Wouldn\u2019t it help if organizations could call in some interim support \u2014 somebody who has <\/span>successfully led several <\/span>not-for-profits and can give boards time to sort out the next-steps and recruit?<\/span><\/p>\n

\"Stephen

Capacity Canada has set up a new program with exactly that in mind. Stephen Swatridge, who led what became known as <\/span>KidsAbility<\/span><\/a> for many years<\/span>, has a new role as Capacity\u2019s executive-for-hire for short-term assignments.<\/span><\/p>\n

In April, Swatridge wrapped up <\/span>seven<\/span> months as interim chief executive officer <\/span>of Carizon<\/a>, while the board of the Kitchener-based multi-service agency carefully <\/span>and thoughtfully <\/span>recruited to fill the job permanently.<\/span><\/p>\n

Here\u2019s what he had to say about the value of interim leadership.<\/span><\/p>\n

When you left KidsAbility, you could have truly retired to focus on pastimes you love most. Hiking, for example. What\u2019s keeping you in the game?<\/b><\/span><\/p>\n

I don\u2019t think of it as retiring. I\u2019m looking for new challenges. I really enjoy the interplay of governance and strategy and leadership. I wanted to apply that knowledge <\/span>and my hard-earned experience<\/span> to other organizations.<\/span><\/p>\n

Before<\/span> I left <\/span>KidsAbility<\/span>, I sought out mentors who helped me make the transition. When we boiled it down, it was about following my passion and not being afraid to say no to things I don\u2019t want to do.<\/span><\/p>\n

The other thing is, I\u2019m not hung up on the title. I’m not limiting my role as an interim manager to the top job.<\/span> I\u2019m more interested in helping organizations be more effective and successful. That\u2019s the challenge that motivates me. <\/span><\/p>\n

What advantage does an organization get out of having an interim leader?<\/b><\/span><\/p>\n

Typically, a board feels rushed in replacing an executive director, and that often doesn\u2019t work out well. <\/span>Also, organizational needs change and the skills of a new leader are often different from the past leader. <\/span>An interim person allows a board to pause, step back and ask what it should be looking for in a leader <\/span>for the future<\/span>.<\/span><\/p>\n

Somebody signing on for the interim <\/span>has seasoned expertise as well as <\/span>fresh eyes and perspective to look after the day-to-day processes. The board then focuses on what the future should look like, and the leadership it needs to get it there.<\/span><\/p>\n

As an interim person, you also can be more candid with the board without worrying about long-term relationships. You work with staff to deal with operational concerns so the new leader comes into a neat, well-run organization.<\/span><\/p>\n

I didn\u2019t work alone \u2014 I counted on <\/span>Carizon<\/span> staff to help me understand issues and the people behind them. I prefer a team approach rather than just one perspective on things.<\/span><\/p>\n

What\u2019s one key thing you did to prepare for your assignment?<\/b><\/span><\/p>\n

You have to make it clear that you are there in a transitional role. It has a beginning and an end, and you don\u2019t lose sight of that. At the end of my time at <\/span>Carizon<\/span>, I received an invitation to an event. I was going to go, then I thought: \u2018They have a new leader. It\u2019s time to disconnect.’<\/span><\/p>\n

After investing your time on a temporary basis, how do you unplug?<\/b><\/span><\/p>\n

In my case, it was a process of sharing my observations and perspectives with the new chief executive officer. When I felt confident that I had done that, it was time to back out the door.<\/span><\/p>\n

What advice do you have for organizations preparing for a change in leadership?<\/b><\/span><\/p>\n

First, take a deep breath. There are some great leaders around. L<\/span>ook carefully for a new leader whose skills align with your agency\u2019s values and culture.<\/span><\/p>\n

\u2022 Have a thoughtful, blunt conversation at the board level about what the organization would like to have in a new leader. Then form a subcommittee to lead the recruitment process<\/span>.<\/span><\/p>\n

\u2022 Get some outside help \u2014 external advisors \u2014 in the recruitment process. It gives the board access to a far greater pool of candidates, and takes out the tendency to solicit board members for ideas about who might fill the role.<\/span><\/p>\n

\u2022 Finally, boards should take their time, and check out candidates from a number of perspectives. Talk to other leaders, including those within the organization, about the qualities needed for leadership success.<\/span><\/p>\n

To find out more, contact Cathy Brothers, Capacity Canada\u2019s chief executive officer, at cathy@capacitycanada.ca.<\/i><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Look, it happens. Good leaders leave, sometimes suddenly, after a long, successful tenure. New opportunities, illness, a shift in the alignment of interests between the board and its chief executive \u2014 the reasons vary. It just pinches a bit more in the charitable not-for-profit sector. In Canada anyway, these tend to be small-to medium-sized outlets […]<\/p>\n","protected":false},"author":1,"featured_media":317,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[85],"tags":[],"dipi_cpt_category":[],"class_list":["post-4866","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"yoast_head":"\nLeader for hire: Capacity offers short-term help for long-term gain - Capacity Canada<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/capacitycanada.ca\/leader-for-hire-capacity-offers-short-term-help-for-long-term-gain\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Leader for hire: Capacity offers short-term help for long-term gain\" \/>\n<meta property=\"og:description\" content=\"Look, it happens. Good leaders leave, sometimes suddenly, after a long, successful tenure. New opportunities, illness, a shift in the alignment of interests between the board and its chief executive \u2014 the reasons vary. It just pinches a bit more in the charitable not-for-profit sector. 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