The Engagement Phase (Phase 1)

The first phase of the Professional Interim Leadership process is called Engagement. It is the foundation for everything that follows.

Most organizations rush through this phase. The pressure to act is real. A CFO has left. There are deadlines, decisions, and stakeholders waiting. The instinct is to get someone in the seat as quickly as possible to handle the critical issues.

That urgency is understandable. It is also where organizations unintentionally limit the value an interim leader can deliver.

Engagement is where we slow the pace just enough to get the relationship right. When this phase is handled intentionally, it creates clarity, trust, and momentum. When it is rushed or treated as transactional, even the strongest interim leader will struggle to deliver their full impact.

At a high level, hiring an interim leader looks similar to hiring for a permanent role. There is a job description. Candidates perform due diligence. Interviews are conducted. An offer is made. The selected candidate is onboarded.

The difference is not in the steps themselves. It is in the details.

Designing the Interim Role for Change, Not Continuity

An interim job description should not be a recycled version of the permanent role. It should be tightly focused on change management and the specific outcomes the organization needs during the interim period. This is not about maintaining the status quo. It is about stabilizing, strengthening, and preparing the organization for its next phase of leadership.

From the interim candidate’s perspective, due diligence goes beyond reviewing financials and organizational charts. I spend time understanding why the organization is experiencing a leadership change in the first place. Was the departure voluntary or involuntary? Was it sudden or planned? Was it driven by performance, retirement, or an unexpected event?

The context matters. It shapes the scope of work, the pace of change, and the level of sensitivity required in the role.

I recommend two interviews for an interim leadership position.  While this is shorter than a typical permanent hiring process, it can feel counterintuitive at first. I am asking organizations to slow down and be more intentional, while also streamlining the interview process.

The reason is simple. You are not hiring a permanent replacement. You are hiring a change agent. Someone who will deliver a defined set of objectives within a specific time frame and help position the organization to hire the right permanent leader.

The first interview focuses on grounding both sides in background, priorities, and expectations. This is where we establish mutual understanding of the organization’s needs, the authority of the role, and the success criteria for the engagement.

The second interview is where the engagement becomes concrete. I draft a proposed work plan outlining how the assignment should be structured and sequenced. We review that plan together to confirm alignment on goals, process, and timing. This step is critical. It ensures that both parties are aligned not just on what needs to happen, but on how the work will be done.

Setting the Tone From Day One

The offer itself should clearly outline compensation, expectations, and the anticipated timeframe of the engagement. For most interim CFO roles, I recommend planning for nine to twelve months. That window allows enough time to assess, plan, align, transform, and transition without rushing decisions or sacrificing sustainability.

The Engagement phase does not end with a signed agreement.

The interim’s first day needs to be intentionally orchestrated to send the right message to the organization. When I am hired, I ask the CEO’s introduction to include four things.

First, why the organization chose an interim leader rather than hiring immediately. Second, why I was selected for the role. Third, the goals identified for my assignment. And finally, a clear request for everyone’s participation in the upcoming assessment process.

That introduction sets expectations, establishes authority, and reinforces that this engagement is purposeful and structured.

Engagement sets the tone for the entire interim period. If the foundation is strong, the remaining phases build naturally. If it is weak or rushed, the rest of the process will struggle no matter how capable the interim leader is.

Interim leadership is not about filling a gap. It is about using a defined period of transition to strengthen the organization for what comes next.

If you are preparing for a CFO transition or considering interim leadership, the Engagement phase is where the value is either created or constrained.  A short, upfront conversation can help you assess whether your organization is setting this phase up intentionally.

If your organization is considering an interim CFO, or if you want to be more intentional about how you approach leadership transitions, this phase deserves deliberate attention.