Interim leadership and organisational health for charities
Calm leadership for clear direction
Being a trustee is a serious responsibility, and most trustees carry it as volunteers, alongside everything else in their lives. When a chief executive leaves, or the board senses that something isn’t right but can’t yet see what, that responsibility can feel very heavy.
I work alongside chairs and boards to understand what is really happening inside the organisation, agree what matters most, and provide the senior leadership needed to bring calm and move forward with confidence.
- A clear, independent understanding of your charity’s position, so the board can make decisions with confidence rather than on partial information.
- Actions in order of priority, so what needs attention now is separated from what can be planned for later.
- A well-prepared handover, so your next chief executive can begin leading from their first day, rather than spending their first months discovering what they have inherited.
“There is a strong foundation for the permanent CEO, and the handover has been made seamless for trustees and staff alike.”
Chair, medium-sized charity (£1m turnover)
Creating measurable impact across the charitable sector
£36.7 million
National Lottery-funded early childhood programme, led to a purposeful, well-managed close
8,000+
Children and families reached through that programme
£500,000+
New grant funding secured as Interim Chief Executive of Maggs Day Centre
25 years
Experience across the NHS, civil service, local government and the charitable sector
10 years
Research into self-awareness and leadership, including a doctorate (DBA)
When boards get in touch
Situations where I can help
Boards usually contact me at a moment of uncertainty, rather than with a clear brief. It might be that:
- your chief executive is leaving, has left, or is away on extended leave, and the organisation needs calm leadership in the meantime
- the board would value an independent picture of how the organisation is really doing
- there are concerns about finance, fundraising, governance, safeguarding or compliance, and the board doesn’t yet have enough visibility to judge how serious they are
- a restructure, the end of a major funding stream or a redesign of services is on the horizon
- you have a capable chief executive who would benefit from experienced senior support through a demanding period
If any of these feel familiar, a conversation is a good place to start. There is no obligation, and it will help you think through your options.
The outcome that matters most
A future-ready organisation
A period of interim leadership is often seen as cover: someone to hold things steady until the permanent appointment is made. I see it differently. The measure of a good interim is the organisation they hand on.
When a leadership gap isn’t actively managed, the board can find itself recruiting while the organisation drifts. The new chief executive then spends much of their first six months uncovering problems and responding to them, rather than leading.
When it is managed well, the incoming chief executive inherits:
- a clear understanding of the organisation, its strengths and its risks
- known risks, with a plan for addressing them in order of priority
- a board with good visibility, able to govern with confidence
- action plans that staff helped to shape and feel ownership of
- relationships with funders, commissioners and partners maintained throughout
Permanent leaders start a project with the end in mind. Interim leaders end an assignment with the start in mind.
Meeting your charity’s needs
Five ways to work together
Each option is complete in itself, and the board keeps the written findings whatever it decides. You can choose the option that best fits your situation, or combine them as your needs change. Many boards find the free Charity Assurance Review a helpful place to begin.
Option 1 · Knowing
Free Charity Assurance Review
A free online review of ten areas of organisational health. A chair, trustee or senior leader can complete it in around fifteen minutes, on their own or with the board, and receive a confidential report straight away.
Option 2 · Knowing
Organisational Health Diagnostic
A focused, independent review of a specific area of concern, with an initial assessment of the risks, their likely causes and the immediate priorities.
Option 3 · Knowing
Organisational Review and Action Plan
A deeper review across the whole organisation, including leadership, people, structure, finance, governance and performance, and how each affects the others. It concludes with a prioritised action plan setting out what needs to happen now, next and later, who is responsible, and what the board should receive to maintain oversight.
Option 4 · Stabilising and delivering
Transformation Partner
Experienced senior support for your chief executive or board through a period of significant change, while your existing leadership stays in place.
Option 5 · Stabilising and delivering
Interim Chief Executive
Accountable senior leadership to stabilise the organisation, rebuild confidence and prepare well for the permanent appointment.
How I work
The Knowing Organisations Approach
Knowing Self Knowing Others begins with understanding: of yourself, of the people around you and, in this work, of the organisation as a whole. Whatever the size of the assignment, I follow the same calm, structured approach, so the board always knows what stage we have reached and what it will receive. Throughout, the work is guided by my values of care, respect, creativity and learning.
Phase 1
Knowing
Engagement
I meet the chair, trustees, leadership team, staff and key partners to understand what they see, what concerns them and where information is missing.
Evidence review
I review the organisation’s structure, finance, governance, performance, fundraising, people and compliance.
Phase 2
Stabilising
Diagnosis
I look for where issues that appear separate are in fact linked, distinguish symptoms from their underlying causes, and bring any hidden risks into view.
Prioritisation
I separate what is urgent from what can be phased, so the board is never left holding an unmanageable list.
Phase 3
Delivering
Action planning
I turn the findings into a practical, prioritised plan that staff help to shape and the board can oversee.
Implementation
Where the board wishes, I support or lead delivery of the plan, and prepare the organisation for its next leader.
Open & transparent assessment and feedback
My commitment to you
- Every piece of work has a clearly agreed scope, and you only commit to more if the evidence supports it.
- If I don’t believe your charity needs interim leadership, I’ll tell you honestly.
- I take on a limited number of assignments at any one time, and difficult findings are always handled with discretion and care.
What chairs have said
In their words
“They invested in understanding what the board was concerned by, grasped our expectations, and absolutely delivered.
Their ability to understand the financial position of the organisation, the people challenges, manage constructive stakeholder relationships, and engage positively internally and externally have been exemplary.
There is a strong foundation for the permanent CEO, and the handover has been made seamless for trustees and staff alike. The new CEO has been very complimentary about the process of joining the organisation.”
Chair, medium-sized charity (£1m turnover)
ABOUT
Dr Nia D Thomas
I have more than 25 years’ experience across the NHS, the civil service, local government and the charitable sector, most recently as Interim Chief Executive of Maggs Day Centre and Director of A Better Start Southend.
I work with charity boards and senior leaders at moments of change, bringing calm, practical leadership and an honest, independent view. My doctorate in self-awareness and leadership underpins everything I do.
Planning for cost
Planning for the cost of support
I know boards need to plan and budget carefully, and that every pound of charitable funds matters. Enter your chief executive’s salary to see a comparable interim day rate.
The Charity Assurance Review is always free.
Equivalent day rate
An independent leader is paid only for the days they work, and covers their own holiday, pension and National Insurance. This is a guide for budgeting, not a quote.
Questions trustees often ask
Your questions answered
From whether you need outside support to how quickly I can start, these are honest answers to the questions boards ask most often.
We aren’t sure we need outside support.
That’s entirely understandable. The Charity Assurance Review is free and places you under no obligation, and it will help the board decide whether further support would be useful. Sometimes a different perspective can help to build stronger foundations and move things forward.
We are a small charity. Is this suitable for us?
Yes. Good governance and leadership should always be proportionate to the organisation, balanced with the requirements the Charity Commission and other regulators place on all charities. My experience across small and large organisations helps me judge what genuinely matters for yours, and what doesn’t.
Do you need experience in our particular cause?
An interim chief executive needs strong experience across governance, finance, people and fundraising. My work has spanned homelessness, early years, maternity safety and national policy, and an independent view often sees what those closest to the organisation have come to accept. At this point, you don’t need a specialty expert, you need a leadership expert.
How quickly can you start?
It depends on my current commitments. If I am not already on assignment, it is not unusual to start within four to six weeks, and I will always be clear about my availability in our first conversation.
We only need part-time support. Is that possible?
Yes. Assignments can be anything from one to four days a week, depending on your needs and budget. If your chief executive is in post but would benefit from experienced support, the Transformation Partner option may be a better fit.
Would you apply for the permanent role?
No. My role as interim chief executive is to stabilise the organisation and prepare it well for its permanent leader. Not applying for the post keeps my advice to the board independent and ensures everybody knows where they stand. It’s important that staff have clarity on this as well as the board.
How do you support staff through uncertainty?
Staff are kept informed, listened to and involved in shaping the plans that affect them. Stability for staff is one of the first priorities of any assignment, and inclusive practice is really important to me, so I use different ways to communicate with staff regularly, such as weekly reflection emails, meetings every other month and engagement in board meetings.
What if you find problems we cannot afford to put right?
Identifying a risk doesn’t mean everything has to be resolved immediately. Urgent matters are addressed first, and everything else is planned realistically, within the resources you have. It’s better to know the problem and plan for it than keep it hidden and deal with it when you’re in crisis. I work on a ‘no shocks and surprises’ basis.
What if something sensitive comes to light?
It is far better for the board to learn of it first, with the opportunity to respond properly, than to hear of it from a regulator, a funder or the press. Sensitive matters are always handled with discretion, urgent matters are prioritised, and difficult conversations are approached carefully and compassionately.
Is your approach quite academic?
I am very practical in my approach and generally think of myself as a ‘pracademic’ rather than an academic. What I do is charity leadership, and how I do it is through self-aware leadership. What and how work together to create my approach. My learning has impacted how I work with people and develop an inclusive culture.
Getting in touch
Let’s talk about what your board is facing
If you would find it helpful to talk through your situation in confidence, please email me. A first conversation usually takes around thirty minutes, and by the end of it you will have a clearer sense of your options, whether or not you decide to work with me.
info@ksko.co.uk
I will reply within one working day to arrange a time to speak. If they are available, it can be useful to have your most recent accounts and board papers to hand.
“The interim leader is leaving the organisation in terms of governance, partnerships, and our people in a far better place.”
Chair, medium-sized charity (£1m turnover)