What I Notice in the First 30 Days as an Interim Development Leader
The first morning of an interim role has its own kind of quiet. The desk has been cleared, the passwords only half work, and everyone is a little curious about who you are and how long you'll stay.
I've stepped into development offices during transitions many times, and I've come to treasure that first month. An interim leader sees an organization the way a visitor sees a new city: before the familiar has turned invisible. Here are five things I notice almost every time.
1. The donor database tells two stories.
One is the official story: gift totals, giving levels, campaign codes. The other lives in the notes field or, more often, in someone's head. The most important relationships usually sit with one or two people rather than in the system. When a development director leaves, that knowledge walks out the door with them. My first task is often simply asking, "Who should I call, and what do they care about?" and writing the answers down.
2. Someone on staff is doing a job that has no name.
There's almost always a program coordinator who quietly writes the best grant language, or a long-serving operations manager whom major donors adore. These colleagues carry real fundraising work without the title or the credit. Recognizing them, and building on what they already do well, is one of the fastest ways to steady a team.
3. The board is waiting to be asked.
Board members often pull back during a staff transition. They aren't indifferent; they're unsure of their role and don't want to overstep. A clear, specific request ("Would you host a small breakfast for five donors in November?") usually brings them back faster than any retreat or pep talk.
4. Unspoken assumptions are running the calendar.
"We always hold the gala in May." "That foundation never funds operations." "Our donors don't read email." Some of these are true. Many are simply old. An outsider can genuinely ask "Why?" without bruising anyone, and the answers are often illuminating.
5. The case for support is stronger than people think.
Teams in transition tend to undersell themselves. They're tired and morale may be suffering. The team is focused on what's missing. Yet when I sit with program staff and listen to what happens in the work, I hear stories that would move any donor. The mission hasn't changed. It just needs someone to tell it again with confidence. I love bringing these stories to new and existing audiences.
What this means for organizations in transition
A gap in leadership carries real risk, and it also offers a rare chance to see your fundraising with fresh eyes. If you're between development leaders, a few questions are worth asking now:
Where does donor knowledge actually live, and is it written down?
Who on staff is already doing development work without the title?
Which of our "rules" have we never tested?
An interim leader's job is bigger than keeping the seat warm. The real measure is what remains after you leave: better systems, a more confident team, and a clearer path for whoever comes next.
If your organization is navigating a transition, I'd be glad to compare notes.
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