On paper, the interim role can look like a golden ticket: a fast track to the C-suite, a chance to prove one’s mettle, and instant résumé credibility. It offers exposure to full P&L responsibility, access to the board, and the ability to shape the organization during a pivotal moment. What’s more, internal and external candidates have an equal shot at making the gig permanent, with 20% of each group ultimately keeping the role, Challenger’s data shows.
The risks are less glamorous. Interim CEOs often inherit crises without the authority to enact sweeping change. They’re accountable for results, but key decisions may still rest with the board or a hands-on owner. The built-in expiration date can also leave them politically exposed if they’re passed over for the permanent spot, and the intensity of high-stakes transitions makes burnout a constant threat. Many don’t last long enough to leave a mark: At WeWork, Artie Minson and Sebastian Gunningham shared interim CEO duties after Adam Neumann’s ouster, but neither secured the top job, and both exited within months once a successor was named.
For executives considering an interim role offer, the question is whether the position is a genuine springboard or simply a high-stakes temp job. The smartest way to decide, executive recruiters say, is to run it through three filters:
If the answers lean heavily toward “yes,” the interim title could be a career accelerant. If not, it may be wiser to hold out for a role with permanence and real decision-making power.
