Leadership transitions are inevitable, but losing momentum during a changeover doesn’t have to take place. According to Kurt Kuebler and Tom Wallace of KOPPLIN KUEBLER & WALLACE, appointing an interim GM can be the smartest move a private club can make during a leadership change. While it may seem practical to appoint a high-performing department head or even have the club president step in temporarily, this approach can create lasting confusion in authority, strain internal relationships and derail accountability. However, a professional interim manager can maintain stability, ensure operational consistency and step away cleanly once a permanent hire is in place—all without any political baggage.
KK&W emphasizes that seasoned interim managers bring three critical advantages. First, they maintain clear lines of authority, preventing blurred reporting structures between staff and the board, which can be difficult to reset later. Second, interims offer valuable objectivity. With no long-term ties or personal agendas, they can provide honest assessments of governance practices, operations, and staffing—making necessary changes and identifying areas needing attention before a new GM arrives. Third, interims protect the momentum of the business. They prevent gaps in leadership from stretching staff too thin or causing the club to “pause and hold on” during the search, which can be a costly mistake at any time of the year.
Beyond maintaining operations, professional interims often act as a catalyst for positive change. They address lingering issues, remove red tape and reset expectations—giving the incoming GM a smoother runway and the freedom to lead without cleaning up inherited problems. “Interims can be the ones to make tough decisions that might otherwise burden a new GM, positioning the permanent leader for early success with a fresh start, fewer obstacles and less risk for upsetting members and staff with dramatic changes,” shared Wallace.
According to KK&W, interim leadership isn’t a placeholder—it’s a strategic investment. Though it may appear logical to leave a leadership role vacant during a search, the resulting loss of momentum can be costly. “When well-intended boards appoint a department head as interim GM, they rarely backfill that person’s original role, leaving them stretched thin trying to manage two jobs—and often doing both halfway,” said Kuebler. Worse yet, when an internal interim hopes to land the permanent role, objectivity and tough decisions can give way to self-preservation. “In those cases, progress stalls, and very little positive momentum is accomplished,” he added.
Hiring an interim who is likely a retired or seasoned expert for a GM, CFO, Executive Chef or Director of Golf, helps clubs safeguard culture, avoid disruption and protect long-term success. It’s a proactive choice that ensures the club doesn’t just survive a transition but rather uses it to strengthen its foundation and set the next leader up to thrive.
NOTABLE – August 2025