Some people view an interim leader as a stop gap between an outgoing revenue cycle leader and the next leader to fill the permanent role; someone to manage the day-to-day and maintain performance. We would contend that, in the Revenue Cycle space, interim leaders should also have the experience and skillsets needed to rapidly identify and execute changes to improve performance.  Despite the need for interims to drive value, many times interim revenue cycle leaders maintain performance at best. 

Below are a few ideas to get the most out of your choice for interim revenue cycle leadership:

Before bringing in an interim leader, ask the team:

  • What expertise would benefit the team?
  • What must be maintained or fixed to keep forward momentum?

Ask the right questions when talking with a potential interim leader:

  • What is their leadership style?
  • How do they engage staff to support initiatives?
  • Discuss their experience working with other departments to support revenue cycle initiatives
  • What does success look like in an interim leadership role?
  • Do they have experience transitioning initiatives to new leader mid-stream?

Outline an initiative-based work plan the interim leader is expected to manage forward throughout the contract:

  • Identify quick wins to demonstrate progress and gain buy-in
  • If an established initiative work plan is not available, set the expectation that a rapid assessment be completed in the area(s) they are over and tie progress to milestones in their contract

Set up a structure for success:

  • Note the metrics when the interim begins to monitor progress
  • Ensure metric monitoring is in place so you can course correct as necessary
  • Identify the executive who will regularly check in to ensure the interim’s progress

If you are in need of an interim revenue cycle leader or would like to discuss the approach outlined above, please contact Andrew Jacobsen at to discuss further.