The Real Difference Between an Interim CEO and a CEO Coach or Mentor
In conversation with management teams and investors, I often hear the terms Interim CEO and CEO Coach used interchangeably. While both roles support business leaders, the nature of that support, the authority behind it, and the outcomes expected are markedly different. Understanding this distinction matters, especially during periods of transition or stress, when making the right appointment can directly impact the future trajectory of the business.
“To build a strong team, you must see someone else’s strength as a complement to your weakness and not a threat to your position or authority.”
This quote captures the spirit of both roles, but the path each one takes to strengthen a leadership team is entirely different.
The Role and Mandate
An Interim CEO steps into the top seat and assumes full operational and strategic control. Their remit is clear: stabilise performance, reset priorities, and lead the business through whatever challenge it is facing. They are often brought in during periods of instability, such as after a CEO departure, during a restructuring process, or ahead of a sale or investment.
A CEO Coach or Mentor supports the incumbent CEO, helping them reflect, develop, and refine their leadership approach. They offer a sounding board for complex decisions, challenge thinking, and draw on their experience to help the CEO grow. They do not lead the business; instead, they help the leader lead better.
Authority and Action
The distinction here is fundamental. An Interim CEO carries delegated authority, typically from the board or investors. They are accountable for results, make executive decisions, and steer the business day to day.
A coach or mentor has no formal authority. Their value lies in their ability to influence through insight, trust, and perspective. They support reflection, not action, and are not responsible for business outcomes.
Timescale and Intensity
Interim CEO appointments are typically intense and time-bound. Engagements often last between three and twelve months, and the pace is fast. Objectives are clearly defined, and success is measured in commercial terms, cash flow improvement, leadership stabilisation, or the achievement of a key milestone.
A CEO coaching or mentoring relationship unfolds over a longer horizon. It may last years, and the cadence is usually lighter, monthly or quarterly sessions, often held off-site or over video. The value builds cumulatively, supporting the leader’s long-term development.
Focus and Expertise
Interim CEOs are experienced operators, often with multiple leadership roles behind them. They are accustomed to complexity, ambiguity, and urgency. They know how to read a P&L, reset a plan, and engage stakeholders under pressure. Their strength is in execution.
CEO Coaches and Mentors bring a different lens. Many come from leadership development, psychology, or executive coaching backgrounds. They may have led businesses, but their primary focus is behaviour, mindset, and interpersonal dynamics. Their strength lies in helping leaders become more reflective and effective in how they show up.
When a Coach Falls Short
There are situations where coaching alone is not enough. If a business is in crisis, if performance has deteriorated significantly, or if key stakeholders are losing confidence, a coach cannot step in and take charge. The business needs a leader, someone to act, decide, and be accountable.
This distinction becomes especially clear during moments of operational stress or board-level breakdowns. In Chairing the Board When the Wheels Are Coming Off, I explore a real-world scenario where the priority was not personal development, but stabilising leadership, calming the board, and rebuilding direction. It was a situation where an Interim CEO, not a coach, was the right answer.
Signs a Business Needs an Interim CEO
Some of the most common triggers include:
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The unexpected departure or long-term absence of a CEO
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A merger or acquisition requiring strong transitional leadership
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A period of underperformance needing urgent action
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Pressure from investors for increased accountability or improved execution
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A pre-sale phase where investor confidence hinges on operational grip
In these scenarios, the business needs someone to lead decisively and immediately. This is not the time for subtle nudges or long-term development plans.
Where Coaches and Mentors Shine
Coaches and mentors are invaluable when:
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A CEO is taking on a significantly larger remit
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The business is performing well, but leadership wants to go further
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There is a need to improve emotional intelligence, communication, or decision-making habits
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The board wants to invest in leadership development as part of succession planning
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The CEO is dealing with complex interpersonal or team dynamics
These are often the scenarios where reflection, space, and personal growth become priorities. In Chairing the Board When the Wheels Are Coming Off, I also touch on the importance of leaders knowing when to pause, think, and choose a calmer path, something coaching relationships are uniquely positioned to support.
Can These Roles Work Together?
Yes, and in some situations, they should. For example, a business might appoint an Interim CEO during a period of instability, while also arranging coaching support for other executives preparing for the next stage of leadership. Similarly, once a permanent CEO is appointed following an interim phase, ongoing coaching can support their transition.
The key is clarity. Each role must have a defined purpose and be resourced appropriately. Confusion over mandate can create tension and undermine progress.
Common Misconceptions
“An Interim CEO is just a stopgap.”
Not true. A skilled Interim CEO does far more than keep the seat warm. They set direction, deliver outcomes, and often leave the business in stronger shape than they found it.
“Coaching is only for underperforming leaders.”
Quite the opposite. Many of the best leaders actively seek coaching. It’s a sign of self-awareness, not weakness.
“We don’t need an Interim CEO because the team can hold the fort.”
In theory, yes. In practice, leadership vacuums create drift. Decisions stall. Accountability blurs. An interim brings focus and pace when it matters most.
A Final Thought
I have worked both as an Interim CEO and as a coach to CEOs. I’ve also been in the room when the wrong choice was made, and the cost, in time, morale, and credibility was high.
This is not a matter of semantics. It is a strategic decision. One role leads. The other supports. If your business is unclear on which it needs, the better question to ask might be:
Do we need advice, or do we need action?
If you’re reflecting on that question, you may find further insight in the From the Touchline leadership series. These grounded, behind-the-scenes reflections tackle the real dynamics that shape leadership under pressure, whether that means stepping in, stepping back, or stepping up.
About the Author
Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.
