Close the Ranks, Widen the Lens

Hey friends,

It’s still March and our Hogs have not left the dance floor.  So, at least in the opening, I’m rollin’ with the sports imagery.  

Catch-up quick: 

BBall Hogs hire a legend of a coach to breathe life into a program that was actually still solid overall but had a bad year.  Doesn’t work early.  Injuries happen. Players left put together a late season run that propels us into the Tourney and now the Sweet 16. 

New Xs and Os, fewer Jimmys and Joes.  Increased effort, energy, effectiveness. Likely not the path for sustained success.

Team expands. Strategy solidifies.  Impact increases.

Some moments call for circle-the-wagons energy. Lock arms. Hold steady. Get small so you can move fast and move together.  

Other moments? They beg for a wider lens. A fresh set of eyes. Someone not already swimming in your water who can ask the right questions, spot the patterns, and tell you what’s working and what’s not—before it costs you your mission.

Great teams know how to do both. They close the ranks and invite in perspective. The trick is knowing which is needed when—and having the courage to act accordingly.

The Case for Closing the Ranks

In high-stakes moments, cohesion wins. You need trust.

Shared language. Unspoken rhythms.

It’s the only way to stay steady when the pressure turns up.

• Name the mission and keep it central

• Get everyone in the same room and on the same page

• Clarify roles, decisions, and deadlines

• Block out distractions (and sometimes, outside opinions) to protect momentum

There’s beauty in that kind of unity. And power. But left unchecked, it can lead to blind spots.

The Value of the Visitor

Sometimes we can’t see the picture because we’re in the frame. That’s when it’s time to bring in someone who isn’t already caught in the story.

Not forever. Not as a permanent fix.
But for a season—especially during times of transition, uncertainty, or scale.

An interim leader or embedded consultant can help you:

• See what’s working and what’s not (without internal politics)

• Build coalitions or trust that transcends silos

• Uncover quiet consensus or highlight missing voices

• Ask the uncomfortable (but necessary) questions

• Chart a path forward that reflects both urgency and sustainability

Cases in Point: Crisis to Clarity

Dress for Success Tampa Bay brought in consultant Naomi Hattaway as interim executive director after the sudden loss of their long-time leader. Her outsider lens helped the board see the value in pausing, assessing, and rebuilding governance structures instead of rushing to fill the seat. That breathing room? Priceless. It gave the organization time to heal and strengthen.

The Montgomery County Association for the Blind was bleeding resources and losing direction. An interim ED stepped in, revealed hard truths, and helped pivot the organization to a partnership model that kept their doors open and their mission alive.

JCC of Greater Boston used an interim COO to shepherd cultural and operational change during a massive consolidation. That outside voice brought credibility, objectivity, and the freedom to challenge long-held habits. The permanent hire stepped into a healthier system—because someone else had done the hard pruning.

Antarang Foundation in India tapped a strategic consultant to help them scale their impact. The consultants embedded themselves inside the team, facilitated emotionally charged conversations, and co-created a future vision. The result? Alignment, clarity, and a confident path to scale.

How to Know When It’s Time

Bringing in someone from the outside takes courage. It also takes intention.

Here’s when it might be time:

• You’re about to make a big change—or just did.

• A long-time leader has left and you’re unsure what’s next.

• You’re growing fast, but unsure what’s getting lost in the process.

• Things feel stuck, but no one internally can say why.

• You want to make sure your mission is still aligned with your methods.

You don’t always need a new hire. Sometimes you just need a truth-teller with no baggage and a temporary badge.

How to Make It Work

1. Define the mission. Are you seeking stability? Transformation? Coalition-building? Be clear.
2. Give them access. Trust comes from transparency. Let the outside leader see what’s really happening.
3. Protect their objectivity. Don’t make them choose sides. Let them name hard things.
4. Build a handoff. Their job is to set the stage. Yours is to carry the work forward.