When "Acting" Roles Last Too Long: How to Have the Conversation Your Team Member Deserves

Their email signature still says "Acting Children's Director."

It's been fourteen months.

They lead the volunteer meetings, manage the budget, supervise the assistant, and handle the Sunday morning problems that pop up every single week. Everyone in the church knows they're responsible for the ministry.

But when the conversation turns to their title, compensation, or future? The answer is still, "We're figuring that out."

Imagine trying to lead confidently under those conditions.

If you're a church leader or pastor, you've likely either been in this situation yourself or have someone on your team who's living it right now. Today, let's talk about temporary appointments that continue long after the church should have had an honest conversation about what comes next.

When Interim Becomes Indefinite

Let me be clear from the start: acting and interim roles can be genuinely helpful. A staff member leaves unexpectedly, someone steps in to fill the gap, and the church gets the time it needs to make a thoughtful, prayerful decision about the future.

Some interim assignments are intentionally lengthy—and that's okay. When the person understands the purpose, agrees to the terms, and knows how the process will work, these arrangements can serve everyone well.

The trouble starts when leadership and the person doing the job have different understandings of the arrangement.

You think you're keeping your options open.

They think they're demonstrating that they deserve the permanent position.

Neither of you says that clearly. So the months keep passing, and the expectations keep growing on both sides. The tension builds. The uncertainty eats away at their confidence. And your silence—even if unintentional—speaks louder than you realize.

Three Conversations You Need to Have

1. Tell Them What Their Appointment Actually Means

This is the foundational conversation, and it's non-negotiable. Your team member needs to know exactly where they stand.

Are they a candidate for the permanent role? Are they providing leadership while you search for someone else? Or are you still deciding what kind of position the church actually needs?

Here's the thing: all three of those scenarios are valid. Someone can willingly and even joyfully serve in any of them. But they need accurate information to make that choice for themselves and their family.

If they believe they're being considered for the permanent position and you've already decided otherwise, they deserve to hear that truth. It might be a difficult conversation, but it's far kinder than allowing them to invest months of emotional energy into a future that doesn't exist.

And if you are evaluating them for the permanent role, explain what you're looking for. "Let's see how it goes" gives a person virtually no direction. Tell them what successful leadership would look like, where they're already doing well, and what concerns or growth areas remain.

Otherwise, you're asking them to pass a test without showing them the questions.

2. Address the Responsibilities They're Carrying Right Now

A decision about their permanent future may still be ahead. But their current workload? That's already here, today.

If they're supervising staff, managing a budget, and leading a ministry area, have you given them the actual authority to do those things? Or do they have to keep returning to someone else for approval because they're "only acting"?

This puts a person in an incredibly difficult position. They're accountable for results, but they can't make the decisions needed to produce them. It undermines their leadership in front of volunteers and other staff members. And it's frankly unfair.

The compensation conversation matters here too, and I know this can be sensitive. But ask yourself: what would we budget if we brought in someone else from the outside to do this same work? Then look honestly at the current arrangement.

Yes, there may be legitimate differences in experience, scope, or hours that affect compensation. But explain those differences rather than allowing the temporary title to end the discussion before it begins.

Ask what support they need. A raise may be appropriate. So might training, coaching, administrative help, or simply a clearer set of priorities so they know what to focus on first.

The goal here is straightforward: make the assignment reasonable while the person is actually doing it, whether that's for one month or six months.

3. Put a Decision Process on the Calendar

You don't have to promise a permanent appointment today. You do need to explain who will decide, what steps remain, and when the person can expect an answer.

Don't leave them in limbo.

If you've already missed a date that you mentioned when you first gave this person the temporary role, acknowledge it directly. Try something like: "We said we would revisit this in June, and we didn't. That left you waiting, and I'm genuinely sorry. We need to address it now."

Then give them a timeline you actually intend to honor. Put it on your calendar. Set a reminder. Treat it as seriously as you would a meeting with your biggest donor or your denominational leader.

Sometimes circumstances require more time—I get it. Ministry is unpredictable. When that happens, have the conversation before the deadline passes, not after. Explain the reason, review the arrangement together, and set the next date.

But here's the harder truth: repeated extensions should prompt a more serious question. What is preventing us from making this decision?

It might be a budget issue. It could be uncertainty about what you actually need in this role. Maybe it's uncertainty about this person's performance or readiness. Or perhaps there's disagreement among your elders or leadership team.

Each one of those scenarios requires attention and action. Keeping "acting" in an email signature will not resolve any of them.

Your Practical Step This Week

If you have anyone in an interim or acting appointment on your team right now, here's what I want you to do:

Write down three things:

1. When the arrangement began
2. What you believe the person understands about the situation
3. What decision still needs to be made

Then, in the next 30 days, meet with that person and establish a clear path forward.

That might mean making a permanent appointment. It might mean continuing with a properly defined interim assignment. It might mean beginning a search process (if you're not already in one), or it might mean changing the role entirely based on what you've learned.

Whatever the outcome, give them the honest conversation and clear terms they deserve.

Remember: this person stepped into an uncertain situation to help you and the church. They're doing you a solid. Make sure your leadership gives them enough clarity to make thoughtful decisions about their own future and calling.

You're Not Alone in This

These conversations aren't easy. I know that. There's a reason many church leaders avoid them—we don't want to disappoint someone, we're not sure what the right answer is yet, or we're waiting for some mythical "perfect clarity" that never quite arrives.

But your team members need your leadership more than they need your caution. They need clarity more than they need your carefully preserved options.

"They claim to know God, but by their actions they deny him." — Titus 1:16

We say we value our staff. We say we care about their growth and their families. Let's make sure our actions back that up.

If you need help navigating a difficult staffing transition, or if you'd like to talk through a situation you're facing with an interim role on your team, I'd be honored to help. You can reach out to me anytime at podcast@chemistrystaffing.com.

Whether you need coaching through a tough conversation, help with a search process, or just a listening ear—we're here for you.

What's your experience with interim roles? Have you been on either side of this situation? I'd love to hear your story. Send me your thoughts at podcast@chemistrystaffing.com.