We are delighted to share that Starfish Search has been recognised in the latest Institute of Interim Management (IIM) Survey.
The survey, based around insights from thousands of interim professionals each year, ranks providers and individuals based on peer feedback and experience.
The IIM – Institute of Interim Management Survey doesn’t just recognise firms, it also celebrates the individuals who go above and beyond to support interim careers with insight, empathy and action.
This year, our very own Lorraine Payne, Partner at Starfish Search, has once again been recognised as one of the UK’s top interim consultants, and has this year climbed to second place in the rankings.
This is a fantastic achievement both individually and professionally and we are proud to see Lorraine rise in the rankings year on year.
This year’s achievements reflect both continued progress and the strength of relationships Starfish has built across the interim community.
The IIM rankings are unique in that they are driven by responses from interim managers themselves, offering an authentic view of how providers perform across the market.
Catherine Kift, Director at Starfish Search comments:
“The result is a true reflection of our team’s hard work and the trust our candidates place in us every day. A huge thank you to everyone who has been part of this story, including our team, our clients, and our candidates.”
We recognise the vital role the survey plays in shaping understanding of the interim market. Each year, the survey explores key trends including demand, day rates, confidence levels and ways of working, helping to create a clearer, more informed picture of the sector.”
Lorraine Payne, Partner at Starfish Search, added:
“Being placed 2nd in this survey genuinely means the world to me. It fuels my desire to keep growing, to sharpen the insight I bring and deepen the support I give to clients and candidates alike. But this isn’t mine alone, the wider Starfish Search team deserve huge credit. We lead with collaboration and shared values, and moments like this remind me why that matters.”
The full results of the 2026 IIM Survey will be published soon.
The spring local elections have created a level of political volatility not previously seen in English local government. There are now more than 160 councils navigating no overall control, while leadership swing swept across authorities throughout the country with hundreds of newly elected councillors now entering governance roles with little or no prior experience. For council officers already operating under pressure, the question is broader than what the political implications may be – it’s also whether organisations have the leadership capacity and resilience to absorb such rapid change.
This is not an argument about party politics. In fact, a striking feature of this election cycle is that disruption has occurred across the political spectrum. Multiple parties lost leadership seats and longstanding administrations disappeared overnight. Many councils remain uncertain about coalition arrangements or governance structures weeks after polling day.
This scale of uncertainty matters because effective local government depends on delivery. Officers provide the organisational memory, stability and institutional expertise that allows services to function during periods of transition. When political change happens at this pace and so suddenly, the operational burden placed on officers increases significantly – and this presents a real risk to councils.
In many authorities, chief executives and senior leadership teams are now navigating environments where there is no settled administration and, in some cases, no clear indication of who will ultimately hold power. The practical implications have been felt immediately.
For officers accustomed to majority administrations, the shift to no overall control will change the nature of day-to-day leadership. Political management will become more complex and more time-consuming. Officers of course must maintain strict neutrality while working with multiple competing interests, and senior figures need to play a very straight bat as political dynamics become increasingly fragmented.
At the same time, councils are facing a sizeable induction challenge. Hundreds of newly elected councillors require support in understanding governance structures, constitutional processes, member conduct obligations, scrutiny arrangements and the practical realities of local authority decision-making. In some councils, the sheer volume of new members represents one of the largest collective onboarding exercises in recent memory: it’s no mean feat for officers and shouldn’t be underestimated.
What we see is this: experience matters considerably when authorities navigate major change. Councils with experienced political leadership are more likely to show relative stability in the face of electoral upheaval, while others with less experienced administrations may struggle to forge a path forward.
At a senior officer level, that reality may reshape recruitment priorities. Traditionally, local government recruitment has focused heavily on technical competence and organisational fit.. Today, political awareness, stakeholder management and leadership style are equally important, prompting a future change in the type of person appointed to senior roles and the way in which councils assess candidates interested in joining their organisations.
There are also emerging workforce questions that the sector cannot ignore. Political change inevitably affects organisational culture and staff confidence. Some officers may feel professionally energised by new administrations and fresh priorities. Others may experience uncertainty, particularly where incoming political leadership represents a sharp ideological departure from previous administrations, and perhaps from their own personal views.
This could create retention risks. Experienced officers with long local government careers may decide that prolonged instability is not something they wish to navigate. Equally, some career progression plans may be disrupted where leadership changes alter succession assumptions or organisational structures.
Whether this becomes a significant talent drain remains unclear, but it is a possibility that councils and their recruitment partners will need to monitor carefully.
Yet despite the uncertainty, there are important reasons to avoid overstatement. Many coalition administrations function effectively, and local government has historically shown considerable resilience during periods of political change. Equally, it remains too early to determine how new incoming councillors adapt to local authority life.
What is clear, however, is that the sector is entering a period where political complexity is likely to become more common rather than less. Fragmented electoral outcomes, shifting voter loyalties, and multi-party governance arrangements may increasingly define the operating environment for councils across the country.
If that proves true, then the conversation for local government leaders must move beyond electoral arithmetic alone. The bigger question may be whether councils have sufficiently invested in the officer capability, political acumen, and organisational resilience needed to operate effectively in an era of permanent uncertainty.
By Tim Farr, Starfish Search
We’re pleased to be partnering with Hanover Talent for a live webinar masterclass on 30th June.
Webinar: June 30th
13.00 -14.00
Starfish | Hanover Presents: Boardroom Bound: The Insider’s Guide to NED Interview Success
You’ve made the shortlist. Now it’s time to make the boardroom.
Landing a Non-Executive Director (NED) interview is a major milestone – but it’s also where many candidates stumble. Why? Because NED interviews aren’t about what you’ve done – they’re about how you think. You’re no longer being assessed on delivery or execution. You’re being evaluated on your ability to challenge, advise, and govern. That means showcasing strategic insight, independent judgement, and the ability to influence without authority.
If you’re feeling unsure about how to pivot from operational leader to board-level advisor, you’re not alone. Most candidates struggle to:
This free, live, online, one-hour masterclass is your roadmap to success.
Whether you’re aiming for your first NED role or stepping up to a more prestigious board, this session will give you the tools to stand out, speak with authority, and secure your seat at the table.
What You’ll Learn:
Whether you’re stepping into governance for the first time or aiming to expand your portfolio, this masterclass will give you the clarity, tools, and edge you need.
Please sign up here: https://us06web.zoom.us/webinar/register/WN_dCDfpDXARyGu462_usJUrg
In boardrooms across the UK and Europe, the profile of the leader remains relatively familiar. Yet the context in which they now lead is fundamentally different, with societal shifts having redefined what effective leadership looks like.