The author spent years in central-office administration, most recently in an interim position. Some interim administrators simply see themselves as placeholders until the real deal is hired, giving the organization the opportunity to coast. There are others who see themselves as change agents and cannot wait to undo or redo what their predecessor has done. They tend to disregard the history and bulldoze over sentimentality in their quest to shake up the organization. Some believe it is better for an interim in education leadership to make dramatic changes so the eventual new hire does not get blamed for unpopular decisions. Others believe that is problematic because the interim leader making the changes does not have to live with the consequences of what was enacted, so it may not be so well thought out or optimal for the long-term health of the organization. Interim church leaders are trained to be careful with change, yet not to overlook opportunities for improved organizational health. What is unfortunate is the lack of a template, or set of best practices, to guide the role of interim education leaders and provide guidance for those defining the assignment. Churches and schools are two different types of social institutions, and practice is not easily transferred from one to the other. In this article, the author discusses what this clergy model can teach the nation's public schools. The systemic process for hiring interim church leadership can shed light on a desirable course for school districts when vacancies arise.