Name the interim manager
Decide whether a founder, internal manager or outside provider has the time and capability to do the job. Give that person explicit responsibility for seller meetings, pipeline, coaching and escalation. Tell the recruiter how the interim arrangement works so recruiting and current operations do not compete for ownership.
Keep a usable weekly record
Record important deal changes, seller commitments, coaching priorities and decisions needing leadership. Preserve the reason for a forecast change. Avoid turning the record into a transcript of every conversation. It should help the manager act and allow the next leader to understand the current situation without starting over.
Plan the handover before the hire starts
Agree on a transfer period and the records the incoming leader will receive. Walk through each seller and material opportunity, distinguish established facts from interim judgments and name unresolved questions. The new leader may choose a different approach; good continuity gives that choice an informed starting point.