Have you ever wondered what it takes to parachute into a company on the other side of the world and turn it around? Imagine navigating entirely new cultures, building trust from scratch, and making critical decisions far from home. In this episode, we're joined by Jonathan Selby, a international interim manager with two decades of experience, from the bustling factories of China to the nuanced family businesses of Italy. Jonathan pulls back the curtain on the unique challenges and immense rewards of global interim work, sharing invaluable insights on everything from cultural resilience to building unshakeable trust. If you're curious about a career that thrives on change, or simply want to understand the dynamics of international business, you won't want to miss this! Tune in to discover why Jonathan likens it to 'interim on steroids'..
Jonathan is an experienced international interim and chairman of The International Network of Interim Manager Associations. INIMA supports cross border collaboration to advance the Interim Management profession and facilitate the exchange of knowledge between Partner Associations. Jonathan has been an Interim for 20 years including assignments in China, USA, UK and Italy where he lives. Jon welcome to The Interim.
Jonathan emphasizes that international interim management is "normal interim on steroids" due to its faster pace, greater delegation, and the need for intense personal commitment. He highlights the critical importance of a strong personal network for securing assignments in markets like Italy, where direct provider channels are less effective. He stresses the need for interims to be project creation-oriented, defining the scope, progress, and handover of their assignments from the outset.
A significant portion of the discussion focuses on the cultural and personal challenges of international interim work. Jonathan outlines key personal attributes required: resilience, curiosity about different cultures, and a robust support network. He explains that international assignments demand excellent communication skills, the acceptance of greater delegation, and a wider range of responsibilities due to often limited local resources. Crucially, he advocates for a strong ethical compass, as international interims sometimes need to challenge corporate headquarters on behalf of the local entity. Practical personal considerations, such as managing increased leisure time, travel, and long weekends, are also discussed.
Specifically regarding working in China, Jonathan underscores the importance of being an excellent listener and understanding "what they don't say." He highlights the effectiveness of visual tools (like lean techniques) and the immense value of building trust and coaching local teams. Simple gestures, like allowing time off for Chinese New Year train bookings or improving canteen food quality, can drastically reduce turnover and foster dedication. He reflects on the difficulty of truly understanding another culture, humorously noting his 35 years of marriage to an Italian wife, yet still being surprised.
The conversation then shifts to the challenges of interim management in Italy and similar Southern European markets. Jonathan points out the smaller market size compared to Germany and the UK and its fragmentation, with typical clients being companies with fewer than 100 employees. Many Italian businesses are first or second-generation family-owned, meaning interims often deal directly with entrepreneurs who are more emotionally attached to people than investments. Jonathan observes a remarkable level of dedication and pride in work among Italian employees, often staying for decades even in non-meritocratic, family-run structures.
Jonathan concludes by advising aspiring international interims to assess their character, competenc
