Nice problems

Last December, we held a meeting for Interim Managers in Barcelona. The truth is that attendance was massive, and the space was too small. Anyway, nice problems...

I'll be honest: when they congratulated me on organizing the event, I was surprised... and it made me smile. It's actually very simple: surround yourself with top-quality professionals—and if they also have differing points of view, even better—and have partners who are truly committed.

From there, it's smooth sailing to explain the advantages of Interim & Fractional Management and the breath of fresh air that these modalities bring to organizations.

I'm not exaggerating when I say that we could have spent hours listening, asking questions, and exchanging opinions with the guests. It was truly a luxury that none of us wanted to end... even though we knew it had to.

Conclusion: we all wanted more. Well, another nice problem.

This makes me think that working as an Interim Manager must have something like this: as a result of your actions, if problems arise, let them be nice ones. Breaking stock due to high demand, paying the maximum bonus for achieving objectives, seeking financing because growth is ahead of initial plans...

There's a lot of this: coming in, contributing, moving, questioning, validating. And if problems arise after you've left, let them be good ones. The kind that speak of growth, of decisions that move things forward, and of organizations that spring into action.

Because it's not about avoiding problems, but about making sure they're worth it.

A very Interim attitude, by the way.