Unlock the power of fractional roles in leadership and growth. Learn when they work best and why strong leadership is key to their success.
Read time: 5.38 minutes.
What's in store for today?
- Fractional Roles: Fixing Leadership, Not Just Marketing
Hey {{first_name}},
A discussion on fractional leadership roles in our Metronomics Coaching Community caught my attention in our this past week.
This edition of Emerge Insights is a little longer than usual, but relevant if you're considering putting a fractional leader into a Senior Leadership Team (SLT) role.
Here's the original question posed by fellow coach Peter Oxley...
I am dealing with a few clients in the $5M revenue range who have fractional roles (mostly CFOs and Heads of Marketing) but this could apply to any function.
These fractional resources are not able to join the Daily Huddles and sometimes unable to commit to Weekly Meetings on a regular basis due to their fractional contract.
This is inherently challenging when a Company Priority or a Company Widget is owned by this Fractional resource.
How have you handled this with your clients? Any suggestions?
In my seven years as a fractional CMO, I've been brought into numerous companies under the assumption that I would be the silver bullet—the solution to their marketing woes that would magically generate leads and accelerate growth. However, I've learned that the real issues often run much deeper, rooted not in marketing but in leadership and organizational dysfunction.
The Common Scenario: Quick Fixes Over Sustainable Growth
Many businesses are looking for a short-term fix, especially those gearing up for an exit. The founder or CEO wants to boost the company's value quickly, hoping that a new marketing strategy or sales push will do the trick.
But here's the sad truth: these efforts will likely fall flat without a solid Foundation for Growth.
Core problems I've observed...
- Lack of Core Purpose and Mission: Many companies lack a clear purpose, mission, or strategic plan. They’re chasing opportunities left and right without a North Star.
- Absence of a Senior Leadership Team: The owner often tries to do it all, resulting in a lack of execution and accountability across the business.
- Situational Unawareness: Little is understood about the company’s actual position in the market, and decision-making is reactive rather than strategic.
- Short-Term Mindset: The focus is on immediate results rather than building a healthy, scalable business.
Fractional Roles: Not the Panacea, But a Powerful Tool When Used Correctly
Fractional roles, like a fractional CMO, certainly have their place. They bring specialized expertise that can be crucial for growth. But—and this is a big but—they are not a substitute for solid leadership and a well-functioning organization.
Bringing in a fractional executive to solve deep-rooted problems without addressing the underlying issues is like putting a band-aid on a broken bone.
In my experience, the results in these situations are often mediocre.
Why?
Because the problem isn't just about marketing or sales; it's about leadership.
The Real Issue: Leadership, Not Marketing...
When I step into a role where the business lacks direction, where the owner is spread too thin, and where there's no coherent strategy, my effectiveness as a fractional CMO (or that of any fractional leader) is severely limited.
Marketing initiatives, no matter how brilliant, cannot compensate for a lack of leadership and vision.
However, Fractional Roles Can Shine in the Right Context
While there are significant challenges with relying on fractional roles to solve deep-seated issues, there are also scenarios where fractional roles can be incredibly effective and deliver significant value to a business.
1. Tackling Specific, High-Impact Projects Fractional roles excel when they are brought in to focus on specific, well-defined projects that require specialized expertise. This approach ensures that the fractional leader can make a substantial impact without needing to integrate fully into the day-to-day operations of the business.
Example from My Experience: I’ve served as a fractional CMO for companies looking to execute complex, high-stakes projects, such as the multi-million dollar launch of a new brand into a new geographic region. In these cases, I participated in the SLT meetings to provide strategic guidance but was not responsible for the overall role.
The Sales and Marketing Director maintained accountability while I brought experience and insight to the table, helping the team navigate the complexities of the launch.
(Image: Developing a Go-To-Market Strategy for Halo by Orthene in Minneapolis.)
2. Supporting and Coaching Internal Leadership Another scenario where fractional roles work well is when there is a need to support and coach existing leaders. This allows the business to develop its internal talent while benefiting from the experience and strategic vision of the fractional executive.
Example from My Experience: When my business grew to $10 million, $15 million, and then $20 million, I relied heavily on a financial controller. However, an unexpected $750K tax bill highlighted the need for more sophisticated financial oversight.
I brought in a fractional CFO to get things in order while my financial controller continued in her LT role. The fractional CFO provided the guidance and expertise we needed to avoid such pitfalls in the future, complementing the existing team rather than replacing it.
3. Providing Strategic Input in Uncertain Times During periods of uncertainty—whether due to market shifts, economic downturns, or organizational changes—having access to high-level strategic input can be crucial. Fractional executives can offer an external perspective and deep expertise that helps steer the company through turbulent times.
Example from My Experience: In uncertain market conditions, I’ve been hired as a fractional CMO to help businesses reevaluate their marketing strategies, prioritize initiatives, and ensure they’re making data-driven decisions. This strategic input has been invaluable for companies adapting quickly to changing circumstances.
When Fractional Roles Don’t Work: The Pitfalls
While fractional roles can be highly effective in the scenarios above, they are not a cure-all. They are less effective when:
- The Problem Is Too Broad: If the issue is a general one, like "we need more leads," without a clear strategy or direction, a fractional role may struggle to deliver results. These broad, undefined challenges often point to deeper leadership or organizational issues that must be addressed first.
- There’s No Clear Ownership: Fractional roles should complement, not replace, existing leadership. If there’s no clear ownership or accountability within the company, the impact of a fractional role will be limited.
- The Mindset Is Short-Term: If the business is looking for a quick fix rather than investing in long-term growth and stability, a fractional role might only offer temporary relief rather than sustainable solutions.
The Right Role at the Right Time
Fractional roles can bring immense value to a business when used strategically. They work best when the business has a specific need or project that requires expert input, or when internal leaders need coaching to scale their efforts.
However, they should be seen as a supplement to, not a replacement for, strong leadership and a clear strategy.
For business owners and entrepreneurs considering fractional roles, the key is to ensure that your house is in order first. With a strong foundation, fractional executives can provide the expertise and guidance needed to take your business to the next level.
But without that foundation, their impact will be limited, and you may find yourself addressing symptoms rather than solving the root cause of your challenges.
One quote to start the week strong
Keep showing up. 99% of success is just showing up. In fact, most success is just persistence.
- Kevin Kelly from the book Excellent Advice for Living.
Too often, we give up too soon, hoping for a magic wand to spark growth. But the truth is, 99% of success comes from just showing up. There’s no shortcut—real progress requires a solid strategy and the persistence to execute it together daily as a team.
When I first transitioned to full-time coaching, my goal was to become the best Business Team Coach. To get there, I focused on coaching my ass off at every opportunity.
When I started on LinkedIn, I didn’t aim for thousands of followers. My goal was simply to show up and bring value every day.
When you start anything, it’s not about the outcomes—it’s about focusing on the most important thing: SHOWING UP.
Have a great week!
- Jean
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