the fractional executive

I just read another piece about the "magic" of fractional leadership, and I noticed pretty quickly the article just glossed over the impact of the actual work. What really got me was the matrix included in the article.

This matrix categorized all non-employee roles by their own, relatively textbook definitions of each role. Then, using those definitions, compared fractional execs to contractors, freelancers, advisors, and consultants, based on how they believe each of those roles fits into businesses -- there was no overlap. Ultimately, it seemed the matrix was built by the author's defined impact and projected value-add.

When I started HRnB Consulting, I developed how I would speak about the work I wanted to do, fine-tuned how I described the arrangements I wanted to engage in, and focused on the company size and industries I wanted to be a resource for.

Within the last two years, clients and prospective clients started referring to engagements with me as “fractional”. Honestly, I never had a title or label preference. Call me what you want - I’m just happy to be at your party :)

Then I got annoyed. "Fractional” started showing up all over the place, and this style of arrangement started to feel diluted.

Fractional work can be incredibly powerful. It's also nuanced, complex, and requires more than just showing up part-time. It's a strategic dance of building genuine relationships, delivering razor-sharp, tangible value, and constantly evolving your own skillset.

The most valuable fractional executives are partners who can rapidly diagnose organizational needs and create a meaningful impact on a shorter-than-average timeline.

Behind the scenes:

• Past work whispers louder than any pitch

• Every engagement is a chance to prove unique value

• Trust is the critical foundation

• Business development is a full-time job regardless of bandwidth

For startups and SMBs struggling to access high-level, strategic expertise -- imagine bringing decades of experience into your business without the financial impact of a full-time executive. The real value lies in strategic expertise that transforms operations and brings that experience directly into your business, precisely when and how you need it.

Perhaps the emphasis needs to be on flexible rather than siloing "fractional".

I have never met with a potential client and insisted on a specific engagement or title, and I never will. Contractor, consigliere, consultant, insert next buzzy name here - the scope of work, expectations, level of output, and mutually developed agreement are the drivers.

Ignore the labels, matrices, and evolving, trendy references that do not capture the work or value. Fractional opportunities aren't just temporary slots that need to be filled. When executed well, they create a long-lasting impact. 

Even if you’re just curious about working with an external HR/People Ops practitioner, reach out! It all starts with a conversation :)