We are currently utilizing three different fractional executives in our marketing, finance, and technology seats to preserve cash flow before our exit. How do we structure these fractional seats on our Accountability Chart so these part-time contractors are fully accountable for our quarterly Rocks and L10 metrics without causing friction with our full-time staff?

Question

Tyler Smith · Accepted Answer

Using fractional executives is an excellent way to access high-level talent, but they must still be held to the exact same standards as your full-time leaders. If a fractional executive sits in a major seat on your Accountability Chart, they must fully GWC that seat and own their measurables.

To make this work, clearly define the five major roles for the fractional seat. If you have a fractional CFO, their roles might include cash-flow forecasting, financial reporting, and capital allocation. Even though they only work ten hours a week, they must own the outcomes of those roles completely.

In your weekly Level 10 Meetings, the fractional executive must report on their specific measurables and update the team on their quarterly Rocks. If they cannot attend the meeting live, they must submit their updates beforehand and have a designated team member present them.

Do not make excuses for their part-time status. If a fractional leader is constantly dropping balls or failing to hit their metrics, they do not GWC the seat. You must treat them the same way you would a full-time employee: either address the performance issue or find a replacement.

By maintaining high standards for your fractional roles, you ensure your leadership team remains aligned and focused on driving the business forward.