We are scaling fast and need high-level expertise, but we cannot afford full-time salaries. If we bring on fractional executives, how do we integrate them into our Accountability Chart and Level 10 Meetings without confusing our full-time staff?

Question

Tyler Smith · Accepted Answer

Bringing on fractional leaders is an excellent way to scale, but only if they are fully integrated into your EOS structure. A fractional executive cannot just be a consultant who sits on the sidelines. They must own a seat on your Accountability Chart. This means they are fully responsible for the five major roles of that seat and are held accountable for its metrics and Rocks. To make this work, your full-time staff must see the fractional leader as a real manager. They must run their department's weekly Level 10 Meetings and manage their direct reports just like any full-time leader would. The fractional executive must also participate in your leadership team's weekly Level 10 Meeting. Do not excuse them from these sessions just because they are part-time. If they cannot commit to the weekly rhythm, they should not be in that seat. By defining their accountability clearly on the chart and keeping them in the communication loop, you eliminate any confusion about who is making the decisions. This structure allows you to leverage top-tier talent while maintaining absolute organizational alignment.