We are a fast-growing company preparing for an exit and have hired several fractional executives to sit on our leadership team, but they are not fully committed and our full-time leaders are starting to resent them. How do we integrate fractional leaders into our Accountability Chart and team dynamic?

Question

Tyler Smith · Accepted Answer

Fractional executives can provide high-level expertise when you cannot yet afford a full-time hire, but they can easily create friction if they are not integrated properly. To prevent resentment, you must treat your fractional leaders like full-time members of your team.

First, put them on the Accountability Chart. They must own a specific seat with clear, measurable roles, just like everyone else. They cannot just act as advisors; they must be fully responsible for the outcomes of their department.

Second, hold them to the same standards as your full-time leaders. They must attend your weekly Level 10 Meeting, own their quarterly Rocks, and report on their scorecard metrics. If they only show up occasionally, your full-time team will naturally resent their lack of commitment.

Third, ensure they GWC their seat. Even though they are part-time, they must completely Get, Want, and have the Capacity to do the job. If they do not have the capacity to be fully present during their allocated hours, they are in the wrong seat.

Finally, address any resentment head-on using the IDS process. Let your full-time leaders express their frustrations and work together to find a solution. By setting clear expectations and holding everyone to the same high standards of accountability, you can successfully leverage fractional talent to accelerate your exit readiness.