Lessons Learned: From Traditional Corporate to Fractional Executive

Jul 24

The biggest mistake I made as a new fractional executive? Trying to fit into a traditional corporate mold.

After interviewing hundreds of fractionals, I have found that for many of them transitioning into the role of a fractional executive was one of the most exciting yet challenging moves of their career.

The idea of bringing your expertise to multiple companies, driving impactful changes, and enjoying a flexible work schedule can be incredibly appealing. However, those first couple of months in transition are almost always a point of struggle for Fractional Executives.

Here are four key mistakes I learned about from interviews, and my own experience, in going from a traditional corporate to a Fractional Executive career path.

1. Embracing a New Mindset

Coming from a traditional corporate environment, I was used to the structure, hierarchy, and routine that defined my day-to-day work life. My first mistake as a fractional executive was trying to replicate this structure across different organizations. I quickly realized that each company had its unique culture, challenges, and needs, which required a more adaptable and dynamic approach.

Fractional executives need to be flexible and open-minded. Each organization you work with will have its own set of processes, goals, and dynamics. Instead of imposing a one-size-fits-all approach, successful fractional executives listen, observe, and tailor their strategies to fit the specific context of each business. This adaptability is key to driving meaningful change and delivering value.

2. The Importance of Communication

In a traditional corporate role, communication channels, and protocols are often well-established. As a fractional executive, you might find yourself in a different environment every few days or weeks, working with teams that have unique ways of communicating. Initially, I struggled with setting boundaries and adapting to these varying communication styles and apps, which led to inefficiencies.

I learned that effective communication is paramount in fractional roles. It’s essential to establish clear lines of communication, set expectations, and be proactive in seeking feedback. Regular check-ins, transparent reporting, and active listening can bridge the gap between you and the teams you work with, ensuring everyone is aligned and working towards the same goals.

3. Building Trust and Relationships

One of the biggest challenges as a new fractional executive can be building trust and relationships quickly. In a traditional role, you have the luxury of time to build rapport and establish your credibility. As a fractional executive, time is often limited, and you need to make a positive impact swiftly.

I realized that being authentic, transparent, and consistently delivering results were crucial in gaining the trust of the teams and leadership I worked with. It’s important to demonstrate your commitment to the company’s success and show that you’re not just a temporary consultant but a dedicated partner invested in their growth.

4. Balancing Multiple Commitments

Another mistake Fractional Executives make is underestimating the complexity of managing multiple commitments simultaneously. Juggling different projects, timelines, and expectations across several organizations can be overwhelming if not managed properly. At different points in my career, I have found myself stretched too thin by scope creep - which ultimately affects productivity and quality of service.

Time management and prioritization are critical skills for any fractional executive. I learned to set clear boundaries, delegate tasks when possible, and use tools and systems to keep track of my responsibilities. It’s also important to communicate your availability and limits to each organization to avoid overcommitting and underdelivering.

Transitioning from a traditional corporate role to a fractional executive position has a steep learning curve, but the lessons we've learned along the way are invaluable.

Being a fractional executive is not just about providing expertise; it’s about being a flexible, dynamic, and innovative leader who can make a real impact on multiple organizations. By embracing these lessons, I’ve been able to thrive in my fractional roles and help businesses achieve their goals.

If you’re considering a transition to fractional work, remember that success lies in your ability to adapt, connect, and deliver value in a variety of contexts.