Dear Reader,
I’ve been thinking a lot about the rise of fractional leadership. Traditionally, this model has thrived in startups, scale-ups, and private equity - where part-time CFOs, CTOs, or Operating Partners step in during key moments.
But as this recent HBR podcast explores, fractional leadership is now showing up in other spaces including mission-driven organisations. And I believe the social impact sector needs to pay attention.
Because when funding is tight but the stakes remain high, we can’t afford not to invest in talent. Fractional roles offer a powerful middle ground: senior expertise without permanent overhead.
The questions for our sector are real:
- Do enough experienced leaders actually want fractional roles?
- Where would you even find them? (We don’t yet have a true marketplace.)
- What’s the right structure - by time, deliverables, or outcomes?
- How do you manage boundaries in high-pressure environments?
In some countries, part-time or shared leadership is already the norm - Europe especially. Perhaps it’s time we explored how that might work more widely.
And here’s where it becomes more personal.
I’ve started asking myself if this might also be a path for ex-CEOs like me. Not just as interims to hold the fort, but as fractional partners - Chief Strategy Officers, Chief Clarity Officers, Operating Partners - supporting other leaders in deeper way than mentoring or advising for a few weeks or months.
The idea excites me: being embedded enough to share the camaraderie and drive of a team, while still having the freedom to work across multiple organisations. At the same time, I wonder if it’s simply a passing curiosity or something I should intentionally create.
I’ve joined a board recently, which I hope will meet some of that need to belong more deeply. But I’m still wrestling with the balance between depth and freedom, between independence and being “in it” with others.
I don’t have the answers. But I suspect I’m not alone.
So I’d love to hear from you:
Would you consider bringing in a fractional leader or becoming one?
And what might it take for this model to take a greater hold in our sector in more areas?
Warmly,
Liz
Strategic Advisor | Former CEO | Founder, Volante
Based in Kenya, available globally
