Having worked as a fractional executive since 2023 and knowing a lot of fractional execs too, I’ve seen seven mistakes that people make when it comes to delivering client value. I’m sharing these with you so you can think about them as you create your fractional value framework. They’re things that can derail your client relationship and make your life more difficult than it needs to be - I should know - I've tripped up on a fair few of these myself.

Mistake 1: Starting without a clear diagnostic process

Too many fractionals jump straight into "fixing" things without understanding the real problems. You end up solving the wrong issues while the actual pain points fester. 

I once spent several weeks optimising a resourcing process only to discover the real problem was poor project definition in the sales process - something I would have found in a lot earlier with proper diagnosis.

Mistake 2: Trying to do too much

This one is my biggest achilles heel. I am almost always too ambitious in my sales process about the extent of what I can achieve and how quickly I can do it.

New fractionals often try to fix everything at once to prove their value. This leads to scattered effort, overwhelmed teams and diluted impact. Remember: you're there to solve specific problems, not transform the entire business overnight. And every company you work with has a finite amount of change they can absorb at any one time - it’s better to land fewer things effectively than overwhelm them with change that doesn’t stick.

Mistake 3: The wrong communication cadence

Without structured communication, clients can lose confidence quickly. I've seen fractionals do excellent work but get let go because the client felt "in the dark" about progress. In fractional work, perception often matters more than reality.

It’s also important to think about who you’re communicating with. While one person might be your direct client - the person who’s hired you - there might be other people who you need to think about your communications with who are influential in shaping perception of you as a fractional in that business.

Mistake 4: Not documenting your impact

If you can't clearly articulate the value you've delivered, neither can your client. This makes renewals difficult and referrals unlikely. That means you need to track and communicate your wins consistently.

By doing this as you go along - and linking it back to the commitments you made in your proposal and your fractional value framework - you can create a clear record of the difference you’ve made, helping your client feel confident and happy in the decision they made to hire you.

Mistake 5: Avoiding difficult conversations

In my experience fractionals who only deliver good news don't last long. Your clients need honest feedback about what's not working, even if it's uncomfortable for them personally. Sugar-coating problems doesn't solve them and solving problems is what you’re there to do.

Developing the skills to have difficult conversations sensitively and with confidence is core to becoming a successful fractional executive.

Mistake 6: Working in the business instead of on it

I love the distinction between working in the business and working in it. Getting pulled into day-to-day execution is the fastest way to become an expensive employee rather than a strategic asset as a fractional. Most of the time your job is to build systems and capabilities, not become a permanent sticking plaster. And if you need to lean into the business day-to-day to help in a crisis, that might be the right short term thing, but do it clearly, with agreement from your client and have a clear way of getting back onto your fractional mission as soon as you can. 

Mistake 7: No clear exit strategy

This one depends on the type of fractional engagement you’re working on. If it’s one where success means you leaving - for example if you’re replaced by a full-time permanent hire as the business is growing.

In this context you have to work themselves out of a job by building sustainable systems and capabilities. If your client still needs you after 12 months for the same issues, then you haven't delivered transformational value. So having a clear plan where you achieve an exit and difference you’ve made is sustained is really important.

Those are the big seven mistakes that fractional executives tend to make in how they deliver value for their clients. In the next lesson I’m going to introduce you to the fractional value framework as a tool to help you steer clear of these mistakes.