What if I discover the client's problems are bigger than what they hired me to solve?

This happens frequently and it's actually a good sign - it means you're doing proper diagnosis. This is how I approach this

1. Help them understand why the bigger issues need to be addressed first - explain what you’ve found

2. Agree a way forward

• Address the new problems within your current scope, removing lower priority outcomes
• Have a conversation about expanding your engagement scope
• Propose bringing in someone else with the right expertise alongside you (if you can’t solve this for them)

I always present this as an opportunity, not a problem: "Good news - I've identified the root cause of your challenges. Here's what we need to address to get you the results you want."

How do I handle resistance from internal teams who see me as a threat?

I find some resistance is normal and often indicates people care about the business. I usually try to address this head-on:

- Acknowledge their expertise and experience

- Involve them in solution development rather than imposing changes

- Make it clear you're there to make their jobs easier, not replace them

- Share credit generously when wins happen

- Be transparent about your temporary role and exit strategy

Remember you're not there to be popular - you're there to deliver results. But you can't deliver results without team buy-in.

What if I'm not seeing the results I promised in my proposal?

Firstly I usually go back to the diagnostic. Are you solving the right problems? Sometimes initial assumptions prove wrong and that's okay. Sometimes you might have new information that gives you fresh perspectives on root causes.

Second, communicate early and often. Don't wait until the monthly review to share concerns. If you're hitting roadblocks you need to address them immediately with your client.

I also try to focus on leading indicators, not just lagging indicators. For example you might not see revenue impact in month two, but you should see process improvements, team engagement or operational efficiency gains. Highlight these. 

How do I know when it's time to exit an engagement?

You might have taken on an engagement with a fixed end date. But sometimes fractional engagements are more open ended, but I think it’s the fractional exec’s responsibility to know when they should be leaving, even if the client’s happy and you’re earning what you want from the engagement.

There are several signals to look out for:

- You've solved the problems you were hired to address

- The client needs have evolved beyond your expertise

- The internal team can now handle the work independently

- Your role has become more operational than strategic

- Your attempts at contract renewal discussions aren't progressing

In my experience the best exits are planned from the beginning, even if that’s not a specific timeframe. Sometimes setting some criteria for when it’s time to leave is more effective - for example when a process is working better or when a team is functioning effectively.

Should I always say yes to additional requests from clients?

Absolutely not! Scope creep can be the enemy of profitable fractional work. But then you don’t want to be unhelpful or obtuse either. It’s a tricky line to walk.

I try to think about these questions when I get a new request from a fractional client:

1. Does it align with our original agreed objectives?

2. Can it be done within the existing time we have agreed?

3. Will it compromise your other priorities?

If any answer is no, I propose it as a separate project or suggest adjusting our current scope. Good clients respect boundaries and are happy to engage in these discussions. If they’re not willing to engage in a sensible conversation, I’d consider whether you want to do more work with them or not.