Have you heard of 'fractional leadership'?
It's a relatively new term but a growing movement that's making inroads for organisations that need an experienced leader to fill a gap and drive results.
Personally, the fractional model strongly resonates with me and is increasingly part of what I do to meet client needs in the not-for-profit and NGO sector.
It's particularly useful when it comes to resolving common challenges such as insufficient resources to execute the policy and advocacy agenda and limited access to experienced policy staff.
Under the model, a 'fractional leader' generally steps in on a part-time basis at a senior level with direct accountability for outcomes. The Fractional Leadership Alliance describes the role as providing both strategic oversight and driving business impact.
It's a cost-effective way for organisations to access senior expertise for a specific period of time. It has the added benefit of providing flexibility when it comes to time commitment at a fraction of the cost.
For example, I have worked as a 'fractional leader' by being embedded within organisations to lead the development and execution of a policy and advocacy strategy. This involved working alongside their team to consult on key member issues, conducting comprehensive research, and collaborating with the Board to establish strategic advocacy priorities.
Within a relatively short period of time I was able to create an advocacy strategy with full support from members and the board.
The feedback from my clients, including Healthcare Financial Management Association (HFMA) President Murray Brown (below), shows how the model can work.
"Shanthi's experience and engagement with HFMA has added real value to our research platform by spending the time to integrate closely with the team and engaging meaningfully with our members."
"Her efforts to understand our members needs have ensured the output is relevant, effective and will add long term meaningful value to the organisation and wider health finance sector."
It's incredibly rewarding to hear this and I'm very grateful to work with such amazing clients!
I've also found that there are other ways the 'fractional model' can work.
For example, mentoring and upskilling current staff to undertake a specific challenge. Sometimes staff in an organisation may be inexperienced or facing certain tasks for the first time. In these circumstances it pays off to have a senior leader available with the time and expertise to support them with day-to-day issues in a timely manner.
One client, Laura Aitkin, Policy and Advocacy Officer at The Arthritis Movement, recently reflected on this approach.
"After completing my Master's in Health Policy, I still felt there was a gap between what I'd learned and how to apply it in the real world. Shanthi's hands-on approach has helped me bridge that gap."
"Her structured mentoring gives me clarity, confidence, and direction in my policy work – helping me grow as a leader while ensuring our advocacy is grounded, strategic, and impactful. It's like having access to years of wisdom without needing to have lived it yet."
Beyond the individual benefits, the fractional approach provides organisational value. It takes pressure off executives within the organisation and frees them up to continue with BAU or focus on strategy work. The result is higher quality outputs, while crucial knowledge and skills are retained within the organisation.
While not everyone needs a 'fractional leader' – many of my clients already have very experienced teams who may just need an extra pair of hands during busy times – it's something that I'm increasingly seeing more of and embracing.
Overall, I adapt my service to the specific circumstances and the needs of an organisation whether it be short-term project work or mentorship and strategy.
But this new model is worth considering when your organisation or staff need some extra support!