Proximity Matters: Why Fractional Executives Should Spend Time with the Team

Fractional work is not remote consulting — it’s embedded leadership. To truly move things forward, you have to spend time with the team. Proximity isn’t about hours; it’s about being present at the right moments — the ones that shape direction, decisions, and momentum.

Why Proximity Is the Multiplier

One of the biggest misconceptions about fractional executives is that we operate “from a distance.”
Yes, we might not be full-time — but impact doesn’t come from emails or slide decks. It comes from proximity.

Being close to the team, even if it’s only a few days a month, changes everything.
It’s the difference between observing and leading, between diagnosing and fixing.

When you’re in the room — literally — you hear what’s said and what isn’t. You see the energy, the tension, the questions that don’t make it into reports. That’s where real leadership happens.

How I Structure It

For most companies, I spend 2–3 days every fortnight or a full week per month on site.
That rhythm allows for enough continuity to stay connected and enough distance to keep perspective.

Those days aren’t random. They’re planned around the moments that matter most:
• Preparing the team for board meetings and executive updates.
• Aligning on budgeting rounds or quarterly planning.
• Shaping the campaigns or initiatives that will define the next growth phase.

In between, I stay close through short check-ins, async updates, and focused workshops.
It’s not about clocking hours — it’s about being there when presence creates leverage.

The Risk of Missing Key Moments

Fractional setups work because they balance autonomy and alignment.
But when you miss a few key moments — the budget alignment, a leadership offsite, a strategy pivot — it’s easy to fall behind the rhythm of the team.

Once that happens, you spend weeks catching up instead of moving forward.
And when leadership starts to plan without your input, your effectiveness drops dramatically.

Proximity is what prevents that drift.
It keeps the executive function alive and connected — not a side project, but part of the company’s momentum.

Flexibility Over Frequency

There’s no perfect formula for presence.
Some teams need you intensively one month and less the next.
What matters most is flexibility — being available and responsive at the right times, not rigidly adhering to a schedule that doesn’t serve the business rhythm.

Fractional leadership is dynamic.
It adapts to the company’s cycle — not the other way around.

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FAQ

Q: How often should a fractional executive be on site?
There’s no single answer. Most engagements work well with 4–8 days per month, split into focused sprints. The key is aligning your presence with the business calendar — strategy sessions, board meetings, major reviews, or campaign launches.

Q: Can proximity be replaced by good communication tools?
Digital tools help, but they don’t replace shared context. Being physically present builds trust, speed, and intuition — all of which are difficult to replicate over video calls.

Q: Isn’t physical presence inefficient for a part-time role?
Not if you structure it smartly. Fractional work is about leverage, not hours. Spending one week together to set direction can save months of misalignment later.

Q: How do you maintain connection between on-site visits?
By staying part of the daily rhythm through structured updates, short async check-ins, and quick calls when key decisions arise. The team should always feel you’re accessible, even when you’re not there physically.

Q: What’s the biggest mistake fractional executives make with proximity?
Being absent when the company needs them most. Missing key decisions or presentations doesn’t just delay progress — it can undermine the executive’s credibility. The best fractional leaders manage their calendar around impact moments.

In short:
Proximity isn’t about being there all the time.
It’s about being there when it matters most.