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Strategic Leadership

Fractional Chief Growth Officer

Published

2 months ago

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Fractional Chief Growth Officer

How to Prepare for, Find and Work with a Fractional CGO

Get Your House in Order

Get hiring a fractional team member is not unlike hiring any other member of your team. The process is started by establishing what your needs are. The more specific you can be, the better. If you are a visual person, you may want to use a mind-mapping tool to help organize your thoughts and ideas. Keep in mind that at this stage, you are looking at issues that are facing the business, not creating a job description. This will help to provide foundation for your discussions as you are meeting with candidates.

Know your values. While it seems trivial, you will not be successful if there is not alignment between your values. This is no different than any relationship. Since you’ll be rolling up your sleeves with this person, it needs to be someone that you are going to like.

Documenting the vision, you have for the company will help with clarifying goals and will help the candidate align initiatives with the vision you have for the company. It may not be perfect. It may not fit into the “vision” box. It may be vague. However, put something down and indicate that this is an area you would like to clarify. If you don’t know where you are going, you won’t know if or when you’ve gotten there. Recommendation: Don’t be so specific that it limits the company’s potential. And where do you go once you’ve reached the horizon?

One thing that will work against you is trying to fix issues in your company before your CGO is hired. It is tempting, but the incumbent needs to understand how you lead, manage and run your company. There is nothing worse than getting blindsided by an issue that you were informed didn’t exist. If no one knows it’s broken, it won’t get fixed. Further, your CGO may have expertise or resources that can resolve the issue faster and better than you might.

You’ll want to be prepared to go through the entire company during the onboarding process, so organizing what you need to go over with the CGO will be helpful. Lastly, as a leader, you are going to need to be mentally prepared to give up some level of control. While the CGO shouldn’t work in a silo, they likely won’t be successful if they are unable to do the job they are hired to do.

Note that a good CGO will also understand your position and help to build a plan that will be respectful of your needs, but they will still push you to achieve the goals that are established.

Finding Fractional Chief Growth Officer Candidates

Looking for a fractional Chief Growth Officer is not like finding a freelancer. You DO NOT want a CGO that is a freelancer. You want someone who is going to be fully engaged in your company. You want someone who is going to be consistently responsive, willing to invest the time and effort to know your company and industry, and not be so bogged down with other clients that they cannot give your company the focused attention it needs.

Understand the scope of work you should expect from the CGO. They are generally not tactical. They are working at the leadership level and have eyes on the entire organization to ensure that there is nothing in the way of growth. While they will look at sales and marketing, they are also looking at finance, staff, culture, products and services, management and how the company is being led. So, if they don’t know how to run an email marketing campaign, update a website, run a trial balance or create job descriptions, that is fine because it is not where you want to focus their efforts.

Finding your CGO candidate is like finding an employee. With expectations in hand, clarity with respect to your values, and vision, you can start looking. Your network will be a good place to start. Getting recommendations from people you know and trust will be invaluable. However, you may have to resort to an old-fashioned Google Search. Both methods will leave gaps: Your network doesn’t know everyone in the world and not every CGO is going to show up on the internet. Hint: If the way the CGO shows up digitally doesn’t reflect what you are looking for, you can be pretty confident that they aren’t the right fit for your company.

The CGO Hiring Process

Unfortunately, the recommended approach and the “what you have the time, experience and expertise to do” may not be aligned. The recommended approach would be to conduct thorough interviews, check references, ensure that there is alignment between values and expectations, then negotiate terms and go forth.

In reality, your capabilities and capacity may limit the process or its effectiveness. As business leaders, it is imperative that we understand our weaknesses and we find the “who” that needs to get it done. That said, enlist people around you to assist with the process. Leverage the people who know you best and have your best interest in mind to help with the decision. Consider including a work / personality / ambition assessment as part of your process.

Most importantly, you’ll want to work together with the candidate that has been selected before finalizing your decision. My experience has been that you should know within 10 days if this person is going to be a good fit for your organization. I cannot recall an individual that I had a bad gut feeling about that my gut wasn’t wrong about.

Working with a Fractional Chief Growth Officer

The fractional Chief Growth Officer you work with should be extremely driven, goal-oriented and take a system view of your organization. They should understand how the various parts of the business work together. They should think strategically with an understanding of how each decision will move the company closer to the vision you have for the company. They should be empathetic to your needs and those of your team but have clear understanding of making the best decisions for all.

Your CGO is a member of your leadership team and will need the authority, bandwidth and support to make the decisions that are needed to be made to move the company forward. They will likely ask you to make investments the company with a clear understanding of how the investment will move the company forward.

Their primary job is to increase revenue and ensure that the company’s infrastructure can support the growth. The growth should be sustainable with systems, processes and tools that will be there after the CGO is no longer with the organization.

They will require of you:

  1. An effective onboarding process. They will need to be able to do a “deep dive” into how the company operates and truly understands it. While there will be “on the job” training, they need the bandwidth / leeway to learn the business so that they can help guide the right decisions.
  2. Regular visibility and communication. The team needs to be comfortable with the CGO and willing to speak to them. The work that must be done isn’t done in a silo; it will take a team effort to drive the changes that will need to happen in order to support growth.
  3. A collaborative environment. The team must be confident that everyone is rowing in the same direction. When companies go through rapid growth, the company culture often shifts. It will be important to model, monitor and equip the team to maintain the culture and values it should represent.
  4. Ability to monitor performance. They will need the tools and access to the tools that will enable them to track growth, identify shortcomings, recommend and implement change. This may come by way of a BI tool, or an ERP system with adequate reporting. While spreadsheets can be a good place to start, it may prove difficult to manage change and keep information updated in a timely manner.
  5. Authority to leverage their expertise. The company will benefit from the CGO’s strategic insights. Their external perspective can be invaluable in identifying new opportunities and overcoming challenges.

In Conclusion

Working with a Fractional Chief Growth Officer will be a game changer for your business, if you select the correct person, work with them, and give them the authority to do their job. Not only will it empower you to focus on running your company while someone else focuses on its growth and implementing the changes to support that growth, but you are no longer carrying the burden on your own. Finally, getting an external, objective perspective on what will enable your company to reach its financial goals will give you a broader perspective on what is possible.

FAQs:

* How do I prepare for a Fractional CGO?
+ Establish what your needs are, know your values, and document your vision for the company.
* What should I expect from a Fractional CGO?
+ They will be driven, goal-oriented, and take a system view of your organization. They will work at the leadership level and have eyes on the entire organization to ensure that there is nothing in the way of growth.
* How do I find a Fractional CGO candidate?
+ Use your network, get recommendations from people you know and trust, and consider using an old-fashioned Google Search.

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Strategic Leadership

How Developing a Culture of Winning is Foundational to Successful Business Growth

Published

2 weeks ago

on

January 9, 2025

By

How Developing a Culture of Winning is Foundational to Successful Business Growth

A company’s culture plays a foundational role in its success, often influencing aspects like employee engagement, productivity, innovation, customer satisfaction, and long-term sustainability. While it is challenging to assign an exact percentage to culture’s contribution, numerous studies and business cases suggest that it is a critical driver of overall success.

The most successful cultures are communities – a group of people with complimentary contributions that are aligned toward a shared vision. Companies such as Google and Apple have been strategic about designing and supporting their company cultures, and while there may not be research to directly back the return on investment, one could easily connect the dots between developing a productive company culture and the results they have produced.

In my 20 or so years working with companies, I have seen hundreds of different company cultures, from the highly engaged to the transactional to the somewhat functional to the toxic. There are no cases in which leadership has not been intentional about creating company culture where the culture was excellent – high engagement, productivity, innovation, customer satisfaction, and sustainable and scalable. In every case where the culture was excellent, it was excellent on purpose!

Establishing a Clear-Cut Vision

  1. Establishing a clear-cut vision that everyone on the team can embrace. If everyone is on the same page and knows where the team is going, it will be easier to help people understand their contribution and make them feel like part of the team.

Defining Goals

  1. Defining goals that clearly link to the vision. Aligning them with how they contribute to the vision makes the vision more “tangible,” so to speak, and shows the potential for progress toward the vision.

Getting the Right People on the Team

  1. Getting the right people on the team in the right roles. For any team to be successful, it is important to get the right people on the team. While it is great to have loyal people, not everyone is designed or experienced to be successful at every phase of business growth. The thing is: everyone on the team knows when the wrong person or people are on the bus.

Let People Do Their Job

  1. Letting people do their job. When someone on your team is out of their position or role, there are often consequences that impact the entire team, typically in the realm of productivity, but also in employee morale, confidence in team members, and even the outcome of the initiative. Everyone on the team was brought to the team to do a specific job. Let them do it or replace them if they cannot.

Establishing a Culture of Growth

  • Encouraging team members to think differently. Diverse thinking on your team will enable the team to address problems, challenges, and opportunities from varied perspectives that could result in innovative solutions
  • Ensuring everyone has a voice. When you put outspoken and quiet people at the same table, those who are outspoken tend to dominate the thinking, which means that you are losing out on the introspective, patient, observant thinking from the quieter people. Make sure to accommodate for them, and don’t make the mistake of thinking everyone handles information the same way.
  • Introducing an environment of intentional continuous improvement and innovation. Creating something that is truly novel is far less likely than improving on something that already exists.

Embracing Loss and Evaluating Wins

  • Embracing the losses and ensuring that the team is ready and willing to evolve from the mistakes. Every time you miss the lesson in the loss, your loss multiplies.
  • Evaluating the wins. While it is important to celebrate the wins as a team, it is just as, if not more important, to understand why the win happened and what mistakes were made that could result in improved performance in the next instance.

Leading the Way

  • Leading the way. As a leader, the team will take its queues from you. As a leader, your job is to clearly articulate the vision for the company and lead the way there. If you lose faith in the vision, so will they.

Inspecting What You Expect

  • Inspecting what you expect. Building a strong team is an intentional activity. The team must be clear on what is expected, held accountable for their contributions (or lack thereof) and must receive accurate, constructive feedback and support in order to be the best they can be.

Taking Action

  • Taking Action. If change needs to be made, make the change. Don’t wait. Don’t be of two minds about it. Be decisive, and act with a sense of urgency.

Not Missing the Forest for the Trees

  • Not missing the forest because of the trees. Keep in mind that there is often more than one way to get things done. Getting stuck in the details can cause the team to lose sight of the big picture and result in lower performance.

Conclusion

Every team and every culture is going to be different. There isn’t a blueprint that is going to produce the perfect team and perfect team dynamics. As a leader, you are going to need to put the time and energy into creating the culture that will allow your team to thrive. You’ll need to be consistent, decisive, and observant in order to build the right team so that your company can thrive. Don’t be discouraged that every action may not appear to be wins. Regardless of the outcome, you’ll learn, grow, and make impact along the way.

Build a culture that embraces a Relentless Pursuit of Winning!

FAQs

  • What is a culture of winning?
    A culture of winning is a shared vision that everyone on the team can embrace, with clear goals, the right people on the team, and a culture of growth.
  • How do I establish a clear-cut vision for my team?
    Establish a clear-cut vision by defining your company’s purpose, values, and goals, and ensure everyone is aligned and working towards the same objectives.
  • How do I get the right people on the team?
    Get the right people on the team by defining the roles and responsibilities, and ensuring that each team member has the skills and expertise needed to excel in their position.
  • How do I lead the way for my team?
    Lead the way by setting a clear direction, providing clear goals and expectations, and being a role model for your team to follow.
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Changemaker Interviews

Unlocking Human Potential: Kim Groshek’s Journey to Transforming Leadership and Stress Resilience

Published

2 weeks ago

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January 6, 2025

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Unlocking Human Potential: Kim Groshek’s Journey to Transforming Leadership and Stress Resilience

Kim Groshek’s Journey to Transforming Leadership and Stress Resilience

Kim Groshek is a name synonymous with innovation, resilience, and transformative leadership. With over three decades of experience, she has shaped the lives of Fortune 100 executives, leaders, and high-achievers, all while staying committed to her ultimate mission: unlocking human potential and reimagining well-being.

As a dynamic keynote speaker, bestselling author, founder of Spring Soiree Scholarship Foundation, editor-in-chief of The Author’s Edge, Executive Producer of Dynamic Games, and CDO of Lifeful Habits, Kim empowers individuals and organizations to navigate modern challenges with authenticity, clarity, and purpose. Her journey, rooted in cognitive science, computer science, and organizational psychology, is a testament to the power of blending expertise with heartfelt passion.

A Passion for Change

Kim’s career has been driven by one undeniable truth: stress is more than just a mental burden—it’s a life-threatening crisis. With 77% of individuals experiencing physical symptoms of stress and 73% grappling with anxiety or depression, the human toll is undeniable. For Kim, this wasn’t just data; it was personal. Watching friends, colleagues, and families suffer under the crushing weight of chronic stress inspired her to act.

“My vision crystallized around a belief: that we can create a world where stress doesn’t imprison us but empowers us,” Kim explains. Her work has since evolved into a movement that goes beyond traditional stress management, aiming to shift how we view human potential and well-being fundamentally.

Turning Challenges into Opportunities

Building a movement to address stress resilience was no easy task. Kim faced resistance from organizations dismissing stress management as a “soft” issue, proving the critical importance of evidence-based strategies; she reframed the conversation, proving that reducing stress wasn’t just ethical—it was essential for innovation and productivity.

Her commitment to scientific validation was another game-changer. Partnering with leading psychologists and neuroscientists, Kim made sure that her interventions were grounded in indisputable research. Yet, even as she tackled systemic challenges, she confronted personal ones, including burnout within her team, a reminder that even change-makers need self-care and boundaries.

The “Pause” A Practical Approach: Elevating Leadership

At the heart of Kim’s approach is the “Pause,” A Practical Approach, a transformative and effective framework that empowers leaders to step back, gain clarity, and act with purpose. “Sometimes, the greatest breakthroughs come from moments of stillness,” Kim shares. This philosophy has helped countless leaders find balance, simplify complexity, and elevate their influence.

Through this year’s inaugural 2025 Dynamic Games™—a suite of innovative events like Mentor Me Summits, Masterminds, and Hackathons—Kim blends entrepreneurial strategies with mental well-being, uniting elite experts, top-tier entrepreneurs, and rising talents to collaborate on game-changing ideas. These initiatives not only address the root causes of stress but also foster creativity and connection, leading to measurable improvements in workplace performance and individual resilience. Scholarships for rising talents to join the 2025 Dynamic Games are made possible through corporate and individual sponsorships for the non-profit Spring Soiree Scholarship, overseen by Kim, creating a philanthropic pathway for broad participation. 

Kim’s Vision for Global Well-Being

Kim’s vision for the future is ambitious: to create a comprehensive, globally adaptable ecosystem for stress resilience. By integrating advanced AI and culturally sensitive intervention models, she’s championing accessible well-being for all.

“Your ‘why’ must be bigger than your challenges,” Kim says, underscoring her dedication to empowering individuals to reclaim their lives and helping organizations transform their cultures. Through her work, Kim redefines productivity as resilience rooted in connection, reshaping the way we experience work and life.

Legacy of Empowerment

Kim’s ultimate goal is clear: to create a world where stress no longer dictates our lives. She envisions a global movement that celebrates human potential, fosters genuine connection, and makes well-being a cornerstone of success.

Through her work, Kim Groshek proves that addressing stress is not just about survival—it’s about thriving. Her legacy is one of empowerment, compassion, and an unshakable belief in the power of resilience to transform lives and organizations alike.

To join her journey toward balance, innovation, and purposeful leadership, Find out more about sponsoring individuals, visit Kim Groshek’s website, website to learn more about sponsoring individuals or explore the transformative 14-Day Digital Detox Challenge.

 

About Kim Groshek:

Kim Groshek is a dynamic keynote speaker, internationally bestselling author, and founder of The Author’s Edge. With over 30 years of experience shaping industry standards, Kim has empowered CEOs, executives, and high achievers to reclaim balance, overcome overwhelm, and elevate their influence. She specializes in the transformative power of pausing to gain clarity and purpose through her Pause Philosophy. Kim’s unique approach blends strategic frameworks, mindset shifts, and actionable tools to simplify complexity, break free from burnout, and lead with authenticity. Through her work, Kim inspires individuals to create legacies that transcend generations, empowering them to navigate today’s challenges with grace, success, and purpose.

 

Connect with Kim:

Website: https://kimgroshek.com

LinkedIn: https://www.linkedin.com/in/kgroshek/

 

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Strategic Leadership

The Innovation Odyssey: How to Guide Your Team on a Journey of Discovery

Published

3 weeks ago

on

January 3, 2025

By

The Innovation Odyssey: How to Guide Your Team on a Journey of Discovery

Are you ready to unlock the full potential of your team and drive innovation within your organization? In today’s fast-paced and ever-changing business landscape, innovation is the key to success. But how do you spark creativity and foster a culture of innovation within your team? In this article, we’ll guide you on the innovation odyssey, a journey of discovery that will help you unlock the hidden potential of your team and drive growth and success.

Why Innovation is Crucial for Business Success

Innovation is no longer a nice-to-have, but a must-have for businesses looking to stay ahead of the competition. With technological advancements and shifting consumer preferences, companies that fail to innovate will be left behind. Innovation enables businesses to differentiate themselves, increase efficiency, and create new revenue streams. Moreover, it allows companies to adapt to changing market conditions and stay ahead of the curve.

The Challenges of Innovation

While innovation is crucial, it’s not without its challenges. Many companies struggle to cultivate a culture of innovation, and teams often face obstacles such as lack of resources, limited budgets, and conflicting priorities. Moreover, innovation requires a willingness to take risks and experiment, which can be daunting for many organizations.

The Innovation Odyssey: A Journey of Discovery

The innovation odyssey is a journey that requires a willingness to explore, experiment, and adapt. It’s a journey that requires a sense of curiosity and a willingness to challenge the status quo. Here are some key steps to guide your team on this journey of discovery:

Step 1: Set Clear Goals and Objectives

The first step in the innovation odyssey is to set clear goals and objectives. This involves identifying the problems you’re trying to solve and the opportunities you’re trying to capitalize on. It also involves setting measurable targets and milestones to track progress.

Step 2: Foster a Culture of Innovation

Fostering a culture of innovation requires creating an environment that encourages creativity, experimentation, and risk-taking. This involves empowering teams to take ownership of their projects, providing the necessary resources and support, and recognizing and rewarding innovation.

Step 3: Encourage Collaboration and Communication

Collaboration and communication are critical components of the innovation odyssey. It’s essential to bring together diverse perspectives, skills, and expertise to solve complex problems. This involves encouraging open communication, active listening, and constructive feedback.

Step 4: Embrace Failure and Learning

Innovation is inherently uncertain, and failure is a natural part of the process. It’s essential to embrace failure as an opportunity to learn and grow. This involves creating a culture that encourages experimentation, tolerates failure, and recognizes the value of learning from mistakes.

Step 5: Celebrate Successes and Learn from Failures

Celebrating successes and learning from failures is critical to the innovation odyssey. It’s essential to recognize and reward innovative achievements, and to use failures as opportunities to learn and improve.

Conclusion

The innovation odyssey is a journey that requires a willingness to explore, experiment, and adapt. By setting clear goals and objectives, fostering a culture of innovation, encouraging collaboration and communication, embracing failure and learning, and celebrating successes and learning from failures, you can guide your team on this journey of discovery and unlock the full potential of innovation within your organization.

FAQs

Q: What are some common obstacles to innovation?

A: Common obstacles to innovation include lack of resources, limited budgets, conflicting priorities, and resistance to change.

Q: How do I create a culture of innovation within my team?

A: Creating a culture of innovation involves empowering teams to take ownership of their projects, providing the necessary resources and support, and recognizing and rewarding innovation.

Q: How do I encourage collaboration and communication within my team?

A: Encouraging collaboration and communication involves bringing together diverse perspectives, skills, and expertise, and promoting open communication, active listening, and constructive feedback.

Q: How do I handle failure within my team?

A: Handling failure involves embracing it as an opportunity to learn and grow, and creating a culture that tolerates failure and recognizes the value of learning from mistakes.

Q: How do I measure the success of my innovation initiatives?

A: Measuring the success of innovation initiatives involves setting clear goals and objectives, tracking progress, and recognizing and rewarding innovative achievements.

Q: What are some best practices for innovation?

A: Best practices for innovation include setting clear goals and objectives, fostering a culture of innovation, encouraging collaboration and communication, embracing failure and learning, and celebrating successes and learning from failures.

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