Approaching the First 60 days in a New Role as a Seasoned Fractional Sales Leader vs a Full Time Sales Leader

In the first 60 days of a new role, a seasoned fractional sales leader and a full-time sales leader approach the role with distinct objectives and timeframes, each adapting their strategies to achieve success based on their unique role.

The Fractional Sales Leader Approach:
Fractional sales leaders are typically brought in to address specific challenges, make immediate improvements, and accelerate growth in a limited timeframe. In the first 60 days, they focus on rapidly diagnosing pain points and driving impactful changes.

They start with a thorough audit of the sales function, diving into key performance metrics, pipeline health, and win-loss data. They conduct structured interviews with sales team members to assess skills, motivation, and any barriers to success. Rather than lengthy onboarding, their approach is fast-paced and results-oriented.

With a focus on quick wins, the fractional leader identifies immediate opportunities for improvement, such as adjusting sales processes, refining messaging, or introducing critical KPIs. Often, they initiate targeted coaching sessions to upskill team members, focusing on techniques that will help them close deals faster.

They might also introduce new tools or frameworks that streamline the sales process, whether it’s a CRM enhancement, a sales enablement tool, or a more efficient lead qualification system. Importantly, fractional leaders work closely with executives and stakeholders to ensure expectations are clear and outcomes are tracked from day one. Since their role is seen as temporary, they document best practices and improvements carefully to ensure that changes are sustainable after their departure.

The Full-Time Sales Leader Approach:
In contrast, a full-time sales leader has a longer-term horizon. Their first 60 days are focused on relationship-building, deep understanding of the company’s culture, and assessing alignment with broader business goals.

They start by meeting key stakeholders across departments—like marketing, product, and finance—to understand the company’s vision, positioning, and cross-functional expectations. This period is also about building trust within the sales team. The full-time leader typically conducts one-on-one meetings to understand individual aspirations, skill levels, and any underlying issues impacting team performance.

Rather than implementing immediate changes, the full-time sales leader observes, listens, and gathers information to develop a comprehensive strategy. They may shadow sales calls and participate in team meetings to get an authentic view of daily operations and customer interactions. They analyze team dynamics and identify potential leaders within the group, aiming to build a cohesive team for long-term success.

While they may take note of areas that need quick adjustments, larger initiatives—such as restructuring the team, redefining territories, or launching a new sales strategy—are usually rolled out only after they've established a strong foundational understanding of the company's ecosystem.

Both approaches aim to drive sales success, but their strategies differ due to the nature of each role. The fractional leader prioritizes speed and efficiency, making impactful changes that yield immediate results and can be sustained independently. In contrast, the full-time leader builds a foundation for long-term growth, fostering alignment, cohesion, and strategic insight. Each approach brings unique value, but success hinges on tailoring efforts to meet the specific demands of the role and business context.