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Fractional leadership isn’t a consolation prize. It’s how women over 50 are finally making work work for them.

There’s a new F-word in the workplace: Fractional. And for a rising number of women in their 50s and 60s, that means freedom, not failure. Sick and tired of being passed over, aged out, or overworked for returns that won’t make us members of the millionaire’s club, women aren’t stepping back. They’re stepping sideways—into consulting, interim leadership, and roles built by them, for them.

So don’t grab the tissue, this isn’t a pity party. Put on your big girl panties instead, because the rebellion is on.

What is Fractional Work Really?

Fractional leadership is when veteran professionals take executive roles on a part-time contract basis for multiple companies.

“To stay relevant in the workforce, women have had to be innovative,” said Marlene Wagman-Geller, author of Great Second Acts: In Praise of Older Women. “As the top tier positions are often estrogen-free zones, to circumvent the issue, many have become fractional executives, especially in CFO and CMO positions.”

Fractional leadership essentially allows you to keep a foot in the door while freeing you to spend more of your time on your terms. “Fractional roles aren’t a kinder, gentler way to push women of a certain age out,” said Joelle Murchison, founder of EMG, a consulting practice focused on DEI and leadership. “They’re empowering. Women grow and manage their own careers.”

With this environment, fractional leadership looks pretty damn good—especially to women of color. According to Karen McLean, Ph.D., LMSW, associate professor and department chair of social work at Western Connecticut State University, “Women of color are disproportionately often the first ones demoted or laid off from positions after dedicating countless years to an employer.” Instead of being phased out, they’re choosing to lean in.

Tales From the Fractional Front

For more than 20 years Joy Slabaugh, founder of The Financial Conflict Resolution Institute, was a leader in finance, including a decade at Vanguard where she led innovation and trained financial planners. But despite success, two years ago she walked away from corporate life and chose the fractional path.

“I did something wild: I earned a master’s in counseling and got licensed as a therapist,” Slabough said. “I was no longer interested in being a cog in the corporate hierarchy. I didn’t step down. I stepped into the kind of leadership I was always meant for. Now I lead high-stakes transformations in families with 8 to 12-figure wealth—on my terms.”

Tiffany Keaton, 54, has worked as a fractional CMO/Head of Marketing for growth-stage companies for the last year. “I had tired of corporate bureaucracy and the environments where collaboration had made it difficult to get anything meaningful accomplished,” she said. “I saw a need in the market—particularly in health care—for senior-level marketing leadership that’s aligned to business goals but doesn’t require a full-time hire. I also wanted more flexibility in how I worked and who I worked with. Fractional roles give me both.”

Keaton added that she prefers the variety and ability to focus on strategic, high-impact work that keeps her sharp. “The diversity of the work is energizing and I love the challenge of scaling between strategy development, people leadership, and tactical execution,” she said. “Plus, working across different companies gives me a broader view of the landscape, which I bring back to every client. The best part, though, is getting to see things come to fruition in a reasonable time.”

She advises women not to wait for permission to make the leap and to be clear on boundaries and expectations with your clients. “Work with companies that are truly ready for a fractional leader—not just looking for a do-it-all marketer on a part-time budget,” Keaton said. “And leverage your network. Fractional work comes to you from the people who have worked with you and can refer you to the kinds of companies that need your expertise.

“If you have senior-level experience and a strong network, fractional work can be incredibly rewarding,” she added. “It’s a great way to align your career with your values and lifestyle—especially if you’re looking for more autonomy.”

The Ageism You Can’t Escape 

But choosing to go fractional doesn’t mean you can avoid the same issues you may have faced as a full-time employee. While women in the ‘60s banded together in a sisterhood to fight sexism, today they’re also fighting gendered ageism in the workplace.

McLean said that women still fall behind men in ascending to C-suite roles partly due to gender bias and stereotypes assigned to men that suggest they’re dominant and aggressive—traits considered ideal in leadership roles.

And despite leading teams and rocking the boardrooms, women over 50 are routinely passed over for promotions for top-tier positions.

The Catch: What No One Tells You

Truth is, fractional leadership isn’t a panacea. In addition to the ageism, there can be other challenges. Even if you were a successful executive, it doesn’t mean the transition to a fractional position will bear fruit. Some people are better attuned to working for a company than having autonomy. Going from employee to independent contractor removes the guaranteed paycheck, paid holidays, and health insurance. You could end up with part-time employment being full-time work with part-time pay.

Many contracts are also temporal, and opportunities fluctuate. There may be limited engagement with employees at each of the companies the person is contracted with, so employees have feelings of mistrust because of the constant leadership changes, which might hinder company progress. That doesn’t mean it’s not your best option, but that you should consider each and every angle.

The Bottom Line

Ageism is the catalyst fueling fractional leadership. Yes, it comes with challenges.

But fractional leadership isn’t running scared. It’s a bold choice to join the revolution and finally get yours on your terms. After decades of playing by rules written by people who never had to balance a board meeting and a parent-teacher conference on the same day, we’re finally writing our own playbook.

Fractional leadership isn’t just a career pivot, it’s proof that the most powerful thing women over 50 can do is stop asking for permission. We’ve earned the right to work how we want, when we want, and for whom we want.

At long last we get answers to the question: What would work look like if women built the rules? The rebellion isn’t just about rejecting their version of success. It’s about defining our own.