When clients compare “apples to oranges”—specifically, when they weigh fractional leadership against permanent hires, consultants, in-house team members, gig-workers, or doing nothing without recognizing the fundamental differences.
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Every leader who sells expertise—fractional executives included—has faced the same maddening moment: a prospective client lines up your offering next to three others, scans only the price column, and declares, “This one is cheaper.” As if professional services were interchangeable commodities priced by the pound.
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“How much is it?” It’s a fair question. But when it comes at the very start—before any discussion of process, deliverables, or outcomes—it presents a challenge.
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In a conversation with a founder, he shared that in preparation for his start-up he read books and watched every podcast of a certain sales guru; and now he was ready to sell.
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It is the sales team that is responsible for every dollar of revenue, all the growth the business aims for, and in many cases relies on to survive. With that in mind, the sales leader should be sitting next to the CEO, Founder, or Owner, and be the second most important person in the organization.
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Discounting reduces the value in the eyes of your customers. And that is terrible news mid- and long-term. And even worse, it is often meaningless for the short-term. If you are successful in closing a deal by offering a discount, the psychology that is at work when you do has detrimental effects.
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