熱門時事分享：高階主管也能「出租」？企業不用請全職，也能取得資深決策人才｜20261027
目錄
2026 年 10 月 27 日｜HOT 用英文聊時事｜S1 EP50
歡迎收聽《HOT 用英文聊時事》。一般想到行銷長、財務長或技術長，我們通常會覺得，他應該就是一家公司裡的全職高階主管。但現在，有些資深主管的工作方式不太一樣。他們可能一週只花一兩天在一家公司，同時把自己的經驗帶到其他企業。這種工作模式，就叫做「分時高階主管」。
Welcome to “Hot English Topics.” When we think of a chief marketing officer, chief financial officer, or chief technology officer, we usually picture a full-time executive working for one company. But today, some experienced executives work in a different way. They may spend just one or two days a week at one company while also bringing their experience to other businesses. This way of working is known as the “fractional executive” model.
它和一般顧問有一點不同。顧問通常是在遇到問題時提供分析和建議；分時主管則更像是真的加入團隊一段時間，一起參與決策、推動事情，有時甚至會直接帶著內部團隊執行。對公司來說，好處就是：現在真的需要這項高階能力，但還不到必須聘一位全職主管的時候，也有另一種選擇。
It’s a little different from working with a traditional consultant. Consultants usually provide analysis and advice when a company faces a problem. Fractional executives, by contrast, are more like temporary team members. They take part in decision-making, help move projects forward, and sometimes even lead internal teams to carry out the work. For companies that need this kind of senior-level expertise right now, but aren’t ready to hire a full-time executive, fractional leadership gives them another option.
那公司什麼時候會需要一位分時主管呢？很多時候，是公司正在成長或轉型，但內部還沒有足夠經驗的時候。比如準備推出一個新品牌，可能需要做過大型品牌專案的行銷主管；準備導入新的資訊系統，可能需要資深技術主管幫忙做幾個關鍵決定；如果公司突然快速擴編，也可能需要一位有經驗的人資主管，先把招募和管理制度建立起來。
So when might a company need a fractional executive? Often, it is when the company is growing or going through a major change, but does not yet have enough experience in-house. For example, if a company is preparing to launch a new brand, it may need a marketing executive who has handled major branding projects before. If it’s rolling out a new IT system, it may need an experienced technology executive to help make a few key decisions. And if the company rapidly expands its team, it may need an experienced HR executive to first set up its hiring and management systems.
所以，分時主管其實不只出現在財務領域，行銷、科技、人資、營運都有可能。這些公司並不是「少了一個職缺沒補」，而是碰到了一個現在就要解決的問題。與其先花很長時間找到一位全職主管，有些企業會選擇先找一個做過類似事情的人進來，度過最關鍵的階段。
So fractional executives aren’t just found in finance. They can also work in marketing, technology, HR, and operations. These companies are not simply trying to fill an open position. They’re dealing with a problem that needs to be solved right away. Instead of spending a long time searching for a full-time executive, some companies will first bring in someone who has handled a similar situation before and can help them get through the most critical stage.
那站在主管這一邊呢？為什麼已經做到高階職位了，反而有人願意離開一份穩定的全職工作？其中一個原因，是工作做到某個階段後，有些人會開始想把時間放在自己真正擅長、也最有興趣的事情上，而不是每天都被內部會議、人事問題和各種行政工作塞滿。分時工作讓他們可以挑選想參與的公司和專案，也有機會接觸不同產業。
But what about the executives themselves? Why would someone who has already reached a senior position choose to leave a stable full-time job? One reason is that, after reaching a certain stage in their career, some people want to spend more time on the work they are truly good at and most interested in, instead of having their days filled with internal meetings, personnel issues, and administrative tasks. Fractional work allows them to choose which companies and projects they want to be involved in, while also giving them the chance to work across different industries.
但自由當然也有代價。離開固定公司之後，客戶要自己找，工作量要自己安排，每到一家新公司，還得重新理解那裡的文化和工作方式。所以它並不是比較輕鬆的版本，而是另一種選擇：少了一些固定工作的穩定，換來更多對時間、工作內容和合作對象的決定權。
But of course, that freedom comes with a cost. Once executives leave a full-time company role, they have to find their own clients and manage their own workload. Every time they join a new company, they also need to learn its culture and way of working. So, fractional work is not an easier option—it’s simply a different choice: giving up some of the stability of a regular job in exchange for more control over their time, the kind of work they do, and the people they work with.
聽到這裡，你可能會想：「可是這不是已經做到財務長、行銷長的人才需要考慮的事情嗎？」其實，這個趨勢對一般上班族也很有意思。因為當一家公司從外面找一個資深人才進來時，它真正想知道的，通常不是你以前的職稱有多漂亮，而是：你到底處理過什麼問題？
At this point, you may be thinking, “But isn’t this something only CFOs, CMOs, or other senior executives need to think about?” In fact, this trend is also relevant to regular employees. When a company brings in an experienced professional from outside, what it really wants to know usually isn’t how impressive your previous job title was, but what kinds of problems you’ve actually dealt with?
像是：你曾經把一個賣不動的產品重新做起來嗎？把很混亂的流程整理好嗎？帶過快速成長的團隊，或把卡了很久的專案真正推到上線嗎？這些成果累積久了，才會慢慢變成真正屬於你的專業。就算有一天離開現在這家公司，別人還是看得懂你會什麼，也知道什麼問題可以找你處理。
For example, have you ever helped turn around a product that wasn’t selling well? Have you fixed a messy process, led a fast-growing team, or finally pushed a long-stalled project all the way to launch? As these results add up over time, they gradually become part of your own professional expertise. Even if you leave your current company one day, other people can still understand what you’re good at and what kinds of problems they can ask you to solve.
所以，就算你現在離高階主管還有一段距離，也不是等做到那個職位之後才開始準備。可以先從一個很簡單的習慣開始：不要只記得自己「做過什麼」，而是慢慢整理「我解決過什麼問題」。比如你不是只有「做過行銷」，而是曾經把一個成效不好的活動調整到有效；也不是只有「負責專案」，而是真的把一個原本很混亂的流程重新整理到可以順利運作。
So even if you are still some distance away from becoming a senior executive, you don’t have to wait until you reach that position to start preparing. You can begin with one simple habit: instead of only keeping track of what you’ve done, start thinking about what problems you’ve solved. For example, rather than simply thinking “I worked in marketing”, think “I turned around a campaign that wasn’t performing and made it effective.” Or instead of just “I managed a project”, think “I reorganized a messy process and got it running smoothly.”
接下來，就是讓這些能力不要只在現在這家公司裡才有用。跨部門合作、帶專案、做決定、對外溝通，甚至慢慢建立產業人脈，這些都是換到不同環境還能帶著走的能力。新的工具當然也要學，但工具只是幫你把事情做得更快。真正會跟著你走很久的，還是你能不能看懂問題、做出判斷，再把事情真的完成。
The next step is to make sure these skills are useful beyond your current company. Working across teams, leading projects, making decisions, communicating with people outside the company, and gradually building connections in your industry are all skills you can take with you into different work environments. Of course, it’s also important to learn new tools, but tools mainly help you work faster. What will stay with you much longer is your ability to understand a problem, make good judgments, and actually get things done.
所以，分時高階主管表面上看起來是一種新的工作方式，但它背後其實也在提醒我們：一個人的職涯價值，不一定永遠綁在某一家公司，或某一個職稱上。真正可以一路帶到下一個階段的，往往是那些你已經做過、也證明自己做得到的事情。
So fractional leadership may look like a new way of working, but it also reminds us of something important: your career value doesn’t always have to be tied to one company or one job title. What you can truly carry into the next stage of your career is often the work you’ve already done and what you’ve already proven you can do.
我們不一定每個人最後都要成為分時主管，但可以偶爾問自己一個問題：如果有一天拿掉現在公司的名字和職稱，我還有哪些能力，是別人會願意找我來幫忙解決問題的？這個答案，也許就是你接下來可以慢慢累積的方向。
Not everyone needs to become a fractional executive. But from time to time, we can ask ourselves one question: if we stripped away our company name and job title, what skills would still make people seek us out for help? The answer may point us toward the abilities and experience we should keep building for the next stage of our career.
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