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What do C-level executives expect from salespeople during sales calls?
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9 Answers
First and foremost they expect a relevant peer-to-peer experience, which is why they are left disappointed by many of the sales calls they have.
For a sales person to be able to meet those expectations they have to put in a lot of effort, something many don't like to do. Most will go half way and learn a lot about the company, history position opportunities, etc. Where they fail, is not taking the same approach to understanding what the specific role of the 'C' person they are talking to. How does a CFO look at something, how does that differ from how a COO would look at the same scenario, or let's make it specific how they would look at the same purchase. What are the knock on effects of the decision, is no decision more prudent than a decision, and a number of other lines of evaluation.
Sitting at the top means that they are aware of the interactions between various areas of the company, so just because you can provide efficiencies in one area, from their perch they may see how those efficiencies may be offset downstream or upstream in the continuum.
Most 'C' guys are much more focused on the impact and outcome than the 'how', most sales people talk about the how and not much about the impact, now and down the road, and certainly not across all the points across the continuum the 'C' person would be taking into account.
Another expectation that is often missed is related to time lines. Most sales people see their quota as the centre of the universe, and as a result are much more near term focused than 'C' guys. The 'C' guys are looking strategically into the future, not tactically into the present or near term, they have delegated that to their teams. This is why when sales people come in half prepared, and focused on things the 'C' guy has delegated, they get shunted down the chain, because the topics they talk about are the domain of those they have been tasked to. If sales people were to talk about what is on the mind of the 'C' gal NOW, not 12 months ago, they would get engagement and traction.
One other thing they expect is to be challenged, they are after all responsible for the future of the company, and are accustomed to dealing with difficult situations, if you don't challenge them to think and add to the debate, they will not see you as either a peer or as being relevant, and you'll again get shunted.
You can do the work up front or you can work harder competing with other vendors shunted to dealing with middle management. I will tell you that there a couple of questions you can bring to the 'C' level conversation that help you balance the work involved and the need to be relevant and informed, just contact me.
I was planning to answer this question until I read Tibo's response which summed it up perfectly!
Hi Roz, I first like to ask an exec "Randolph, if we were sitting here 24 months from now, and you were telling me your team (company, group, etc.) had hit a grand slam, what would that look like. This allows them to project into the future, you can see them sitting back and thinking, and then they tell you what a grand slam, or Nirvana looks like. Let them talk, they are verbalizing the vision(s) here, you can't stop the flow or you lose, something sales people do too often is cut off a prospect when they hear something they like, and just kill the flow right there. Make notes, write it down, just don't interrupt.
When Randolph has finished waxing poetic, I follow up by say "so why aren't we there now?" They start telling you why and you know what you can sell them to get to Nirvana.
I don't mean to imply it is easy, you still need to do the work mentioned above, but you become a peer right away, if you can handle it.
Let me know when you try it, no one has ever died trying it.
^ Lol.
I can't actually claim to have been ready to write a post though. :)
Seriously Tibor, that was an excellent post and it had me scrabbling to subscribe to your Blog, YouTube et al. No kidding. I wanted to ask you what those 'two questions' were that you referenced at the end.
Most sales professionals will struggle with this as we are not C level execs per se, (well very few of us can claim to be), which means this one area is likely to be the most challenging for us. I know it is for me and Tibor's answer had me recalling all manner of uncomfortable moments sitting across from C level execs. :P
So Tibor, I wish you would expand on this.
Thank you Tibor, those are great questions, now part of my repertoire.
I wish more people would join in this conversation. This is such a great area for discussion. Gary where are you?
c- level executives often expect recognition during a sales call.Generally sales people tend to ignore c-level executives confining them to a middle man or treat them as a courier between them and higher level management .You can expect better response if you develop rapport with c-level executives.C- level executives once given a sense of feeling that they are important tend to react positively to a sales call.
C level executives have many demands of their time both by internal and external customers. Helping them make an informed decision about your product and service is the key goal of a successful salesperson. This requires understanding (to the extent possible) the executive’s:
• Roll
• Scope of Responsibility
• Strategic Initiatives
• Acute Business Pain Points
Succinctly explain the strategic outcomes of your product and service before you discuss tactically it's design, development, and delivery. Do not go into how great your company is, how great you are, how your other customers love you… You're wasting their time.
Anticipate the questions that they may come up with and have an answer. C level executives do not like hearing “I'll ask my team and get back to you”, repetitively. Try to keep that as a single response anywhere in the conversation.
If you done your homework they may just buy from you!
One thing I have found with many sales colleagues is the hang up over titles. In the end - people by from people. Most sales people feel intimidated by titles and struggle to talk with C-levels thinking they are some sort of demigod (although some act like it ;-) )
They are human. They have families, a house, a dog and friends. They are just like all the rest of us but with other responsibilities and title. Talk to them like you would with someone you just met or possibly known for years...friendly, energetic and interested in them as a person. Their title and responsibility is a benefit and can obviously help influence the direction you take with them during the sales process.
All the other things (Roll, Responsibility,Title ....) should award them respect, but they also like being treated as another human being.
CHEERS!
Great subject. Sales remember to research and know already what the organizations current status and their goals are. A "C" level executive will expect you to know this.
Once you establish your "Cred" you can move on to an intelligent discussion of the needs you perceive and if they line up with the executive. If done correctly and you can fill a perceived need or create a need that has not occurred to them, you have established yourself as a peer and a valuable asset to your customer.
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