Published in Modern Steel Construction.
In an effort to challenge my own assumptions on selling to C-level decision makers, I interviewed two trusted colleagues. John is the COO of a multi-office, international environmental engineering firm. He’s no stranger to sales pitches from subconsultants. The other colleague, Chris, is a top producing representative, focused specifically on C-suite buyers. In this digital age, Chris especially has his work cut out for him, as he represents a Fortune 500 company offering among other things—gasp—commercial printing solutions!
In short, here was my top takeaway from these conversations: Senior leaders are human like the rest of us. This nugget of truth is common sense, and yet some of us (present company included) find it intimidating to engage with them. But others of us, namely the consummate sales performers, view interacting with senior leaders as a golden opportunity!
I aimed to categorize and synthesize the insights from these two professionals, in order to gain a better understanding of differences—and similarities—when pitching business to the C-suite versus decision-makers at every other level.
From the buyer: John, CEO.
About conversations:
In a first meeting with a C-level executive: Begin with a brief 2-3 minutes of small talk. Don’t just jump right in. Use that opportunity to become quickly attuned to their communication style, and then adjust to match. (Dominant, collaborative, introverted, etc.)
Keep content to overarching trends, not details. Just because someone is at the C-level, doesn’t mean they know everything. In fact, the smart ones acknowledge that they don’t know everything, and are actually open to ideas and opinions.
Pay close attention to objections. Consultants need to balance what the prospect wants, versus what they think the prospect needs. (And versus what they are selling, which may not be what the prospect either wants or needs!)
Work your research into conversations. Weave in as much of your research as possible by framing your comments: “I see you are an xyz fan…” “I read your firm has an affiliation with….” “It was inspiring to see that your firm has such commitment to the community…” etc.
Please don’t hard sell! I’m turned off by the sales approach. Ask me about my problems; use open ended questions. Consultative-based selling works best for me.
In a networking scenario. At a networking function, ask some simple questions. “How’s business?” “Tell me about your company?” (Caveat: If it’s a prominent brand, then steer clear from questions where the answers are universally known due to vast media exposure.)
Regarding phone check-ins (personal touchpoints):
I like check-ins. Alert me that you’re still there. Use a soft approach. Whenever possible, bring ideas and value. Say something like: “If you need something, I’m right here.” Obviously don’t be a pest, and yet don’t ignore. Other good statements that resonate with me: “What does value look like to you?” “So what I’m hearing you say is…” “I want to be respectful of your time…”
About written documentation:
If you need time to formulate a ‘solution’, then say:
“I want to give you my very best thinking. Let me make sure I understand your challenges, and then I’ll get back with you on (xx date).” Set the expectations on what they will receive and when they will receive it. “On Thursday, I’ll send you an outlined approach…” And then follow through!
When compiling fee proposals:
- A menu approach works well for me – so I can ascertain which elements are most valuable. (Author note: This can be tricky when you don’t believe your process can be easily de-constructed.)
- Assess the person to whom you are selling, and then incorporate their words/vision/etc. into your proposal.
- Demonstrate past results; articulate expected outcomes.
Other considerations:
I want to work with someone that:
- I trust.
- I like.
- Is easy, not complicated.
- Offers sound advice—keeping me out of trouble, or better yet, making me look good.
- Follows through. Your actions must align with your promises. For some business developers, it’s all about the chase, not about the deliverable. Not cool.
Biggest pet peeve: What irritates me is when I pay a premium (which I’m personally often willing to do), and yet I don’t get premium value. This is a deal breaker for future projects.
Magic formula when dealing with C-level decision makers: There is none! It’s a mistake to treat all c-level people the same. We are individuals, and you simply can’t generalize.
Cost versus results/value/experience: I believe that many C-level decision makers still go for the lowest bid. (Author note: this was surprising and disconcerting!) That said, the best consultants solve problems, and prove their worth. For me, personally, my selection is never about the fees.
From the seller (to C-suite buyers): Chris, Global Senior Sales Representative.
How to be the person that others want to work with, and buy services from:
About dynamics and relationship-building
- Be enjoyable and genuine. Take your time. (Don’t rush to get to the sale.)
- Since people like to talk about themselves, I go there with my questioning. Once something unique is revealed during our conversation, and I make a mental note to reference it in the future. This keeps me memorable, especially in initial interactions.
- Respect—of them, and of yourself: Find a balance where you are respecting their position, but you are also asserting yourself to a place where they will listen to you. If you behave in a subservient manner, they will treat you as such. Intellectually, you deserve to have the respect reciprocated.
- Do something that might engage the person. Reflect on it later. If at first you don’t succeed, try again. I have a rule of three: try three times. You don’t want to be too pushy; if you are not clicking with the person, and yet you honestly feel you can add value, then you need to go a different route (perhaps weaving another person into the fold).
- Take care not to overstep boundaries. Watch for subtle cues that indicate a possible breach.
- On days when you simply don’t have mojo, sit it out. Select opportunities when you will put your best foot forward.
- As the selling cycle progresses (it can be long, especially in AEC), treat that person with warmth—like a cousin, or an old friend from college.
About selling
- Believe in the service you offer. If you don’t, it will be obvious.
- Make sure that you stay laser focused on how they will benefit, and/or how your service will make them look good. They must find it relevant.
- When checking in (no more than monthly), try to offer content that is “watching out for them, and their best interests”. Maybe it’s something about their competitors. Maybe it’s something about an industry trend that sparked your own interest. While she or he may already know this information, they seem to appreciate the outreach and the non-self-serving approach.
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Author notes: I had hoped these two conversations would result in a silver bullet method for selling to the C-suite, or at least some “ah-ha” lessons to apply. For the most part, their insights were common-sense knowledge for someone with a depth of business development experience. That said, here are three final thoughts that you may find useful:
- Could you, the reader, conduct the same sort of informal interview with a key C-level buyer (even if outside our industry), and/or someone who successfully sells to the C-level on a regular basis? If so, do it! It’s fun, and you’d be surprised at how it may relax you as you move forward to market your company and yourself.
- To squelch moments of intimidation, I plan to take Chris’s advice, which is to remind myself: Executives were not always in this position. They rose to it, and they were likely once walking in my own shoes.
- Just breath: The c-suite is not all-knowing! They are humans, just like me. They deserve my respect, and I deserve theirs. So get it done, and make it a mutual win-win!