Comments on: How to Be Interesting (and Useful) to C-Level Executives

By: Matthew Miller

Matthew Miller — Wed, 23 Nov 2011 21:45:00 +0000

Very useful. Thank you. Don’t forget about following up with the executive in regards to the outcome obtained. This step is often forgotten and helps build credibility as a partner.

By: S. Anthony Iannarino

S. Anthony Iannarino — Sat, 20 Aug 2011 14:16:00 +0000

I love your last point, Andrea. I wouldn’t have mentioned empathy (and didn’t), but I think it’s important. You have to feel what they feel, and that can inform how you work for and with them.

By: Andrea P. Howe

Andrea P. Howe — Thu, 18 Aug 2011 14:31:00 +0000

Thom makes a great point — the key is to deliver value any way you can, even if that means making connections, versus selling work, or (gasp) referring the work elsewhere. Too often we get too narrowly focused on ourselves and our own organizations, which steers our focus away from making a difference for others. Those who are effective in the C-suite are sounding boards, first and foremost, and a salespeople last.

I also think seeing through their eyes goes beyond business acumen. While a C-level exec will probably never be heard saying, “He was empathetic with me; that’s why I hired him,” the ability to convey that you really understand and appreciate his world–the entirety of it–distinguishes a trusted advisor from a savvy businessperson.

By: S. Anthony Iannarino

S. Anthony Iannarino — Mon, 15 Aug 2011 11:01:00 +0000

Thanks for sharing your thoughts, and for validating that the thinking, Thom.

By: S. Anthony Iannarino

S. Anthony Iannarino — Mon, 15 Aug 2011 10:59:00 +0000

It’s only my personal experience, but when you ask for a high-level executive’s time, they believe you are supposed to show up with an agenda and have some idea of what you want and what you can do for them.

They need things done, and they need partners they can trust to do those things. If you know what you do and how it benefits them, you have a good starting point.

By: Charles H. Green

Charles H. Green — Mon, 15 Aug 2011 00:59:00 +0000

It’s really interesting that you phrase the question this way, and very useful. Too often we think of “how can I grab the CXO’s attention,” as if it were some interventionist act of will on our part that seizes them away from competing alternatives.

Instead, you tee it up as: hey, what would they actually find interesting? And then to focus on meeting that natural need.

It can sound simple, because supposedly we do that all the time in presenting features and benefits; but we don’t do it all the time in terms of buyer psychology, and it really does offer up a different perspective.

Thanks,
Charlie

By: Thom Holland

Thom Holland — Sun, 14 Aug 2011 22:24:00 +0000

Great post Anthony. I can tell you that all of these are right on point.

I continually find myself dealing with the same circle salespeople for the simple reason that they are great at helping us make money; even if that means not making the sell. Often times, these particular individuals create value by simply connecting me with someone else who can help me solve a challenge. For that simple reason alone, I check back with them time and time again.Thanks for the great read.