How to get a C-Level Executive Audience
Posted by James Fennessy
Since C-Level Executives (CLE) schedules are so jammed and tightly guarded, everything that you can learn about their problems, challenges and the impact of not changing should be done, if possible, in advance of a meeting.
So how do you gain access to CLEs using internal referrals? Aren't these people gatekeepers who try to shield the boss from such meetings? Not necessarily. Far too few salespeople understand when and how to request access to CLEs in a manner that will stack the deck in their favour. In fact, research conducted by Huthwaite determined that in strategic sales it is often advantageous to meet with the CLE's direct reports first before gaining access to the CLE. In other words, aim high, but not too high, initially.
Why is it advantageous to meet with the CLE's direct reports first? We are not talking about meeting with low-level administrators or individual contributors. If you are targeting the C-Level, their direct reports are at the Director and VP levels. These levels have detailed information that you should get from them in advance of a meeting with their boss, the CLE. Why? Since CLEs' schedules are so jammed and tightly guarded, everything that you can learn about their problems, challenges and the impact of not changing should be done, if possible, in advance of a meeting.
We know that direct access to CLEs is extraordinarily limited. How do you gain access to their direct reports, the Directors and VPs who are responsible for executing their bosses' strategies? Well, let’s first go back to timing. Rather than cast about and treat all prospects equally, your first step must be to identify the organisations where your solution is likely to help with a strategic challenge.
The research shows that there are three focus points of an c-suite strategy:
- The Focus of Receptivity - a person who’s prepared to listen to you. This contact can be an excellent source of information and can help you gain access to others.
- The Focus of Dissatisfaction - a person who is experiencing problems or difficulties with products or services for which you have a solution; or who may be willing to listen to an interesting opportunity.
- The Focus of Power - a person who can make the final decision on a purchase.
When you are granted an audience with a Focus of Dissatisfaction (FOD) how do you succeed in leveraging that meeting to gain access to the C-Suite? First you must determine the stage of the Buying Cycle that the client is in. If the client is in late Changes over Time/early Recognition of Needs, you are in the diagnostic stage of the sales process. Your job is to determine the extent and depth of their problems/opportunities and why it is important to change their current situation. The absolute imperative at this point is to talk very little about your solutions and focus 90% of your discussion on the client’s challenges and desired outcomes.
At the end of a meeting with the FOD, ask who would be involved in making a decision for change and what the process is for supporting a decision of this magnitude in the organisation. Follow up that question, if necessary, to inquire about the funding. Never ask about the funding first. It makes you look like an amateur because you haven’t yet earned the right. The process is equally, if not more important.
Most likely, by the time you have had discussions with the FOD, he has named his boss, the CLE, as the Focus of Power in the decision-making committee. If not, you must inquire - “Philip, you didn’t mention Ann Bigcheese as part of the decision-making team. In my experience, while someone at her level is never involved in the details, they are almost always involved in the final selection and funding of an initiative of this magnitude. Is that true here at XYZ Company?”
Once you are able to confirm that Ms. Bigcheese is interested and involved you can make the move to request time with her. Here is how you can make this request in a way that will dramatically increase your chances of securing a meeting with Ms. Bigcheese.
The model for getting time with a CLE requires two key steps. First, you must create the willingness for your contact, the FOD, to see the strategic value of providing access to his boss. You must remember that this access is closely guarded and that entry is provided to a select few. In essence you must build trust with every interaction and prove that the meeting will be valuable and a good use of precious CLE time.
To accomplish this goal you have to invest time and resources to expand the FOD’s understanding of his company’s challenges and desired state. There are several methods you may employ including interviews, diagnostic tools, focus groups, needs assessments, etc. The key element is—you need to make your FOD look good in the eyes of his boss and be prepared to shed new insights on the company’s strategy, opportunities and challenges. Be certain that there is some level of equanimity in the relationship. Your FOD should also invest time and provide access during this phase of the buying process.
Next, you must be able to clearly state the value and outcomes of a meeting with your FOD and Ms. Bigcheese. Be certain that you rehearse this request long before making the actual inquiry. The value of this meeting must be crystal clear to your FOD because you want him to make the request. Your chance of securing a meeting with a CLE increases exponentially when made by a trusted direct report.
Finally you must be relentless and focused in order to build the trust and strategic value necessary to gain and maintain access to the CLE. There are three key reasons that your access to a CLE may be blocked:
- Your sponsoring FOD is not held in high regard by the CLE. If this is the case, you have only one choice. You must find another FOD who has right level of respect and influence and can get you access to the CLE.
- The buyer has moved beyond Recognition of Needs to Evaluation of Options. In this case your access will be blocked until the point of choosing a final vendor is imminent. C-Level executives aren’t in the business of vetting potential suppliers. That is the domain of their employees. If you find yourself in this unenviable, yet very real, situation your strategy must be to differentiate at a level which allows you to make it to the finalist round in the selection process. At this juncture, the CLE will most likely re-insert himself in the decision process.
- Your sponsor doesn’t trust you. Now, it is very rare indeed that you will ever receive this feedback directly. You can bet that if a) your prospect is in Recognition of Needs and b) your sponsor has a positive relationship with the CLE and you are not granted access that trust is the real reason for this blockage. If this is the case, you will get a litany of excuses that are nothing more than smokescreens. At this point you must completely overhaul your strategy and determine how to provide new strategic value and insight to your FOD.
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