C-Level, Relationship Selling Blog

C-Level Selling Tip 10 - Executives Are too Busy and/or Have No Reason to See You

Too busy is a form of executive intimidation (Tip 9).  Basically you are uncomfortable and you rationalize that your offering and/or you aren’t important enough to warrant a meeting.  You sensitize yourself so much that when someone says the boss is too busy, you suck-into believing it immediately. 

 

People are too busy only when they don’t see a reason to see you. 

 

So here is the reason they will want to see you.  C-Level Selling Tip 10 - Executives Are too Busy and/or Have No Reason to See You

 

C-Level Selling Tip 9 - Overcoming Executive Intimidation

Anxiety is the uneasy feeling when thinking you have to approach a senior level executive, doctor or high government official.  It surfaces because you are anticipating an unpleasant outcome or projecting a negative experience.  

This negative projection also turns you into your own biggest gatekeeper.  Because of your discomfort, you’ll tend to rationalize why you don’t need to get to these high level people.  

 

The antidote to anxiety can be found in the full article:

 

C-Level Selling Tip 9 - Overcoming Executive Intimidation

 

Watch the 4 minute Video

 

Video C-Level Selling Tip 9 - Overcoming Executive Intimidation

Five Tips for Creating C-Level Selling Confidence

One of the most powerful tools for C-Level Selling, selling to doctors or any influential people is confidence.  So here a 5 tips to help you build your confidence.

1. Keep learning your trade. 

2. Prepare for the encounter. 

3. Approach the meeting with a quest to learn. 

4. Prepare yourself. 

5. Advise yourself as you would your child or a close friend about being confident. 

For the details see Five Tips for Creating C-Level Selling Confidence

C-Level Selling Tip 8, Getting Past Gatekeepers and Handling Blockers

Subordinates, administrators, purchasing, etc. keep you away from their bosses and the real decision makers because they fear losing something – power, ego, job, recognition, authority, etc.  However, don’t assume to know what it is because you could be wrong.  Get them to tell you why they don’t want you to go past them.

 

Stated another way; you’re blocked because the blocker hasn’t accepted you or your offering yet.  They see a risk and see nothing in it for them for you to go past them – more forms of losses.

 

Read the strategies to handle this at C-Level Selling Tip 8, Getting Past Gatekeepers and Handling Blockers

or

 

Watch the video for these strategies at Video C-Level Selling Tip 8, Getting Past Gatekeepers and Handling Blockers

Good Selling

 

C-level Selling Tip 7 – Leveraging Your Golden Network

C-level Selling Tip 7 – Leveraging Your Golden Network You have a golden network of people.  I call this your info/intro highway.  These are people who have benefited from you in one way or another professionally.  It could be customers, other vendors, consultants, association members, service people or other professionals in or outside your current company.  These are people who can help you get information and introductions to whomever you’d like to see.

Here's what commonly happens - You Sporadically Meet with Those on Your Golden Network

And the resulting problem - You're Late and Then There’s Limited Access to Information and Key Decision-Makers, Competiton's Involve, and You Haven't Embedded Yourself

Here's what to do:

Read C-level Selling Tip 7 – Leveraging Your Golden Network  or

Watch Video C-level Selling Tip 7 – Leveraging Your Golden Network

 

 

C- Level Selling -- Subtleties Make Big Differences in Selling

Over the course of a year I talk with thousands of complaining sales people.  Some complain about getting to the right people.  Others complain about making pitches that stick; others about competition; some about the support they get from their company, etc. etc. 

 

When I suggest what they should do, they either say they already know that and/or they're already doing that.  However, as I delve deeper, or ask them to role-play with me, it becomes obvious to both of us that there is a big difference between my suggestion and what they're doing.  I call this a subtlety so as not to bruise egos.  I also call it a subtlety because just a few words rephrased, or a few steps rearranged can make huge differences.

 

Here are some example to show what I mean.  See C- Level Selling -- Subtleties Make Big Differences in Selling

C-Level Selling: Are You a Tiger, a Phil or Struggle to Make the Cut

I can't help but compare Tiger Woods and Phil Mickelson to selling.  Tiger Woods came in second place at the Tour Championship, yet walked away with $10 million as the FedEx Cup champion and $800,000 for his second-place finish.  Phil Mickelson walked away with $3 million for the FedEx Cup and $1.35 million for winning the tournament.  The comment by Phil was "Let me get this straight.  I shoot a 65 and win $1.3 million and Tiger shoots a 70 and wins $10 million?"  That's right.  Tiger was consistent over time.  Phil had a great day.

How many Tigers do you have in your organization?  How many Phil’s?  How many struggle to make the cut?

Think about your salespeople, (or yourself, if you're a salesperson).  Does your salesperson, or you, close the sale, 7/10 times, or do they score big every once in a while?  Which would you rather have?  What are you willing to invest, if anything, to get it?

Selling is a process and like golf  -- Read on at C-Level Selling: Are You a Tiger, a Phil or Struggle to Make the Cut

C-Level Selling Tip 5 – Identifying the Final Decision-Makers

Your focus should be all the senior executives of the profit center where you’re selling. Notice I didn’t say department or area of responsibility such as engineering, manufacturing, or purchasing.  Your products and services impact the profitcenter – believe it.   

Most sales people only target those who are solid-line responsible for the departments or project that their services directly touch.  Powerful decision makers are those senior staffers that are significantly impacted (either personally or through their subordinates) by your offering.  However, the other members of the profit center leader’s direct staff get involved, even if his or her department is not responsible or impacted.  Purchasing and investment decisions are discussed by the entire staff during lunches and in staff meetings because they impact the profit center, division or company.  In addition to covering all the bases, these senior staffers are a great source for insights and networking.

Common Situation -- You Don’t Know Who’s In Charge

Resulting Problem -- You lose the sale.  You didn’t know all the decision factors.  You weren’t connected to the right people. 

To learn what to do --

Read the complete C-Level Selling Tip 5 – Identifying the Final Decision-Makers

or

Watch the  Video C-Level Selling Tip 5 – Identifying the Final Decision-Makers

C-Level Selling Tip 4 -- Relationships with C’s Produces Business, but You Don’t Have a Relationship

People Say Relationships Close Sales.  

This is true, but most sales people feel a relationship is a social connection. They then strive to become chummy.  Unfortunately this is very tough to do with C's, Doctors and at high levels. 

Resulting Problem

Lots of entertainment and little business.

Here's what to do.

 

Read the full article at C-Level Selling Tip 4 -- Relationships with C’s Produces Business, but You Don’t Have a Relationship

 

OR

 

Watch the 4 minute Video at Video C-Level Selling Tip 4 -- Relationships with C’s Produces Business, but You Don’t Have a Relationship

Salespeople's Biggest Weakness – C-Level Selling

Salespeople know how to prospect -- although they hate to.  Salespeople can certainly present -- and they love to. They know they should ask questions -- although most don't and the ones that do ask self-serving ones.  Salespeople can close -- even though they usually let the customers do it for them. But there is one thing salespeople do not do -- selling at the C-Level or to the profit center leaders.

If you want to be an overachieving salesperson you must know how to and be comfortable C-Level Selling.  Most sales people deliver mediocre results because they lack this skill set. Learn how to put this missing major element into your salespeople.

Read all the details at Salespeople's Biggest Weakness – C-Level Selling

C-Level Sales Training Tip 3 - Sales Rejection – What You Didn’t Learn in College

Sales rejection happens because, sales people never learned all the roles required to sell.  They have 3 role, marketing, selling and relationship development.  Most only market because they really don’t know the difference. 

If their marketing generates interest, they're lucky, but they can lose the prospect if they can't switch to the other two roles quickly.

If it doesn't generate interest, then they keep pushing, trying to convince, rather than approaching the situation differently.  They become a walking commercial and prospects want to change the channel i.e. get rid of them.  Problem is they kill their changes with this prospect for the future.

Learn how to avoid sales rejection.

Read the complete articlel at Sales Rejection – What You Didn’t Learn in College or

Watch my video presentation at C-Level Video Selling Tip 3 - Sales Rejection

C-Level Sales Training Tip 2 – The Prospect Seemed Interested, but the Sales Cycle Is Stalled

Sales have a beginning and an end, and you can adjust how much time is spent in between by making the right moves. Here's a common situation.  The prospect seemed interested.  Here's a tough resulting problem.  Nothing happens, phone calls are not returned and the sales cycle goes on and on and on.

Read what to do at C-Level Sales Training Tip 2 – The Prospect Seemed Interested, but the Sales Cycle Is Stalled

 

C-Level Selling: Proposals and Presentations Strategy 30, Each Team Member Introduces Him/Herself

Many times the presentation leader will introduce the members of his/her team.  It’s more impressive and a credibility builder if your team members introduce themselves.  The audience will get a feel for this person.  Then, when s/he speaks again, they will be more inclined to listen - as opposed to wonder who is this person. 

It’s also more personal.  Remember the final decision comes down to feelings.  You want every member of the audience to feel good about the people on your team.  If they are sitting there and you are pulling all the strings, it’s hard to feel good or anything about your team.

When introducing, everyone needs to be specific.  What’s your role and what benefit do you bring to the project?  Benefits are key.  You can be the structures manager, but it means more that you will insure a sound structure that meets specifications and will be engineered on time and at 20% savings. 

Again use numbers, names and details.  What’s your experience?  You’ve worked 22 years - not more than 20 years - doing ….  You might mention other companies and people you’ve worked for, other projects, etc. if the audience will recognize them. 

If people in the audience are familiar with your work, or have worked with you in the past, and/or you have a good professional relationship, bring that person into the introduction.  For example you might say, “I was the project manager, as you well know John, on the

ABC

project.”  John is on the committee and has credibility and his relationship with you transfers his credibility with the group to you.  It’s a very strong credibility tactic. 

Try to incorporate as many people as you can. However, your introduction has to be really short - 20 seconds, 25-40 words.  So you’ll have to rehearse it.  Do not try to wing it on the spot.  It won’t work.

Click here for the complete C-Level Proposals and Presentations

C-Level Selling: Proposals and Presentations Strategy 29, Hold Off on Handouts

Handouts are usually a distraction during the presentation, but can be a good reminder for after the presentation.  During the presentation you want people focusing on you and what your team has to say.  Handouts encourage them to be reading ahead and not listening.  If handouts are an integral part of the discussion, then hand them out as they are needed.  Highlighting areas you want them to focus on is helpful.

An agenda is a good handout for the leader to give each person when he starts his schmoozing.  It’s a good excuse for the schmooze and it looks good as you cover everyone.  The agenda can also have the names of your team members on it and their role / expertise / position.

A parting handout loaded with pictures, numbers, names, and details can be valuable.  You can also fill it with points of their interests - not yours.  Make it sort of a mini summary in living color - sort of a brochure.  Remember they already have a written proposal. 

Handout copies of the PowerPoint presentation only if someone asks for it.  Ask for their email address and email the presentation - unless you feel there could be a competitive threat.

Click here for the complete C-Level Proposals and Presentations

 

C-Level Selling: Proposals and Presentations Strategy 28, Work the Room before the Presentation Begins

The presentation leader must schmooze when s/he enters the room while the rest of the team sets-up and then schmoozes.  The leader’s job is to break the tension and warm everyone up.  Additionally s/he must get a sense about voters’ desires or hang-ups as they relate to the presentation.  Working the room before the start is an excellent opportunity to get voters’ insights about what needs to be covered. 

To do this the leader make his greeting to each participant and then says quietly to each, “So as not to disappoint you, what in particular do you want to be sure I cover?” or “What are your expectations for today’s presentation?” or something that opens them up.  Then listens only and concurs.  This is perfectly OK.  If the person doesn’t want to answer, that’s fine.  However, many will give you some good head’s up information. 

Be sure to do it with everyone, otherwise those not asked may think something is going on, but don’t rush.  Keep a short but steady pace.  Target the surprise visitors first - especially those with power.  Then move to the less well know and finally to those you know best.  In this way you can get some intel, in case you’re pressed to begin the presentation.

The team members should immediately target the person they have a relationship with and ask about expectations or things they feel should be covered.  Then move to others if there is still time.

Before the start the leader should pass by each team member and get any insights the team gathered from their relationships.  The leader doesn’t have to share his.  He can bring it up himself or as a team member to explain something that he feels should be brought out.

Click here for the complete C-Level Proposals and Presentations

C-Level Selling: Proposals and Presentations Strategy 27, Address Your Red Flags.

You know some of the voters have issues and concerns that you are vulnerable to.  What are they?  How will you address them?  Who will address them?  Will you offer them up or will you wait for someone to bring them up?  This all has to be discussed before the presentation.

Everyone has red flags.  The way you address them and explain what you will do about them or handle them will show your competence.  Pretending you don’t have any, shows you’re oblivious to the realities.

Click here for the complete C-Level Proposals and Presentations

C-Level Selling: Proposals and Presentations Strategy 26, Pictures Are Worth a Thousand Words

Display pictures, renderings, charts around the room.  As people start drifting from the presentation or lose interest or whatever, you want their eyes to wander to visual that will imprint on their minds and resonate in their belly.  When they are not focused on you or your team, give them something to look at.

You might even spend a minute explaining what you’ve displayed to make sure they do wander over to those visual.  Again, visuals make the future imaginable and real right now.

Click here for the complete C-Level Proposals and Presentations

C-Level Selling: Proposals and Presentations Strategy 25, The Presentations Is the Performance of the Proposal

Presentations are movie versions of the proposal books.  As with the proposal wording is critical.  You must frame all your descriptions around how the individuals and the organization will benefit from you doing the job.  For example, “This is how we will assure your success.”  Rather than, “We are the best at doing this.”

Use numbers names and details when explaining anything.  These make it real, colorful and memorable.

Be sure to focus on individuals’ personal results and social expectations.  Line items are put in there because they are important to someone in particular.  Be sure to give that person the comfort it will be completed to his or her satisfaction.  Remember it’s not all about the organizational success, it is about personal successes - especially high level ones.  The voters must believe they will have their personal interests met or else they will vote for someone else.

Show that you understand all the various impacts to the business, to surrounding areas, to the environment, etc.  Describe how you will mitigate these impacts.  Describe how you will handle uncontrollable issues, i.e. weather, permits, mistakes, and how you’ve done it for others

Click here for the complete C-Level Proposals and Presentations

C-Level Selling: Proposals and Presentations Strategy 24, PowerPoint or Not

Most presentations these days use PowerPoint.  It has it advantages of being neat and people can follow along.  However, it has the disadvantage of not being intimate.  In other words, people read along and develop their own impression and feelings. 

A presentation with pictures and someone explaining the proposal, with others reinforcing the details where necessary is more engaging.  The audience has to listen and if they don’t understand or miss something, they will have to engage to learn. 

The other disadvantage of PowerPoint is that the presenter gets wrapped up with the slides.  He doesn’t focus on the people to gage their reactions.  And even if he was smooth enough to look for reactions, most of the time the people will be reading rather than reacting.

All that being said, it should be the preference of the most senior i.e. powerful, decision maker attending that determines your method.  So ask your contact for advice, and if possible ask the boss for his /her preference.

Click here for the complete C-Level Proposals and Presentations

C-Level Selling: Proposals and Presentations Strategy 23, Create a Chart to Show How to Win Each Person’s Vote

Remember the three elements - project success, personal results, and social fears.  How will you get these points across and who will talk about them?  This has to be orchestrated. 

I usually have a chart with each person’s name, position, power level and to whom that person reports.  I then have an area reserved for the answer to the above question, “What will it take to win this person’s vote?”  Until I can fill that in completely with confidence - I’m worried and looking for more information.  The higher the power level, the more worried I get.

Click here for the complete C-Level Proposals and Presentations