The Top Eight Mistakes To Avoid in C-level Sales Meetings

If you’ve managed to set up a meeting with a C-level exec, give yourself a pat on the back. Getting into a room with one of the “joint chiefs” is not an easy task at early stage companies. But now that everything’s in place, what’s the protocol for success?

Let me start by saying that meeting with persons at this level is an exciting change in your week-to-week. But these higher stakes may have you questioning your usual methods. The urge to completely reinvent your process can lead you to completely abandon what has made you successful in the past. Below are some mistakes that I’ve either made or witnessed because of this, and how to deal with them. Keep this list in mind next time you meet with a head honcho.

1. Avoid The Pedestal Effect

In many cases, a CXO is removed from the daily ebb and flow of trends and technologies in the industry space. And if you belief that knowledge is power, then this puts you in a strong position. Hold onto it. Don’t be overly thankful, as it immediately puts them in the driver’s seat.

2. Questions Are Still Ok

Many people think of an executive’s time as very precious, which leads them to think that presentation is the only route to take in these kinds of meetings. But for most C-level execs, understanding larger priorities is critical. So in every meeting at this level, ask questions to better understand company goals and where your solution fits into the bigger picture. This will save everyone’s time, and show them that you’re thinking in the long-term.

3. Prep, Prep, And More Prep

Before you set foot in that conference room, make sure that you have:

• Read the annual report
• Researched their past work history, including their former roles and responsibilities
• Read articles on their organizational or departmental focus
• Talked to people just below them to better understand how/what they prioritize
• Rehearsed your plan with team members
• Made an additional roadmap or performance slides that are ready to be presented if need be
• Confirmed that all the necessary technology is fully functional and ready for use

4. You Run The Meeting

Executives are used to having a set agenda, but they will not hesitate to uproot it in a moment’s notice. Many of you have probably experienced this at your respective companies.

The key to a good agenda is to set it clearly from the beginning, and to make sure that it lays out how the meeting will progress. You should make it clear from the start that you will spend a bulk of the time leading the conversation. At the same time, make sure that the agenda works for them, and ask if they have anything to add. This will make them much more patient because they know and have agreed to the direction of the conversation.

5. Play To Their Background

With the proper (extensive) prep, you can learn as much about this person as their assistant. Don’t be afraid to show off your knowledge.

Start off with a little teaser in the beginning referencing the reason you wanted to talk to them specifically. It can be an article, award, or some other direct business reason. Then, as you continue to position yourself, drop a few lines on his/her initiatives/topics he/she has covered in the recent past. Don’t go too far back, though, or your references will lose their relevance.

6. Educate, But Don’t Act Too Smart

Your job in these meetings is to build credibility. Execs take these meetings in the hope that you will be credible and bring some outside value/thought to the company.

Demonstrate that you understand their company and its current initiatives. Then weave that understanding into your unique view of how you can advance their goals. The key is to not overestimate what you may or may not know. Just show that you’ve taken known factors into consideration and are smart enough to work them into wherever the fit may lie.

But don’t assume that what you’ve read is 100% current. Instead, use your research more as a means of transitioning the conversation from section to section.

7. Engage Everyone

The “powerarchy” is rarely the same as the hierarchy. A C-level exec’s advisors are often the key influencers. So focusing your whole meeting on the head honcho will only serve to alienate the rest of your audience. Understand the role of each person sitting in, and present to EVERYONE.

8. Don’t Lose Contact, Or You Can Lose The Deal

One of the biggest mistakes that I’ve made in past deals that I’ve lost is not maintaining high level connections. In these instances, I’ve been passed off to a lower group during the trial or partnership.

It’s not that the people a step lower aren’t decision makers or major influencers – it’s that their roles are highly specialized. They are responsible for very specific pieces of the business, and therefore may care less about the big picture. That is not to say that they don’t care about the business – but they have a job and responsibilities that involve them focusing on their own world.

After your meeting with a C-level exec, tell him/her that you will be coordinating the details with the team, and that you want to set up bi-weekly/monthly check ins to keep him/her up to date.

This way you can maintain a level of connection that they’ve agreed to. DO NOT assume that they will meet with you again if they don’t agree to it upfront. They are used to handing things off and getting updates from the internal team exclusively. Fight for these check in meetings, and do not accept being handed off completely. There are many compelling reasons you can use to maintain a connection – major partnership announcements, significant product updates, critical industry news, etc. Again, DO NOT let them hand you off completely. If you do, you’ll regret it when the level below person informs you that your many trips and meetings aren’t netting anything.

In essence, a C-level meeting is a regular meeting on steroids, and should be treated as such. No need to throw your established process out the window – just double or triple your prep efforts for each part of the meeting. Research, rehearse, prep extra slides, bring detailed and specifics notes on the exec, and make sure to keep them involved.

And remember: Knowledge is power. In many cases, it is likely that you know more about the space than they do, especially concerning the areas of the industry that your product addresses. Take the reigns from the start, and they’ll follow your lead.