In Part I, I highlighted the basic importance of proper preparation in anticipation of an impromptu CxO meeting. The aim, of course, is to move up the organizational structure to the decision-makers who are most likely to require a greater portfolio of my services. My background is rooted in helping organizations achieve business agility so that they can better provide services that their customers desire.
If we pick up from the end of Part I, let’s assume I’ve piqued Sarah’s interest. There is a very strong possibility now that CEO Sarah will have an unscheduled, casual ‘elevator’ discussion with Christine about her efforts and perhaps even the work she’s contracting me for.
VP’s, like other Executives, hate surprises. Not knowing their relationship, there is a high probability that things will go south at this point, largely because I’ve potentially introduced risk to Christine and her career. The probability that something is going slightly ‘wrong’ in her portfolio is likely high. And she’s now on the CEO’s radar.
Next steps are obvious – it is imperative for me to speak with Christine, preferably face-to-face. Positioning the conversation is key now. In my experience, this is a “build trust” or “destroy trust” conversation. Prior to that face-to-face, I need to prioritize my talking points, which should be as follows:
- Confirm the positive impact my team is having with respect to the organizational goals “to drive effectiveness and efficiencies”. Collect the “Yes”.
- Determine the relationship, if any, she has with her CEO and determine the hierarchy between her and the CEO and, if possible, determine the alignment of their efforts to the CEO’s mandate (there is always a ‘black sheep’ in that mix and it could be Christine’s SVP, or even Christine herself, for instance)
- Reduce the perceived risk by specifically reiterating the connection between my efforts, Christine’s efforts, and the corporate strategy. Collect the “Yes”.
- Then, and only then, discuss the brief, impromptu elevator discussion I had with her CEO – and this takes tact and professionalism, and must be delivered with maturity.
My approach and the questions I’d propose, likely would take the following direction:
- “Christine, what’s your overall ‘take’ on my teams efforts to….? [reiterate the mandate]”.
- “Does your SVP share those thoughts, and is your leadership in the corporate strategy recognized?”
- “And are your successes recognized outside of this channel?” [collect the “Yes”]
- “Christine, you understand the corporate structure here, is there any risk that this project can be derailed, and is it important enough to thrive? Because, I am speaking in hypotheticals right now, but it has to look good for you, correct?” [collect the “Yes”]
- [This is the tricky part] “Christine, you know part of my role is to champion you, your team and your efforts [insert mandate]. I wanted to meet today because I had the unplanned opportunity to speak briefly with Sarah about this particular project and she was quite keen about the positive work you are doing here. And specifically how it is in-step with the corporate mandate and her strategy. She was fully supportive of such efforts and I wanted to put this on your radar, should the conversation come back to you [pause].
- “The other part of my job, of course, is to look for additional ways that we can help this organization. If I can help you, help your SVP and help Sarah in this process, then I’d like the opportunity to take a greater role and do so [stop].
I’m not going to walk away with a multi-million dollar contract today, but hopefully I achieved my objectives: clear the potential minefield of risk with Christine, deepen our relationship, gain further understanding of the organizational structure, continue to build trust, show that I am indeed talking with her peers and that I have the best intentions in doing so with her in mind, and I asked for further business.
In sales, we are always looking for that “inside champion” to help our deal move forward. In addition to this, I believe that in building better business relationships, the road goes both ways. I try to equally be that champion for my client. Because it serves so many purposes to do so, and it is the right thing to do as it aligns to the deeper principles I believe in, which are:
To create unity in diversity, and to help people orient their work lives towards service. To engage with people, and customer-focused organizations that seek to continually learn and grow. To work in the spirit of truthfulness, teamwork, and transparency, as this is the foundation of improvement.