| Capturing the attention of a top level person is | | | | reluctant to give you the real nitty gritty details of |
| extremely difficult. Holding it is even tougher. | | | | their desires when others are present. What they |
| However, top level people do like to talk about | | | | will give are party line information - company |
| themselves. They are usually happy to tell you | | | | issues, etc. However delivering party line results |
| what they want and why. These characters do | | | | does not really ring the bell for a senior executive. |
| not like people telling them what they need or | | | | S/He wants his or her special something, along |
| should have, or why they should do something. | | | | with the party line results. |
| They want to tell you what they want, but they | | | | Although your task is to dig out what's special to |
| won't say that in so many words. That's why you | | | | this top level person, be away that different |
| have to have some questions ready to get them | | | | levels of management have different focuses. |
| talking. They will let you take the initiative, and in | | | | Low-level people like to hear about details and |
| less than 2 minutes stick with you or tune you | | | | spec's. High-levels want to hear about revenue |
| out. | | | | potential, competitive advantage, completion time, |
| Therefore when meeting with a senior level | | | | profits, etc. Notice I didn't say cost savings or |
| person, your focus has to be that person. And | | | | return on investment. These are trite, overused, |
| the best way to focus on someone is to ask | | | | and not impact full anymore. Discuss low-level |
| them questions about their business as it relates | | | | issues with high level people and you'll lose them - |
| to you. For example, "Ms. CEO, I know you're | | | | and vice versa. |
| very busy, and you're waiting for me to tell you | | | | Common Situation |
| about my company, but is it OK if I ask you a | | | | You're Quick to Present |
| few questions first?" (Permission to ask | | | | People tend to present the same information to |
| Questions) Then, "What are some of your | | | | everyone. You finally get a meeting with a senior |
| expectations for the upcoming project?" Actually | | | | person and after pleasantry's you start telling how |
| my favorite question is, "I know you're really | | | | your stuff will be good for his company or how |
| busy and I was wondering how come you're | | | | you are better than the competitions' stuff. |
| taking the time to meet with me?" If you get a | | | | Resulting Problem |
| response like, "Well, you asked for the meeting." | | | | You Miss the Interests and Bore the Exec |
| Then you say, "OK but I'm sure a lot of people | | | | The senior people only stay for a few minutes or |
| ask for meetings with you. How come you let me | | | | don't show at all. Executives want information |
| come in?" This will get the conversation going and | | | | explicitly tailored to their individual desires. If you |
| it's all about her. You see she granted you a | | | | don't know his or her special hot buttons, you'll tell |
| meeting for a reason that's meaningful to her and | | | | what you think should be important. If you don't |
| you want to know what that reason is. | | | | know for sure, you'll tend to miss his or her |
| Most people will assume the meeting has been | | | | target more often than not. |
| granted because the exec wants to hear about | | | | Check Yourself |
| how they can help him or her. However, if you | | | | Score: 4=Always; 3=Most Times; 2=Usually; |
| lead with your presentation, even though it's the | | | | 1=Sometimes; 0=Never. |
| premise of the meeting, it becomes all about you. | | | | 1. When you are with a CEO, CFO, COO, are the |
| If you attempt to make it about your stuff well | | | | meeting short and to the point? ____ |
| then the focus is not on that person. It's on you | | | | 2. Do they ask most of the questions? ____ |
| and your stuff. Senior people do not like to talk | | | | 3. Do you specifically ask what's motivating him or |
| about you and your stuff. That's why executive | | | | her to do this project/purchase even though it's |
| walk out or don't show for presentation meetings. | | | | been explained to you by a subordinate? ____ |
| Focus on learning what the executive wants and | | | | 4. Do you probe and clarify what his/her perfect |
| then spin your presentation around how you can | | | | vision of the solution looks like? ____ |
| give it to them. This will hold the exec and engage | | | | Scoring: 3 + 4 - 1 - 2 =?? |
| him or her. | | | | Positive is good; Negative means you could |
| Make every effort to get him or her alone. This is | | | | improve your interviewing skills |
| how you will learn what really is important and | | | | And now I invite you to learn more. |
| how to win this person's vote. Anyone will be | | | | |