{"id":2368,"date":"2025-07-23T12:00:00","date_gmt":"2025-07-23T12:00:00","guid":{"rendered":"http:\/\/www.blissfulyogaandmassage.com\/?p=2368"},"modified":"2025-07-24T12:55:42","modified_gmt":"2025-07-24T12:55:42","slug":"how-i-meet-with-c-level-and-win-deals-as-a-seasoned-sales-rep","status":"publish","type":"post","link":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/2025\/07\/23\/how-i-meet-with-c-level-and-win-deals-as-a-seasoned-sales-rep\/","title":{"rendered":"How I meet with C-level and win deals as a seasoned sales rep"},"content":{"rendered":"<p>Most reps aren\u2019t prepared to sell to C-level executives. Here\u2019s my honest take: <strong>Most salespeople are overprepared for objections and underprepared for business conversations.<\/strong><\/p>\n<p><a class=\"cta_button\" href=\"https:\/\/www.hubspot.com\/cs\/ci\/?pg=8913daaa-d86c-47f4-8e4e-b1920e094154&amp;pid=53&amp;ecid=&amp;hseid=&amp;hsic=\"><img loading=\"lazy\" decoding=\"async\" class=\"hs-cta-img \" style=\"height: auto !important;width: auto !important;max-width: 100% !important;border-width: 0px;margin: 0 auto;margin-top: 20px;margin-bottom: 20px\" alt=\"Learn how to run more effective sales meetings using this playbook.\u00a0\" height=\"60\" width=\"618\" src=\"https:\/\/no-cache.hubspot.com\/cta\/default\/53\/8913daaa-d86c-47f4-8e4e-b1920e094154.png\" align=\"middle\" \/><\/a><\/p>\n<p>They rehearse demos instead of researching pressure points. They come armed with product knowledge, but not enough market insight. And they try to <em>impress<\/em> executives when they should be <em>enabling<\/em> decisions.<\/p>\n<p>In this post, I\u2019ll reveal what it really takes to sell to execs. That includes how to prepare like a strategist, not a seller, and hope to drive action in under 30 minutes. I\u2019ll also share the mistakes I made, the frameworks I use (including multi-stakeholder alignment models), and the exact psychology I apply when stepping into the room with someone who signs the checks.<\/p>\n<p>But first, here\u2019s a little bit about my journey with executive selling.<\/p>\n<p><strong>Table of Contents<\/strong><\/p>\n<ul>\n<li style=\"font-weight: normal\"><a href=\"#my-first-c-level-sales-meeting\">My First C-Level Sales Meeting<\/a><\/li>\n<li style=\"font-weight: normal\"><a href=\"#understanding-the-executive-mindset\">Understanding the Executive Mindset: What I&#8217;ve Learned From Hundreds of C-Suite Meetings<\/a><\/li>\n<li style=\"font-weight: normal\"><a href=\"#before-the-meeting\">Before the Meeting: My Proven Preparation Process<\/a><\/li>\n<li style=\"font-weight: normal\"><a href=\"#during-the-meeting\">During the Meeting: Executive Conversation Strategies I&#8217;ve Refined Over Time<\/a><\/li>\n<li style=\"font-weight: normal\"><a href=\"#making-the-executive-sale\">Making the Executive Sale<\/a><\/li>\n<\/ul>\n<p><a><\/a> <\/p>\n<h2>My First C-Level Sales Meeting<\/h2>\n<p>I\u2019ll never forget the first time I sold to a C-level executive. It wasn\u2019t a Zoom call or a casual check-in. It was a formal boardroom meeting at a multinational company in S\u00e3o Paulo. There were five people in the room \u2014 one CEO, one CFO, two directors, and me.<\/p>\n<p>I had rehearsed my pitch twenty times. I had the deck, the talking points, the case studies, even the objection-handling matrix I\u2019d built the night before. I walked in ready to prove value.<\/p>\n<p>Ten minutes in, I realized I was losing them.<\/p>\n<p>They weren\u2019t asking about product features. They weren\u2019t reacting to benchmarks. They weren\u2019t interested in \u201cwhat our solution does.\u201d They wanted to talk about strategy. Market positioning. Risk mitigation. Internal politics. And when the CFO asked, \u201cWhat are you helping us <em>avoid<\/em> next quarter?\u201d I didn\u2019t have a crisp answer. I froze.<\/p>\n<p>I didn\u2019t lose the deal that day. But I didn\u2019t win their trust either.<\/p>\n<p>And that\u2019s when it hit me: <strong>selling to executives isn\u2019t about presenting solutions. It\u2019s about proving strategic relevance.<\/strong><\/p>\n<p>Since then, I\u2019ve sold to hundreds of C-level decision-makers across five continents\u2014from SaaS founders in New York, to CIOs in Dubai, to CFOs in Mexico City, and managing directors in London. I\u2019ve closed over $40 million in enterprise contracts, and I\u2019ve coached SDRs and AEs who struggled to break into the C-suite\u2014until they started shifting from seller to <em>strategic partner<\/em>.<\/p>\n<p>As Brent Adamson (co-author of <em>The Challenger Sale<\/em>) once said, \u201cThe best sellers don\u2019t just deliver insight. They disrupt thinking.\u201d That\u2019s what this guide is about: equipping you with the mindset and tools to stop pitching and start leading executive conversations with clarity, control, and commercial impact.<\/p>\n<p><a><\/a> <\/p>\n<h2><strong>Understanding the Executive Mindset: What I&#8217;ve Learned From Hundreds of C-Suite Meetings<\/strong><\/h2>\n<p>If you walk into a C-level meeting thinking it\u2019s just a higher-stakes demo, you\u2019ve already lost.<\/p>\n<p>I learned this the hard way.<\/p>\n<p>Years ago, I landed a rare opportunity: a one-on-one with the CEO of a billion-dollar logistics company in LATAM. I\u2019d done the research, practiced my opener, even rehearsed objections. But five minutes in, he leaned back in his chair, raised his eyebrows, and said something that changed my approach forever:<\/p>\n<p>\u201cThat\u2019s all fine \u2014 but, tell me why this matters <em>now<\/em>.\u201d<\/p>\n<p>Not <em>what<\/em> my product did. Not <em>how<\/em> it worked. But <em>why now<\/em>? And more importantly, <em>why him<\/em>?<\/p>\n<p>That moment cracked something open for me. Because selling to C-level executives isn\u2019t about transferring information. It\u2019s about transferring <strong>strategic urgency<\/strong>.<\/p>\n<p>Here\u2019s the core shift: <strong>Executives don\u2019t care about how your solution works. They care about how it protects or advances their priorities.<\/strong><\/p>\n<h3><strong>C-Level Thinking Is Rooted in Tradeoffs and Timing<\/strong><\/h3>\n<p>Over the past 17 years, I\u2019ve sold to CEOs, CFOs, CIOs, CMOs, and Heads of Strategy worldwide. There\u2019s a pattern I see every time.<\/p>\n<p>Executives think in frameworks. They make decisions based on tradeoffs. They are not interested in features. They\u2019re interested in outcomes. They don\u2019t want to know what\u2019s possible. They want to know what\u2019s <em>probable<\/em>.<\/p>\n<p>That means when you walk into a C-level sales conversation, your job is not to educate them on your solution. It\u2019s to connect the dots between their <em>strategic priorities<\/em> and your <em>business impact<\/em>.<\/p>\n<p>According to a Forrester report, <a href=\"https:\/\/corporatevisions.com\/blog\/executive-level-selling\">62% of executive buyers<\/a> say sellers lack insight into their business. That\u2019s the gap. And that\u2019s the opportunity.<\/p>\n<h3><strong>You Need to Speak the Language of Risk and Return<\/strong><\/h3>\n<p>Most sales conversations operate at the tactical level. Executive sales conversations live at the intersection of <strong>risk, revenue, cost, and timing<\/strong>.<\/p>\n<p>When I sell to operational leaders, I talk in terms of <strong>efficiency gains, time-to-value<\/strong>, and <strong>change management<\/strong>. When I meet with a CFO, I anchor around the <strong>cost of delay, margin protection<\/strong>, and <strong>budget prioritization<\/strong>. When it\u2019s the CEO, I zoom out even more: <strong>market timing, competitive threat, and category differentiation<\/strong>.<\/p>\n<p>You\u2019re not just selling a product. You\u2019re helping them place a bet. And, the clearer you are about the upside <em>and<\/em> the downside, the more trust you earn.<\/p>\n<h3><strong>Here\u2019s the Controversial Take: Scripts Don\u2019t Work in the C-Suite<\/strong><\/h3>\n<p>I know that goes against a lot of sales training. But, I stand by it.<\/p>\n<p>Scripts are great for new reps. They help with structure. However, when I\u2019m walking into a room with a C-level decision-maker, I toss the script. That\u2019s because executives can smell rehearsed from a mile away.<\/p>\n<p>Instead, I prep using <strong>mental models<\/strong> and <strong>deal-specific scenarios<\/strong>. I ask myself:<\/p>\n<ul>\n<li>\u201cWhat pressure is this person under right now?\u201d<\/li>\n<li>\u201cWhat\u2019s the internal political risk if they say yes or say no?\u201d<br \/>\u201cHow can I help them look smart in front of their board?\u201d<\/li>\n<\/ul>\n<p>That\u2019s what real preparation looks like at this level. As Anthony Iannarino puts it: \u201cYou\u2019re not there to sell a product. You\u2019re there to sell a better future.\u201d<\/p>\n<p>If you can\u2019t define what that future looks like in terms they care about, you\u2019re not ready for the meeting.<\/p>\n<h3><strong>The Executive Mindset Is Fast \u2014 But Not Rushed<\/strong><\/h3>\n<p>This is a nuance most reps miss: C-levels move fast, but they don\u2019t make rushed decisions.<\/p>\n<p>That means you need to lead the meeting with <strong>clarity, not clutter<\/strong>. Open with the insight. Lead with the risk. Map the path forward early.<\/p>\n<p>In my highest-converting executive meetings, I always do three things in the first 90 seconds:<\/p>\n<ol start=\"1\">\n<li>Reframe the context in their world.<\/li>\n<li>Clarify the outcome, I believe they care most about.<\/li>\n<li>Ask a strategic question that proves I\u2019ve done my homework.<\/li>\n<\/ol>\n<p>When I follow that rhythm, I move from vendor to thought partner \u2014 fast. Once you\u2019ve earned that position, the entire conversation changes.<\/p>\n<p><a><\/a> <\/p>\n<h2><strong>Before the Meeting: My Proven Preparation Process<\/strong><\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" width=\"650\" height=\"433\" alt=\"before the meeting, my proven preparation process\" style=\"margin-left: auto;margin-right: auto;width: 650px;height: auto;max-width: 100%\" class=\"lazyload\" data-src=\"http:\/\/www.blissfulyogaandmassage.com\/wp-content\/uploads\/2025\/07\/before20the20meeting2c20my20proven20preparation20process.png\"><\/p>\n<p>You don\u2019t get a second shot with a C-level executive. That\u2019s why I treat every executive meeting like a campaign \u2014 high stakes, no fluff, and zero guesswork.<\/p>\n<p>Over the years, I\u2019ve built a prep process that\u2019s helped me close $40M+ in enterprise deals across LATAM, the Middle East, and the U.S., and more than $406K in early-stage revenue for startups that had no brand equity to lean on. I\u2019ve used this same framework whether I was walking into the CEO\u2019s office at a Fortune 500 company or jumping on a VC-funded founder\u2019s calendar for a 15-minute call.<\/p>\n<p>Below is my playbook for preparing. It\u2019s not about Googling their name five minutes before the meeting. It\u2019s about showing up as someone who belongs in the room.<\/p>\n<h3><strong>Step 1: Research the Executive\u2019s Current Context<\/strong><\/h3>\n<p>This isn\u2019t surface-level LinkedIn scanning. I go deep.<\/p>\n<p>I start by answering three core questions:<\/p>\n<ul>\n<li>What macro challenge is this exec facing right now?<\/li>\n<li>What internal priority might this solution touch?<\/li>\n<li>What would make this conversation feel worth 30 minutes on their calendar?<\/li>\n<\/ul>\n<p>I review the company\u2019s most recent press releases, investor updates, and leadership transitions. I read the executive\u2019s interviews or authored content (LinkedIn posts, podcast appearances, earnings calls). If they\u2019ve said, <em>\u201cWe\u2019re focused on expanding in LATAM,\u201d<\/em> then you can bet my opener references go-to-market localization \u2014 because I\u2019ve done that in four languages.<\/p>\n<p>When I walk in, already showing that understanding, the dynamic shifts. I\u2019m no longer an interruption. I\u2019m a strategic input.<\/p>\n<p>Remember: Context is the new closing technique. I know most sales teams skip this step and wonder why they get ghosted.<\/p>\n<h3><strong>Step 2: Identify the Executive\u2019s Personal Success Metrics<\/strong><\/h3>\n<p>C-suite leaders don\u2019t buy tools. They buy outcomes. And, those outcomes are personal. A CFO might care about cost avoidance this quarter. A CRO might be under pressure to fix a pipeline hygiene issue. A COO might be tied to operational KPIs like time-to-resolution or onboarding cost.<\/p>\n<p>I tailor my messaging around what <em>they<\/em> care about, not what I want to sell.<\/p>\n<p>Here\u2019s what I ask myself:<\/p>\n<ul>\n<li>What metric are they being evaluated on this quarter?<\/li>\n<li>How does my solution make them look smarter, faster, or more future-ready?<\/li>\n<li>What\u2019s the unspoken internal risk if they make the wrong call?<\/li>\n<\/ul>\n<p>I even built a cheat sheet with:<\/p>\n<ul>\n<li>Their top 3 potential goals<\/li>\n<li>Their likely blockers<\/li>\n<li>1 insight that connects what I do to what they\u2019re trying to achieve<\/li>\n<\/ul>\n<p><strong>Bonus:<\/strong> I write my first-line cold opener using this prep. That means even if I never land the meeting, my outreach still positions me as thoughtful, not transactional.<\/p>\n<h3><strong>Step 3: Build a Strategic Agenda, But Keep It Buyer-Led<\/strong><\/h3>\n<p>Executives hate two things: wasted time and vague meetings. So, I set a clear, tight agenda before the call, then frame it in a way that <em>serves them<\/em>, not me.<\/p>\n<p>Here\u2019s my structure:<\/p>\n<ul>\n<li>\u201cI\u2019d love to start by understanding how you\u2019re approaching [priority X] this quarter.\u201d<\/li>\n<li>\u201cFrom there, I can share what we\u2019ve seen work in similar companies in [industry].\u201d<\/li>\n<li>\u201cIf there\u2019s interest, I can walk through a few outcomes we\u2019ve helped others achieve\u2014and what that might look like for your team.\u201d<\/li>\n<\/ul>\n<p>I send this agenda ahead of time in my calendar invite and email follow-up. Why? Because it primes the call, lowers resistance, and increases show rates (mine are consistently under 18%).<\/p>\n<p>Controversial take: I don\u2019t walk into exec meetings with a discovery sheet. I walk in with a narrative. And, that narrative starts with the exec, not with me.<\/p>\n<h3><strong>Step 4: Pressure-Test the Value Prop Before the Call<\/strong><\/h3>\n<p>This is one most sellers skip, and it costs them the deal.<\/p>\n<p>Before any C-level meeting, I challenge my own pitch:<\/p>\n<ul>\n<li>\u201cIf this executive asked, \u2018Why now?\u2019, do I have a one-sentence answer?\u201d<\/li>\n<li>\u201cCan I explain the impact in their language, not mine?\u201d<br \/>\u201cIs there a quantifiable risk of <em>not<\/em> acting?\u201d<\/li>\n<\/ul>\n<p>If I can\u2019t answer those questions clearly, I go back and tighten the value proposition.<\/p>\n<p>Example: Instead of saying, \u201cWe help teams streamline collaboration.\u201d I say, \u201cWe helped a distributed ops team reduce project delays by 22% in Q1\u2014without adding headcount or changing their workflow.\u201d<\/p>\n<p>As the Challenger model teaches, insight wins over information. And executives? They pay attention when the insight costs them something if ignored.<\/p>\n<h3><strong>Step 5: Rehearse Like an Operator, Not a Performer<\/strong><\/h3>\n<p>I don\u2019t memorize a script. I rehearse my flow.<\/p>\n<p>I mentally walk through the meeting like an athlete visualizing a race. I prep for likely objections (\u201cWe already have a solution,\u201d \u201cWe\u2019re in budget review\u201d) and match them with business-first counters.<\/p>\n<p>I review the agenda and the call plan out loud. I say my opener to a peer, or record myself and play it back. If I weren\u2019t impressed hearing it from someone else, I would rewrite it.<\/p>\n<p>I\u2019ve coached dozens of reps who stumbled through their first exec meeting because they thought \u201cwinging it\u201d was confident. It\u2019s not. It\u2019s reckless.<\/p>\n<p>Executives respect prep. And they can tell who\u2019s done it by the second sentence out of your mouth.<\/p>\n<p><a><\/a> <\/p>\n<h2><strong>During the Meeting: Executive Conversation Strategies I&#8217;ve Refined Over Time<\/strong><\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" width=\"650\" height=\"433\" alt=\"Executive Conversation Strategies I&#039;ve Refined Over Time\" style=\"margin-left: auto;margin-right: auto;width: 650px;height: auto;max-width: 100%\" class=\"lazyload\" data-src=\"http:\/\/www.blissfulyogaandmassage.com\/wp-content\/uploads\/2025\/07\/how-to-meet-with-C-level-executives-3-20250723-4791747.png\"><\/p>\n<p>Let\u2019s be real: C-level conversations aren\u2019t like your average sales call. I\u2019ve had to learn that the hard way. They don\u2019t care about your product. They care about how it protects or advances the business. Period.<\/p>\n<p>And over the last 17 years, I\u2019ve refined a few critical strategies that have helped me stay in the room, win their trust, and drive real executive conversations that <em>convert<\/em>. Let me break it down for you step by step.<\/p>\n<h3><strong>Open with context, not credentials<\/strong><\/h3>\n<p>When I first started selling to executives, I used to think I had to prove myself in the first 60 seconds. I\u2019d rattle off my experience, my company\u2019s logos, and my metrics. Guess what? They didn\u2019t care.<\/p>\n<p>What shifted everything for me was realizing that executives value <em>relevance<\/em> over <em>resumes<\/em>.<\/p>\n<p>So now, I open with this: \u201cHere\u2019s what I\u2019m seeing in your space right now \u2014 and here\u2019s why I reached out.\u201d<\/p>\n<p>I center the conversation on <strong>their world<\/strong>, not mine. Their timing, not my targets. And that one change gets me better engagement in the first 2 minutes than any pitch deck ever has.<\/p>\n<p>Data backs this up: A Harvard Business Review study found that <a href=\"https:\/\/quickmail.com\/measuring-the-impact-of-personalization-in-cold-emails\">90% of C-suite execs<\/a> say they \u201cnever\u201d respond to cold outreach that isn\u2019t personalized to their business context.<\/p>\n<h3><strong>Lead with questions that spark insight, not interrogation<\/strong><\/h3>\n<p>Here\u2019s something I\u2019ll debate any day: The best executive sellers don\u2019t ask more questions. They ask <em>better<\/em> ones.<\/p>\n<p>When I\u2019m in the room with a CEO, I don\u2019t ask about their \u201ccurrent tech stack.\u201d I ask, \u201cWhat\u2019s one initiative this quarter that feels high-risk but unavoidable?\u201d Because that\u2019s what\u2019s keeping them up at night. And when they answer, I listen like a strategist, not just a seller.<\/p>\n<p>Here are three question frameworks I\u2019ve found powerful in C-level meetings:<\/p>\n<ol start=\"1\">\n<li><strong>Impact Framing<\/strong>: \u201cIf this doesn\u2019t get solved, what\u2019s the downstream effect six months from now?\u201d<\/li>\n<li><strong>Comparison Insight<\/strong>: \u201cWhat\u2019s changed since the last time your team tried solving this?\u201d<br \/><strong>Ownership Trigger<\/strong>: \u201cIf this works, who benefits the most, and who gets the credit?\u201d<\/li>\n<\/ol>\n<p>These questions position you as a business partner, not a product pusher.<\/p>\n<p>As <em>The Challenger Sale <\/em>co-author Brent Adamson says, \u201cThe best reps teach customers something new about their business.\u201d That\u2019s your job in a C-level meeting: not to discover problems, but to <strong>reframe them<\/strong>.<\/p>\n<h3><strong>Anchor the conversation in business value, not features<\/strong><\/h3>\n<p>When I meet with execs, I reframe everything in their language:<\/p>\n<ul>\n<li>\u201cThis isn\u2019t about automation\u2014it\u2019s about reducing human error by 38% in your current workflow.\u201d<\/li>\n<li>\u201cThis isn\u2019t about dashboards\u2014it\u2019s about faster decision-making across departments.\u201d<\/li>\n<\/ul>\n<p>I bring metrics, ROI, and industry benchmarks. And when I don\u2019t have exact numbers, I offer <em>assumptions<\/em> based on similar companies: \u201cBased on what we saw with [Peer Company], this might look like a 12\u201318% improvement in your customer onboarding time.\u201d<\/p>\n<p><strong>Here\u2019s my golden rule: <\/strong><em>If the value isn\u2019t framed in their scoreboard, it doesn\u2019t land.<\/em><\/p>\n<h3><strong>Manage the clock, but let the conversation breathe<\/strong><\/h3>\n<p>I used to cram everything into a 30-minute slot, thinking more info = more value. But the truth? C-level buyers don\u2019t want a firehose. They want a signal.<\/p>\n<p>Now, I do three things every time:<\/p>\n<ol start=\"1\">\n<li><strong>Set clear checkpoints<\/strong>: \u201cWe\u2019ve got 30 minutes. Want to spend the first 10 unpacking the challenge?\u201d<\/li>\n<li><strong>Build in space<\/strong>: I leave room for silence. Executives often pause to think, and that\u2019s where the gold lives.<\/li>\n<li><strong>Adapt in real-time<\/strong>: If we hit a moment of alignment, I go deeper\u2014even if that means skipping the demo. I prioritize impact over agenda.<\/li>\n<\/ol>\n<p>And I always ask, \u201cIs this direction helpful\u2014or should we pivot to what\u2019s most top-of-mind for you?\u201d<\/p>\n<p>This single question signals <strong>respect<\/strong>, <strong>adaptability<\/strong>, and <strong>strategic alignment<\/strong>.<\/p>\n<h3><strong>Close with clarity and commitment<\/strong><\/h3>\n<p>Here\u2019s where most reps fumble: they end the meeting with \u201cI\u2019ll follow up with some next steps.\u201d That\u2019s weak. Executives don\u2019t want homework. They want decisions.<\/p>\n<p>So I close by recapping what we uncovered and aligning on what\u2019s next:<\/p>\n<ul>\n<li>\u201cBased on today, here\u2019s what I heard: [Recap pain + impact]. If we\u2019re aligned on solving this, the next step is [insert next step]. Sound good?\u201d<\/li>\n<\/ul>\n<p>This approach gives <em>them<\/em> the power, but it gives <em>me<\/em> the momentum.<\/p>\n<p>When I started using this format, my post-meeting drop-off rate decreased by over 40%. Because the exec left the meeting knowing exactly where we were going \u2014 and why it mattered.<\/p>\n<p><a><\/a> <\/p>\n<h2><strong>Making the Executive Sale<\/strong><\/h2>\n<p>One of the biggest shifts in my career didn\u2019t come from a new pitch deck or a clever line in a cold call. It came from sitting across from a CEO who said something I\u2019ll never forget, \u201cI don\u2019t need another vendor. I need someone who can help me think better.\u201d<\/p>\n<p>That hit me hard. Because up until that moment, I thought I was doing everything right. I had the slide deck. I had the numbers. I had the case studies polished and ready. But what I didn\u2019t have was the right to lead the conversation at the executive level.<\/p>\n<p>That meeting didn\u2019t end with a deal. It ended with a wake-up call. I walked away realizing that selling to C-level executives isn\u2019t just another stage in the funnel. It\u2019s an entirely different game.<\/p>\n<p>So no, I don\u2019t show up to impress C-level executives anymore. I show up to serve them. I show up with insight. With questions. With respect for their time \u2014 and a strategy to make it worth their while.<\/p>\n<p>If you\u2019re still chasing titles and hoping a better product demo will win the day, it\u2019s time to rethink the game. Because at this level, sales isn\u2019t about being liked. It\u2019s about being <strong>useful<\/strong>.<\/p>\n<p>And when you can do that\u2014when you can help an executive think better, act faster, and sleep easier\u2014you\u2019re not just closing a deal. You\u2019re earning a seat at the table.<\/p>\n<p>And that\u2019s where the real selling begins.<\/p>\n<p><span style=\"font-style: italic\">Editor&#8217;s note: This post was originally published in September 2016 and has been updated for comprehensiveness.<\/span><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" alt=\"\" width=\"1\" height=\"1\" style=\"min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important\" class=\"lazyload\" data-src=\"https:\/\/track.hubspot.com\/__ptq.gif?a=53&amp;k=14&amp;r=https%3A%2F%2Fblog.hubspot.com%2Fsales%2Fhow-meet-with-c-level-executives&amp;bu=https%253A%252F%252Fblog.hubspot.com%252Fsales&amp;bvt=rss\"><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Most reps aren\u2019t prepared to sell to C-level executives. Here\u2019s my honest take: Most salespeople are overprepared for objections and underprepared for business conversations. They rehearse demos instead of researching pressure points. They come armed with product knowledge, but not enough market insight. And they try to impress executives when they should be enabling decisions. [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":2370,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[14],"tags":[],"class_list":["post-2368","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-sales"],"_links":{"self":[{"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/posts\/2368","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/comments?post=2368"}],"version-history":[{"count":2,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/posts\/2368\/revisions"}],"predecessor-version":[{"id":2373,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/posts\/2368\/revisions\/2373"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/media\/2370"}],"wp:attachment":[{"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/media?parent=2368"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/categories?post=2368"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.blissfulyogaandmassage.com\/index.php\/wp-json\/wp\/v2\/tags?post=2368"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}