AMA: Seso Head of Customer Success, Ben Terrill on Influencing the C-Suite

Situations like this require tact, patience, and an ability to see the bigger picture. I approach them much the same way I would with any two people who are in disagreement but need to find a path forward together. One of the first things I focus on is making sure neither person feels backed into a corner. If someone is forced to defend their position aggressively, it becomes harder for them to change their mind later without feeling like they have lost credibility. Instead, I look for ways to g ...Read More

One of the most effective ways to gain visibility with senior leadership is to actively volunteer for opportunities that put you in the spotlight. This could be a special project, a cross-functional initiative, or simply stepping forward when you see an area where the business could improve. When you bring feedback or identify a gap, pair it with clear, actionable ideas for how it can be addressed. Executives are far more likely to remember someone who not only points out a problem but also offe ...Read More

Two habits stand out above the rest: reliability and clarity. Reliability means always delivering on what you say you will do, and doing so on time. Executives value people they can trust to follow through without needing to be chased. Clarity means being intentional with your communication. Senior leaders are busy, often juggling competing priorities, so it is important to present information in the clearest and most direct way possible. This does not mean leaving out necessary context, but it ...Read More

Early in my career, I deliberately sought out opportunities that would allow me to work closely with executive leadership. I volunteered for projects that required C-suite involvement, looked for ways to contribute to initiatives with high visibility, and made sure my work was delivered at a standard that reflected well on me and my team. I also made an effort to be approachable and personable so I could build familiarity over time. Whenever the opportunity arose, I would introduce myself, greet ...Read More

As a company expands, the way decisions are made and the people who influence them will evolve. In smaller organizations, the chain of responsibility is usually very clear, and it is easy to identify who is accountable for a specific function or outcome. As headcount grows, this clarity often fades. Decision-making can become more layered, and influence is not always obvious from the org chart. Certain individuals may have significant sway over decisions despite not being the formal owner of a p ...Read More

Winning executive buy-in starts with preparation and perspective. Before bringing an idea forward, test it with your manager or trusted colleagues to refine your thinking and anticipate objections. Frame your proposal in terms of the company or team’s goals, not your personal preferences. Executives want to know how a decision will improve results, reduce risk, or create value. Support your case with strong evidence that is unique to your role, such as direct customer feedback, testimonials, or ...Read More