What do your interactions with the C-Suite look like on a regular basis?

Question

Jeff Beaumont · Accepted Answer

For the c-suite, it's intermittent and that makes each interaction (even a Slack!) that much more relevant. I tend to interact a lot with VPs and other directors.

Because I have deep topical depth, it's tempting to share everything I know or give everything that I think they need or want to hear. Instead, I've learned to write it like a news article headline; don't bury the lede. Here's what I've learned:

1. Make it memorable. If they only remember a 10 second soundbite or 1-2 sentences, what would it be?

2. Concision is your friend. Depth is tempting, but you're not doing the high dive as an olympic swimmer. Give the 2-3 relevant points.

3. Add contrast. Not all the times, but when a decision needs to be made, offer a slide that provides Plan A and Plan B. Go ahead and advocate for Plan A, but offer an acceptable backup or alternative. This gives the c-suite the opportunity to choose, go with a Plan C, or say we need to go back to the drawing board

4. Preflight. If you are representing your C-suite member, run your proposal, update, or whatever by them. Even if they agree with it, spend a few minutes (sometimes can be a slack message!) telling them what you plan to say, give them your deck/doc/spreadsheet, and allow them to ask questions or offer pushback. This gives them confidence in how the meeting with go with their peers and offers you more insight for what to expect.

5. Be curious! The VPs that I work for know their C-suite leader(s). Work with them and ask questions, not just when you're preparing for a meeting, but throughout the year. Be curious! Ask questions. Humanize them. It was incredible — eventually I learned that C-suite members are humans just like me. Your C-suite members are, believe it or not, also human. They make mistakes, need their sleep, and get hungry — just like us.

Amara Okoli · Answer

On any given day my interactions with the C-Suite could look like the following:

* Proactively reaching out to new customers and keeping the customer’s C-Suite informed of who’s who and what we will do to help ensure their success
 * Following C-Suite on LinkedIn, news, and other media in order to learn about their objectives and business challenges
 * Updating my C-Suite on the status of customers: growth opportunities, at risk accounts, successful go-lives, etc
 * Reaching out to C-Suite to help my team drive executive alignment
 * Attending tradeshows, conferences, seminars and events and meeting with C-Suite
 * Reaching out to C-Suite during escalations and other challenges to maintain trust

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