Executive Relationships

Sam Manfer

The Primer

By Sam Manfer


For people new to focusing on getting to executives, knowing who the right executives are is a problem. Executives are people in charge of functions and responsibilities. So let’s define who they are.

This definition encompasses more than the traditional thinking of moving up the decision-making process hierarchy. It becomes more of a matrix approach. Other functions and people are effected by one department’s decisions. Therefore, the feedback and approval from others in the organization have to be considered. These are areas of hidden buyers. Now you can’t cover everyone that could be effected, but you must be conscious of the other department executives who all these others report to. If you’re selling software and your focus is IT, you must consider the other groups effected and their managers. Touching and impact are the key words to keep in mind whenever considering the decision making process. The above definition also goes beyond the key decision-maker or the power as I like to call him or her. This person will be influenced by direct subordinates and other executives.

Executives have power. They influence decisions and other executives. They are responsible for functions and differ from supervisors. Supervisors are responsible for people’s activities – scheduling, productivity, behaviors. They have power in this realm only. They can influence decisions based on credibility with executives, but they never make ultimate decisions that involve change. Supervisors never have financial responsibility other than staying within their budgets. They can’t even spend their budget without getting approval from their boss, the executive.

Finally, purchasing agents are not executives. They may wear ties and have an office, but once again they can not approve a decision to change. They must get approval from someone higher and that someone is not the manager or VP of purchasing. It is a functional leader. VP’s or directors of purchasing have power, but not on functional aspects. They control terms and conditions of the purchase agreement, not the technical specifications.

Now supervisors, purchasing people and a host of others can veto or keep you out by saying you don’t fit some specification. Therefore, you can’t ignore or blow-off these people. However, they can’t say yes and it happens. This is where an executive is required. Who the power executive is and the other executives that influence the power are will be discussed as we move through this book.

Reason we don’t form relationships

There are two keys to forming executive relationships. The first is realizing you need to and you truly believe there is a big advantage to doing it. The other is realizing why you don’t do it and developing an approach to deal with the reason, obstacle or rationalization. In the opening we talked about reason why you should develop relationships and now we will talk about reasons you don’t do it. See what fits you and in the discussions in the following chapters we’ll talk about dealing with them.

1. How do we get to an executive. Many obstacle stand in the way – people, competitors, subordinates, agents, administrators. They don’t answer their phones. They don’t return phone calls. I can’t get an appointment and they don’t see me when I show up.

2. Executives are very busy. They are not interested in what I’m selling. They have people to do this work for them. Besides, executives don’t like talking to sales people.

3. The executive already has a good relationship with a competitor.

4. You don’t see any need to see the executive. The subordinate will make the decision or the subordinate will take the message to the executive. Besides if I go past the lower levels, they will get angry and kill any chances for future business.

5. I really don’t feel comfortable trying to get to executives and I’m uncomfortable talking to them if I do get there.

6. I don’t know who the executive in charge of the decision is nor do I know any of the other executives. Besides, once again, even if I knew, I can I get there. The person I’m talking with will feel I just want to get around him.

All of these reasons are very real and very common. This is not just about you. These reasons have basis. People in buying positions have developed approaches that reinforce all of the above and for good reasons. To get the edge over competition, or to determine whether this sale will ever happen, you will have to learn how to slay the dragons, cross the caverns, solve the riddles, and wrestle you own demons. Actually it’s a lot simpler than that, if you know how. Read other article on this website to learn more.

About the Author Sam Manfer is a sales consultant and author with more than a decade of experience. Author of the book, “Take Me to Your Leaders,” Sam helps clients like Apple, Marriott and Fidelity develop customer relationships, improve sales and prospecting skills, and learn how to negotiate and communicate effectively. Previously, he held management positions with British Petroleum, Fisher Price Toys and Gemcor. To find out more about his speaking, consulting or book, visit www.sammanfer.com or call 949-364-6263.