What do we need to do to adapt? First, we must be able to relate to the executives we interact with, almost on a personal level. In order to gain the much coveted title of “Personal Strategic Resource” or “Trusted Advisor” we must actually become one (now, there is a novel concept) by understanding:
- Their roles and responsibilities
- Criteria & performance metrics they are measured on
- Industry-specific trends and issues
- How those issues impact their specific role – what is keeping them awake at night?
- Others within the organization impacted by these issues and how
- Industry specific language/jargon
Then, and only then, when we reach this level of true consultative selling competency will we have earned the privilege of the “Trusted Advisor” title (yes … this is a privilege & it must be earned). At that point we’ll be able to understand and communicate how our offering(s) intersects, or in some cases, does not intersect, with the Executive's priorities. “Executives buy, not because they understand, but because they feel understood.”
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