Why Executive Relationships Matter and How to Succeed at Them

In the fast-paced B2B world, building strong executive relationships is the backbone of effective selling and organizational growth. Trust and helpfulness are the cornerstones of these relationships. It’s not just about being in their circle but being someone they can rely on for genuine advice and support.

 

a close up of two people shaking hands

 

We believe most people overestimate how effectively they are building and managing their executive relationships.  At the end of this post, we have a brief self-assessment to determine where, if at all, you could benefit from some focused improvement – if you want to go straight there, jump to the bottom of this post.  A few keys to successful, long-term, executive relationships include:

 

Building Trust and Adding Value
To create a meaningful relationship with an executive, one must focus on being competent and delivering high-quality work.  It’s crucial to approach every interaction with a mindset of adding value. Whether you’re a consultant, sales leader, or account executive, demonstrating your expertise and providing unique insights can set you apart.

 

Acting Like an Executive
Engaging with executives requires you to think and act like one. Keep in mind that executives are looking to solve problems. Therefore, ensure that when you are speaking with an executive, look to understand their challenges and determine how best to solve them rather than trying to make a sale. Present yourself as a professional, make informed decisions, and always strive to offer strategic value.

 

Long-Term Investment
Building executive relationships is not a one-time effort but a long-term investment. Consistent engagement and follow-up are vital.  It’s about being reliable and supportive consistently, ensuring a mutually beneficial relationship.

 

Balancing Value and Support
Relationships must be a 2-way street. It is not possible to build a long-term relationship that is one sided.  Once you have established your credibility and ability to add value, look to find ways that the executive can add value to you, your career, or your organization. This is not necessarily a “business deal” but instead a way to advance the relationship and maintain the connection.

 

Self-Assessment Tool: Building and Managing Executive Relationships
Use this self-assessment tool to evaluate your effectiveness in building and managing executive relationships. Rate yourself on a scale of 1 to 5 for each statement, where 1 means “Strongly Disagree” and 5 means “Strongly Agree.” After completing the assessment, tally your scores to identify areas for improvement.

 

Trust and Helpfulness
    1. I consistently deliver high-quality work that meets or exceeds expectations.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    2. Executives I work with trust my judgment and rely on my advice.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    3. I am genuinely helpful and strive to add value in every interaction with executives.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
Competence and Communication
    1. I demonstrate a high level of competence and expertise in my field.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    2. I communicate effectively and clearly with executives, ensuring they understand my points.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    3. I prepare thoroughly for meetings with executives, always bringing valuable insights.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5

Acting Like an Executive

    1. I think strategically and make decisions like an executive would.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    2. I present myself professionally and maintain a demeanor befitting an executive.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    3. I am proactive in offering solutions and taking initiative in executive discussions.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
Long-Term Investment
    1. I consistently follow up with executives and maintain regular engagement.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    2. I have built a track record of reliability and support with executives.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    3. I invest time and effort in nurturing executive relationships over the long term.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
Balance and Reciprocity
    1. I ensure that my interactions with executives are mutually beneficial.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    2. I seek feedback and advice from executives to improve my performance and relationships.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
    3. I am able to ask for and receive support from executives when needed.
      • 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5
Scoring and Interpretation
    • 75-60: Excellent! You are effectively building and managing executive relationships. Keep up the good work.
    • 59-45: Good. You have a solid foundation but may need to focus on specific areas to improve further.
    • 44-30: Fair. You are on the right track but have significant areas that need improvement.
    • 29-15: Needs Improvement. Consider focusing on developing the areas where you scored lower to enhance your executive relationships.
    • 14-0: Poor. There is a need for substantial improvement in building and managing executive relationships.
Action Plan
Identify areas with scores lower than 4. Develop specific action steps to improve in these areas. For instance:
    • If your score in “I communicate effectively and clearly with executives” is low, consider enrolling in a communication skills workshop.
    • If “I consistently follow up with executives and maintain regular engagement” is lacking, set reminders and develop a follow-up plan for your interactions.
Regularly revisit this assessment to track your progress and continue improving your executive relationship management skills.

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