How to CRUSH Indecision When You're Selling to the CSuite

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Selling to the csuite is hard - and it's getting harder.

First, it requires much higher degrees of sales skill to reach c-suite executives and have a substantive business conversation.

Second, c-suite executives are increasingly overwhelmed and more likely to either default to the status quo for everything except their highest priorities, or delegate project analysis to buying teams.

But here's the thing that most industrial sales teams fail to fully recognize. There are completely different sales that need to happen. The technical buyers are the ones that tend to be accessible and where the easiest, most family conversations happen with sales reps.

But no big ticket purchase gets made unless the person carrying the P&L believes the investment will offer significant business impact and the risks have been addressed and mitigated.

There's no third party sales process that will consistently accomplish that.

And so if complex sales teams can't distill their message into a concise discussion that resonates clearly with the c-suite, and can't reach those buyers to have a business conversation, then they just pitch and hope.

Elizabeth Freedman brings important perspective. She has years of experience selling to the csuite, and years of experience coaching executive leaders on how to manage the fog of information overload to make important business decisions around talent and resource allocation.

In other words, she understands the challenge from both sides.

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