Enclosed is an article CSO Insights wrote for the Harvard Business review a few years ago.

It’s core theme is how buyers have taken control over the buy cycle.

Even though the article is a few years old it’s research findings are still relevant today.

Here is a listing of the statements within that resonate with me:

“Sales training must now address how reps handle an environment in which buyers have more knowledge than they do.
Sales executives are taking-and should take-aggressive action to train and retain sales talent, manage the sales process, and use sales support technologies to meet the challenges of this new environment.
Across industries, the selling context has changed, buyers are behaving differently and the work required of the sales organization is becoming more difficult
85% of companies report increases in their product-line breadth, product complexity and participation in new markets
It takes longer to get a new sales person up to full productivity
Sales quotas have gone up substantially
Sales Reps have less help in meeting their goals
The ratios of sales support personnel to sales reps and of sales managers to sales reps both widened
It’s hard to imagine anyone concluding from our data that sales has become an easier job
The buyer’s cycle has become decoupled from the seller’s
The length of the average sales cycle keeps increasing
Lead generation is the top priority
Sales executives understand that the new selling context has real implications for how they hire, train, manage, coach and retain salespeople
The pressure to raise the salepersons game is all the more intense
The greater the average tenure of the sales staff, the higher the percentage of reps making quota, the higher the average deal size, and the shorter the average sales cycle
Among sales management priorities, revising the sales process isn’t far behind the top priority of generating more leads
Third on the list of sales executives priorities is to align sales and marketing more closely
Countless hours and dollars have gone into applying technology to sales
Today’s efforts focus more on effectiveness-doing things better
New investment will be concentrated…on internal tools for sharing best practices…and computer delivered training
The established order remains: Get your process straight, then automate
Creating a culture that rewards sharing and recognizes contribution brings all these components together to produce a competitive sales and marketing organization
We know that the best selling is now highly automated and process oriented, and that careful measurement produces insight and continuous improvement”

What have you adjusted, to ensure individual success, in this new sales environment?

Building credibility when selling to senior-level customer executives is a critical factor in developing lasting business relationships, according to two studies done by OnTarget and the Kenan-Flagler Business School at the University of North Carolina and the Center for Business and Industrial Marketing at Georgia State University. These two studies focused on the relationships that professional salespeople developed when selling to senior executives, from the perspective of C-level executives. The conclusion of the two studies: That becoming a trusted advisor to these executives should be a major objective for most salespeople involved in high value, complex sales campaigns involving selling to executives.

So how is credibility developed over the long term? Credibility combines the building of trust at a personal level and proving capability in getting the job done at the business level.

People buy from people they like, is an old sales adage. However, that’s not exactly true when selling to executives, considering the way senior executives make buying decisions on major purchases of products and services. The surveys cited above clearly indicate that personal feelings were usually not the deciding factor in the decision-making processes embraced by most senior executives. Instead, buying decisions were based on trust. What an executive feels personally about a salesperson is clearly beside the point. They want to feel that they can trust a salesperson to create value for them, and for their organization as well. That isn’t to suggest that salespeople shouldn’t continue to build relationships with customer executives to whom they are selling, but that they shouldn’t confuse being a friend with being a trusted advisor.

Too often, salespeople focus on either establishing capability or building a relationship based on trust. If salespeople only work to establish their capability for getting the job done, they often position themselves as a “technical expert or an extra pair of hands,” which does not offer much in the way of competitive advantage.

“Let’s pretend I have a problem that needs to be solved,” says one customer executive. “I know two people who have demonstrated expertise in that area: One I trust and respect. The other might actually have more expertise, but I don’t know him or her as well. If I call the one I trust, I’ll begin to act immediately on him advice. If I call the other person, I’ll probably double check and get a second opinion.”

On the other hand, a salesperson who focuses solely on building the personal side of the relationship may end up as a friend of the customer executive, while others who focus on both the personal and business aspects of the relationship will become viewed as trusted advisors, giving them an edge in selling to that executive. Executives examine both the trust and capability components of the relationship as they evaluate a salesperson’s credibility.

According to the executives surveyed, another essential factor in building trust was the salesperson’s candor. Executives can sense when someone selling to them is not giving them all the facts. Trust erodes very quickly when the executive feels that they are only receiving part of the story. Executives stated that salespeople who misled them make them “wonder what other problems weren’t being disclosed” and abhorred “last minute surprises” from solution providers. One executive stated that, ‘”There are always issues surrounding any potential solutions to business problems. I want to get as clear an indication as possible on what those issues are at the beginning of the project.”

Top performing salespeople understand that building credibility at the executive level comes from providing the executive with a sense that they understand the customer’s business, they have the capability and experience to help them solve business problems and their intention is in building lasting, long-term relationships. By operating in this fashion, a salesperson is able to enhance the relationship and become the executive’s trusted advisor. This is critical in selling to executives.

Tools ‹ Corporate Recharge Sales Training – Your Expert in Consultative Sales Skills and Selling to Executives — WordPress.

Getting in to see senior executives can be tough, but by following these guidelines you’ll be welcomed with open arms:

1. Target 5-10 companies that fit your ideal customer profile. On a macro level this means things like industry, size, geography. Other considerations may include current system in place, corporate culture, industry trends and industry position.

2. Spend a minimum of 2-3 hours conducting research on each company. This includes a thorough website review, reading of annual report, goals/objectives, key initiatives, any news from past 12 months, markets, primary offerings, info on the executives, competitors and financial trends.

3. After reading it all, search for the alignment between your business and the targeted companies. Determine the value proposition your company can bring to the prospect. Ask yourself what business results will this targeted firm get from using your offering. Executives could care less about your products or services. All they want to know is how it contributes to their desired business outcomes.

4. Prepare a loose script for making an executive-level call. Be prepared for voicemail, actually reaching a live body or talking to the executive’s administrative assistant. In your script make sure you state that you’ve conducted significant research on their company and would like to share an idea about how they can (insert customer goal/objective). Then ask for a brief meeting to share the concept.

5. When calling an executive – make sure you get the administrative assistant’s name. After you’ve tried several times to reach him/her – enlist the assistant’s help in setting a meeting.

6. When you meet with the “C”-level executive, be prepared to share your idea. Do NOT talk about your products or service or this whole exercise is a waste of time. Talk about how you can help their business be more profitable, get a jump on competitors, reduce costs, maximize use of existing technologies, drive sales through the channel – or whatever other business result you can deliver.

Results. Outcomes. Stated in business terms and tied to their organization’s needs. That’s the way to capture a “C”-level executive’s attention and get your foot in the door.

But you’ll never get there unless you target appropriate accounts, invest time researching them, and develop a strong value proposition. Then you need to package this into a concise and compelling message that aligns their business needs with your company’s capabilities.

In truth, it’s not hard to get in to see senior executives if you do your homework!

Let me start out this book review by simply saying that if your job consists of selling to or establishing meaningful relationships with senior executives in large companies, then you NEED and MUST read this book. Not doing so is only cheating yourself and the company you represent.

Here’s a quick scan of the answers you’ll find in the book :

•When do executives get involved in the buying process for major decisions?
•How do salespeople gain access to executives?
•How can salespeople establish credibility with executives?
•How can salespeople create value at the executive level?

Bistritz and Read (Authors) have done a wonderful job in not only qualifying how to sell into the ‘c-suite’, they move beyond the anecdotal and into the empirical by sharing with us the reader how they arrived at their conclusions. The book is based on actual interviews, over 500, done with senior executives.

I had several ‘holy bucket’ moments as I read through the book. Here are just a few:

1) Knowing when and why a senior executive gets involved in the decision making process and also the reasoning behind it. We’ve all heard the cliche, “By the time most salespeople get involved in a sale, it’s too late.” This book explains why that’s so and how you can avoid the ‘late to the party’ effect.

2) Understanding what executives want from a salesperson and in what order (i.e., priority). This was quite insightful and quite surprising. Here’s a tease: it’s not product knowledge or knowledge about your competition that ranks high with executives.

3) What do salespeople have to do in the Internet Age to remain relevant to senior executives? The authors explain what has changed in the mind of the consumer and how our clients perceive salespeople in today’s info-glut environment.

4) Does cold calling or writing a letter to the CEO really work? Find out five ways to get into the c-suite and which are the top 3 most effective ways to connect with a senior level executive.

Bistritz and Read write in a very simple yet eloquent style. Neil Rackham provides a candid foreword for the book which in it of itself makes for good reading.

I’ve rarely been taken in by a book that constantly made me stop in order reflect on what was being said. Add to that the fact that the book is literally peppered with actual quotes from senior level executives that gives us the reader a heighten sense of what’s important to executives. Isn’t that what selling is?

I could go on but I’ll simply end this review by saying that this is by far the best book I’ve read on how to establish effective and fruitful C-Level relationships.

As printing technology evolves, creating new applications and uses of print, purchasing roles and influencers also begin to change. Printing salespeople will need to learn to move beyond traditional buying contacts to identify new users and influencers within their accounts, as well as comprehend the new rules of engagement.
In today’s business world, the printing industry is competing for precious marketing and sales dollars. Understanding and following the new rules of engagement will not only generate new print solutions, but will also build long-term relationships with important decision makers.
So what are the 10 rules of engagement for selling in this new print economy? Here are my Top 10.
1. Do not sell a specific solution: Your job is to create enough interest in your ideas to gain support, to help you identify decision makers, and help you call on those other key people in the account. It is here you can gather enough facts to begin to build a compelling case that differentiates you from competitors, and gives you a major advantage in case the company requires a request for quote (RFQ).
2. Use customer or personal references and/or internal champions to gain meetings: Most executives will agree to see you if you have something to say, are relevant to them, or have a personal reference who recommends you.
3. Do not waste the time of an executive: You may only get one chance to sell your offerings. Executives are not interested in printing or graphic communications. They are interested in new ideas to improve their business.
4. Invest in your knowledge: Knowing the printing business is important, but in today’s world it is not enough. Printing salespeople must be knowledgeable about all forms of customer communication. Executives have choices in how they invest their marketing dollars; print is only one of many options available to them. Understanding the strengths and weaknesses of print versus alternatives will be appreciated by customers.
5. Use facts and data: Wherever possible, use business results and financial data to discuss the benefits of your solutions. Executives live in a world of analysis. Using facts and data is speaking in their language.
6. Be prepared: If you do not know a great deal about your customer, do not go visit them until you do. Research your account thoroughly; use lower-level employees and colleagues to help you get ready. For most large organizations, there is a wealth of information readily available on the Web as well.
7. Have materials ready: Bring with you relevant examples, data, case studies, and white papers to support your claims. Printing is a visual business—take advantage of high impact visuals, and use them wherever they are appropriate.
8. Limit PowerPoint slides: Most executives will appreciate a conversation, and a minimum of presentation slides. They will be interested in getting to the opportunities and issues you can address.
9. Limit the attendees: It is best to go alone, or with one of your company’s executives. The less people involved, the more detailed and productive the meeting will be.
10. If appropriate, work with the agency: It is often the case that the agency(s) has the most influence on campaigns and graphic communication strategy. If an agency is currently influencing printing requirements, work with them to develop the strategy, instead of trying to compete with them to get your ideas noticed.
Calling on executives and senior managers is often a daunting task for printing salespeople. The advantage is that when you meet with senior managers, you will find that they are less concerned with cost and much more concerned with the value a new printing solution can bring to the company than the low and middle-level managers you may have dealt with in the past.
“These relationships are extremely important,” according to Joe Truncale, president of NAPL. “Printers need to minimize their risks and debts, by taking control of their accounts, and expanding relationships with the people who truly create and control new and large printing initiatives.”
Next time you start planning on going after new business—or increasing your relationship with current customers—keep these rules in mind, and you might be surprised at how it turns out.
Joe Rickard is a sales training leader and consultant who works with printing and technology companies in the graphic arts to improve their sales effectiveness. He is the founder of Intellective Solutions, a provider of customized sales and sales management training material and services.

The CEO will see you. So what do you say? The following suggestions will help structure a discussion that warrants the VIP’s attention and sets the stage for action.

Understand That Top Executives Are Not Necessarily Interested in Solutions to Current Problems
Lower-level buyers primarily concern themselves with how a product or service works and how the cost compares to that of your competitors. Can they justify any differential to their higher-ups? Middle managers concern themselves with product or service performance in their functional areas of responsibility. What problems does the product or service solve this next month, quarter, or year?

Senior executives, on the other hand, have their radar screens scanning the next 2 to 20 years. They focus on the financial success of the total organization for the current quarter and then very long term.

They’ll want answers to these questions:
• What are other organizations in the industry doing?
• Do you have a novel way to look at my business?
• Can you challenge my assumptions or shift my thinking to help me see issues in a new light?
• What new ideas do you have for me that might fundamentally change the way we do business?
• What business, technological, or social trends do you see that I should prepare for?
• What can you tell me to help me take advantage of the changes coming our way?
• How will this product or service improve the overall profitability of the enterprise?
Serve as a Consultant
Arrive at your first appointment with a mind-set to serve, not sell. That means you’ll prepare, armed with knowledge of the prospect’s industry and research on the organization. Where do you find such inside information? You can start with annual reports for publicly held companies. You’ll find their goals and strategic objectives stated there, along with what’s important to the CEO (emphasized in the letter to the shareholders).

From this information, you’ll prepare provocative questions to guide the discussion:
• How would you prioritize your goals?
• What progress have you made so far toward your goals?
• How are you monitoring your progress toward these goals?
• Who is leading the charge for each goal?
• What obstacles have you run into so far in achieving this year’s goals?
• What has contributed to your success in each area?
• What changes in the marketplace or in your own organization have led you to set these initiatives?
• How will achieving these goals position your organization for the next five years?
• How does your success in these areas affect your standing with your own customers?
• Have you picked up ideas from other industries that you’ve been able to translate to your own organization?
• What are others in your industry doing that you’re not doing? Why not? How successful have they been in these areas?
• If you can improve one thing about last quarter’s performance, what would that be?
• What’s your biggest area for growth in the next five years – adding new products/services, looking for new distribution channels, or opening new markets altogether?
• What are your most important customers asking you to do now?
• What would you have to change to be able to provide that profitably?
• What’s the most important thing you could do to contribute to your most important customer’s success?
• What would you have to do to bring in the biggest new client you’ve ever signed?
As a result, by the end of the meeting, the executive should see you as a valuable peer who wants to serve – and you will be armed with answers that should help you find selling opportunities on later visits.

Your first goal, then, must be to sell yourself as a strategic partner.

Position Your Solution for Second-Generation Work
The mission of lower-level managers is to improve their own organization. Executives know that to capture future growth they will continually have to find ways to help their customers serve their customers – second-generation work. How will your solution improve the business of your customer’s customers? Tell it to the executives and you have their attention.

Overview Your Ideas in 60 Seconds or Less
The world has become accustomed to sound bites, and so have the executives. Chances are that they have had media training to deliver them. Write your message. Then edit out the garbage. If you can’t write it clearly, you can’t say it succinctly. If you need help, study the jacket flaps on business books for the sound bites that summarize bestsellers – that entice a buyer to pluck down $20 for one book versus another.

You have to make executives understand the idea quickly or they’re on to something else. Be simple, specific, and concrete.

Take Control of the First Call or Meeting
Certainly, senior executives call the shots on most occasions; however, they are perfectly willing for you to drive if you show them you know how to get to the destination.

Have a plan. At the very beginning, either tell them or show them (brief written agenda) how you plan to spend your 20 to 30 minutes together. “I know you’re busy and our time together is short, so here’s what I thought would be important to cover: X, Y and Z. Does that sound on target to you?”

Then take off. You always can alter the agenda if the executive leads in another direction, but they will be happy to know you respect their time and have a road map. In fact, you’ll see their face visibly relax.

Focus on Stories, Not Statistics
Stories make your points memorable. Data are for the middle managers. Statistics and charts support your key points and give you credibility – but they do not stay in the mind. If they did, every TV commercial you hear would be announcers reading test results and survey data. Make your points about the solutions you’re selling with well-chosen business stories from client organizations. Reduce the case histories to the pertinent details – sound bites that they can then convey to their advisors in later meetings when they’re retelling your story.

Plan on a Dialogue, Not a Monologue
When giving a formal presentation to a group of executives, make sure your delivery and format take into account interactivity. Build your structure around key questions you think the executives will want answered, and then pause for feedback or follow-up questions. You also can focus on key objectives or goals, your solutions to achieve those goals, the results you expect, and supporting facts for each result presented. Then pause for related questions and feedback. The idea is not to plan on giving a half-hour formal presentation, nonstop, without input – no matter how well your sponsor has prepared you.

The name of the game with executives is dialogue, not monologue.

Be Ready with Plan B
Count on senior executives to ask tough questions about your recommendations – your ideal plan for what should happen if the organization buys your product or service and all goes well. How do you plan to handle obstacles that may crop up to thwart progress?

You’ll need to have thought through these issues and have a contingency plan for every what-if. Otherwise, executives are likely to dismiss your ideas as pie-in-the-sky plans that need far more thought than they can afford to devote to the matter. Enter task force or committee.

Leave a One-Page Synopsis
Senior executives need to have a walk-away piece to use for when they consult with other advisors and have no time to spend explaining what you took 20 to 30 minutes to overview. You should provide a one-page, strategic overview for that purpose. Make it compelling, clear, concrete, complete, concise and correct. And don’t count on slapping something together for that purpose in an hour before you show up for the meeting.

Don’t Ask for the Business
Your goal is to walk in the senior executive’s door as a peer – and never back up. Shifting into “sales mode” from a peer role definitely becomes a step backward. Once you’ve initiated a dialogue as a trusted advisor, you certainly don’t want to try to pressure senior executives into a spur-of-the-moment decision, even when they have shown great interest in your idea or offering.

Instead, at the point of close, you want to let them lead to the next step. At the very most, you may want to suggest a next step with a question or comment: “So what’s the next step?” “Okay, where do we go from here?” “Shall I get with Mark to work out the details about X?” “Let’s set something up in about two weeks to go over the plan for X. Will that give you time to talk this over with your team? Maybe they’d like to meet with us then.”

Senior executives know how to get things done. When they hear an idea they like, they will act on it. They have held their position in the boardroom by doing that very thing – taking action. Trying to push a senior executive is a self-defeating slip-up for the salesperson.

Most top company executives involve themselves early in the buying decision cycle when they need to understand current business issues, establish project objectives and to set the overall project strategy. They become involved in key purchase decisions early and are less involved in the middle of your sales cycle. Then they reassert themselves at the end of the buying process.

Senior Executive Involvement in the Purchase Decision.

Senior executives are concerned with their organization’s business needs and are most likely to meet with a salesperson early in a purchase decision cycle to assess the potential business value of the proposed sale. To gain favorable attention, salespeople must show that a meeting will provide valuable information.

How Can Salespeople Gain High Level Access For A Meeting?

The most common reasons for granting a meeting are:

1.Previous or Existing Business Relationships.

2.Company Branding and Reputation.

3.Product and Service Reliability.

4.Internal Reference/Referral.

5.Strategic Vendor.

Cold calling top executives on the off chance of meeting them is probably the least effective methods of gaining success, even sales letters sent before a call can be ignored. Most top executives prefer not to be introduced to salespeople through referrals from outside the executive’s organization. In contrast, most will meet with a salesperson if the suggestion originated from someone within their own organization.

What roadblocks do executives use to screen salespeople?

Top senior executives employ a variety of methods to screen or block salespeople including:

A) The Secretary.

B) Schedule/Priorities.

C) Deferral to someone else in the organization.

Salespeople, however, can develop creative ways to leap these hurdles. Common methods include calling during lunch when the secretary might be out, or calling early in the morning or after business hours when an executive is likely to answer their own phone.

Top Executives Test Salespeople?

Once around an executive roadblock, a salesperson will be quickly tested and typically has five minutes to show how they can add value. Salespeople can use three primary means to provide value to a top senior executive in this initial contact:

1) Speak from a business perspective and do not be caught up in the “bells and whistles” of product features.

2) Raises relevant questions and share business perspectives new to the executive.

3) Point out the potential limitations of products or services, thus gaining credibility.

Executives use the first personal meeting with a salesperson to answer these specific questions:

1. Does the salesperson understand our needs? Have they done their homework (i.e. on our industry, our strategies)?
2. Do they understand our key reasons driving our company?
3. Have they been able to convey how their product/service applies to me? Why it is better than their competitor’s?
4. Can this salesperson make decisions on behalf of his company, or will they have to consult his manager before making decisions?

What is the salesperson’s approach:

1/ Be Professional. (Look the part and act the part.)

2/ Be Confident. (Know what you are talking about.)

3/ Be Sharp. (Think on your feet and do not use scripted presentation information.)

4/ Be Honest. (acknowledges potential shortcomings.)

5/ Be Reflective. (listens rather than telling.)

6/ Be Flexible. (Have an unstructured agenda rather than a predetermined one.)

What must salespeople do to provide an effective meeting?

One of the main qualities to be effective in this type of sales meeting is the ability to demonstrate accountability and responsibility. The second highest rated ability is to have understanding of the customer’s, business goals, objectives, and challenges. Other behaviors assigned to high values include good listening skills, industry expertise, and knowledge of the executive’s business.

Being of Like Minds & Capabilities.

Buying executives expect you to be a Selling Executive, so buying executives expect seller executives to:

1. Know the buyer’s business, industry, and current key projects.

2. Understand the significance of the relationship in dollars and percentage of business.

3. Buyer executives do not want a glad to see you hand shake with a casual how’s the wife chat.

This vital meeting must reaffirm the seller’s commitment and highlight the two companies’ strategic fit. Buying Executives favor suppliers with a similar business philosophy and culture, and prefer to meet with equally ranked executives to affirm the value of the relationship.

How do salespeople establish trust and credibility with buying executives?

A salesperson’s ability to control with autonomy resources from within their organization is the most important factor in building a trusted adviser relationship. Executives give high marks to a salesperson that understands their business goals, objectives and challenges. Other highly rated factors include responsiveness to the customer’s requests and demonstrating a willingness to be held accountable. Buying Executives value decisiveness and confidence in salespeople, they usually warm to someone who speaks with authority, but without arrogance.

Buying Executives are impressed by salespeople who express genuine interest in their buying needs, they should also be knowledgeable of their industry, and think strategically to work as integral supply partners. High-ranking executives also prefer salespeople who are responsive, listen more than talk, and do not use hard sell tactics. Buying Executives are much more likely to remember a sales meeting that went badly, than one that went well. The worst impression a salesperson can leave is wasted time. Other negatives include lack of focus, poor attention to detail, being a “know” it all salesperson, and focusing on the product being sold rather than the customer’s needs and requirements.

Summary: The ability to establish trust and credibility is a prerequisite for selling to senior executives. In order to gain high-level access, salespeople must first understand what motivates senior executive buyers in the purchase decision. An awareness of potential reasons for them not to buy enables salespeople to create strategies to overcome them. Armed with this information, salespeople can develop relationships with senior executive buyers based on trust and a clear defined goal that will ultimately close more sales.

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• What are the 10 Secrets which Superstars call upon when working with Senior Level Executives (CxO’s)?
• How do you get the attention of: CEO’s, CFO’s, COO’s, CIO CPO’s?
• How do you respond to: “Don’t go over my head to call on Mr. Big”?
• What is organizational alignment?
• What are the characteristics of a “CxO”?
• What’s a “CxO” Letter? How do you write a “CxO” letter?
• How do you follow up a CxO meeting?
• What is the difference in preparation for a senior level executive meeting?
• How do you conduct yourself at the meeting?
• What is the proper presentation format for a CxO meeting?
• What are the secrets of Board-Level Selling?
• What role does a consultant play?
• What role does a partner play? What are their needs?
• What is the pain chain?
• How Do You Get A Meeting With A CxO?
• How Do You Quickly Analyze an Annual Report?
• How To Handle The Top CxO Objections?
• Selling To CxO’s Is NOT A Sales Call
• Do Your Homework – Preparation
• Have An Action Plan
• What 2 Essential Elements Influence a Hospital’s Long Term Viability?
• What Are The 4 Key CxO Goals-Initial Meeting?
• What Are The 5 Major Types Of Business Costs?
• What Are The 6 Key Decision Support Tools Used By CxO’s?
• What Are The 13 Key Healthcare Financial Metrics?
• What Are The Essential Elements Of A CxO Power Letter?
• What Are The Essential Elements of A CxO Power Phone Script?
• What Are The Key Characteristics of CxO’s?
• What Are The Top 2 Initial CxO Meeting Mistakes?
• What Are The Top 10 CxO Questions?
• What Are The Top CEO Concerns?
• What Are The Top CIO Concern?
• What Is A CxO Power Matrix?
• What Is Line vs. Matrix Org. Structure?
• What Is The CxO Power Message?
• What Is The Key To CxO Communication?
• What Is The Outline For A CxO meeting?
• Where Do Hospitals Get Their Revenue?
• What are Hospital Profit Margins?
• Who Is The Most Important Person?
• Why Are There NO QUESTIONS In CxO Meetings?