Inside the mind of a CIO: How to build partnerships with the C-suite

As a seasoned executive advisor, Craig understands the intricacies of engaging top decision-makers. After a distinguished 30-year career at Shell, he became a Strategic Customer Advisor at Salesforce, collaborating with C-suite leaders to drive value from Salesforce’s solutions. His experience navigating executive challenges informs his insights on earning trust and fostering collaboration within the C-suite.

Providers often go to the C-suite armed with impressive pitches and flashy offerings. However, as Craig puts it: “I don’t care about the product you’re trying to sell.” What executives crave is a dialogue centered on solutions rather than salesmanship. They seek partners who can genuinely understand their unique challenges and offer insights into how to overcome them. “I’m interested in how you've helped others, and how you're going to make a difference to me and my business. If you listen to me and talk to me about solutions to my problems, then I’ll introduce you to people in my organization who will be interested in the product.”

“I’m interested in how you've helped others, and how you're going to make a difference to me and my business.”

Reliability, credibility, and intimacy – that’s what really matters in provider-client relationships, particularly when it comes to high-value investments. But a lack of trust, both internally amongst stakeholders and externally with providers, often causes a significant disconnect. “A lot of companies have stopped trusting their senior executives to do the right thing,” Craig says. There was once a time when networking events and relationship-building dinners were accepted norms. Now, they feel fraught with skepticism. “If my bosses don't trust me to act professionally and think I'm going to sign a million dollar deal just because somebody asked me out to a dinner, then we’re in trouble. If I'm going to really work with a supplier, I need to understand them.”

Building trust demands a shift in mindset on both sides. For executives, that means holding providers accountable. For providers, it’s about recognizing the value of long-term relationships. “If you’re going to build credibility, you have to have an honest conversation,” says Craig. “I remember sitting down with a provider and saying to him, ‘This is a mess, isn’t it?’ He agreed, and we found common ground. We need to look each other in the eye and say, ‘I’ve got your back, and you’ve got mine. Let’s solve these problems together.’” Ignoring the challenges only perpetuates mistrust. “But don’t be a ‘yes’ person either. I want someone to come in who has the courage to challenge me – I'm going to respect you for that.”

“I want someone who has the courage to challenge me – I'm going to respect you for that.”

Executives need confidence in a provider’s reputation. “I don't want you to walk away the second the sale is complete,” says Craig. 

Authenticity is key to building reputation. “I want to see real case studies. I want to go and visit your customers and hear real stories, because we know nothing goes perfectly. I've probably got more scars where I got it wrong than badges where I got it right, and those are the things I want to hear about.”

As a representative of your organization, you should also objectively consider its reputation. “Are you good at dealing with suppliers, or are you known as a real horror that just crashes them down on price? Relationships and reputations are a two-way street, and they can be lost and found in a day.”

“Relationships and reputations are a two-way street. They can be lost and found in a day.”

Generic marketing is the biggest waste of everyone’s time, according to Craig. “Salespeople don’t know anything about you and launch into a spiel – ‘This is what we do, and aren’t we marvelous?’ Within five minutes, I’m bored because it’s not relevant.” 

Providers could connect more deeply with their audience – but without understanding decision-makers' unique challenges, you’ll miss the mark. “Understanding my business and the problems I face is what truly engages me.” Ask the right questions, listen carefully, and set a vision together based on shared goals. And don’t use jargon. 

“When you make that pitch, we should have worked through it together. You’ve listened, and you can connect around a shared sense of purpose. If you manage to inspire me, that’s fantastic – but you’ll only do that if you truly understand me.”

“If you manage to inspire me, that’s fantastic – but you’ll only do that if you truly understand me.”

Craig’s final piece of advice for providers looking to build trust with top decision-makers is simple: “Listen, listen, listen. When you think you’ve listened enough, listen some more. The C-suite don’t have much time. The first two minutes are critical – you hook them in and they’re going to want to know more.”

Listen to the full episode of The Account-Based Marketing Podcast with Craig Walker, or get in touch with our consultants to benchmark the strength of your executive relationships and learn how to improve them.