Interview questions get executives, or other prospects, to open up about the criteria that will make them buy from the interviewer. Most potential customers don't try to hide their information . But they usually never get a chance to do so because the salesperson hits them with interrogative questions.
Interrogative questions are self-serving, intrusive list of syria consumer email questions . They are used to see if the prospect is interested in buying from or choosing the questioning salesperson, i.e., “Is this service (or product) something you would consider purchasing?” or “When do you plan to approve your software purchase?” or “What is the budget? Has it not been approved yet?” or “Who is the competition?”
These are all “I,” “me,” “my,” “me” questions… Executives, however, want the discussion to be about them, so they will deflect “I” questions with ambiguous answers, thereby stopping the salesperson in their tracks. This situation usually causes the questioner to go into “convincing mode.” That is, they try to explain why it is so important for the executive to have their service/product. Trying to convince is annoying for the executive because there is no empathy .
Then there are the intrusive, interrogative questions, like “How do you track productivity now?” or “Why are you using a manual system?” and the answer is, or should be, “Well, it’s not a bad thing .” These questions certainly put executives on the defensive, which they don’t like, and again they deflect by saying, “Everything’s fine. We’ll get back to you. ”
Ultimately, to interview C-Levels and get them on your side, try the following.
Frame your opening questions around the individual and end with “how does this relate to… (your business).” My favorite (after greetings and best wishes) is, “So tell me, what are your problems or concerns in relation to generating more sales?” My business is sales and I’d like to know how he views his sales situation.
Don't worry that the person doesn't know what you can do for him . Once he knows that you know his problems, he will be open to listening.
Watch and listen to a good interviewer on TV, YouTube or Radio. Watch how they ask questions and listen to the person. Then they go deeper by asking the person to elaborate on the meaning of the answers. Watch how they don't interrupt and yet keep the person on track. Also watch how they don't try to force the conversation into their own pre-established script .
It's important to role-play with a partner , supervisor, or friend. Be open-minded. You're probably not asking the questions in the way you think you're asking. Record your session and watch yourself. You'll be surprised.
Notice how salespeople work with you when they want to sell you something . Do they probe to see what you want, why you want it, and what the perfect solution would be for you? Or do they show you what they have and explain how well it will work for you?
Develop a set of standard questions that you can ask any C-Level that are centered around their world, about themselves, their responsibilities, their drivers, their issues, or their future. Your questions will provide you with information about what you need to know about their visions (as they relate to your solutions), their plans for those visions, the details of their perfect solution, etc. Again, don't worry, they don't know what you can offer them. They know their situation, what they have, and where they want to go. You'll have to make the adjustment.
Practice your opening interview questions in front of a mirror . Try out your standard set of questions in your style. Practice how you will get the executive to nail down what he or she means with the power of the words he or she uses. For example, when he or she says he or she wants someone trustworthy, ask, “You mentioned that you wanted someone trustworthy, but… What does ‘trustworthy’ mean to you?” or “Please explain to me your meaning of trustworthy . ”
Be prepared to listen . Practice shutting your mouth and listening to others with an ear for understanding. Stop and think, before you speak, to determine if you are interrupting. If so, don't stop them, because once you do, it becomes all about you.
Remember that once C-Levels, or potential clients, feel that the conversation is about you, they will want to run away. On the contrary, when they feel that you understand their situations, they become very open to listening to you.
