Don't let a senior relationship go stale

I cannot begin to count the number of times this has happened: I'm discussing an opportunity with a seller and ask what they know about the senior leadership. It turns out they met the CMO / CRO / CTO / Head of Whatever three months ago, and were pointed down to a team member.

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And here's the serious facepalm bit. They have made no effort to keep in touch with that executive since 🤦

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An Economic Buyer showed enough interest in your solution to hand you time from their team. You have worked with that team for three months. And you have never once gone back to the person who opened the door.

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Does that not strike you as slightly absurd?

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Why it happens

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The prosaic reason is that people forget. The conversation with the team is live and active, it takes the time and the focus, and going back up the chain never makes it onto the list.

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The more damaging reason is that sellers think they aren't allowed. They've been passed down, so they read that as their level now. If the introduction came through their own boss, it's even worse because it doesn't feel like the seller can contact the executive.

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There is a hidden fear here: that going back to the executive looks like going over their contact's head, and will damage the relationship they've spent three months building.

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It isn't, and it won't. You are not going around anybody. You are reporting back to the person who sent you. If that executive thought you were interesting enough to invest their team's time, you are interesting enough to tell them how it is going.

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The damage if you don't do it

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When things slow down, or the junior contact can't drive the decision through, sellers come and ask me what their options are. My first question is always who else they know in the account.

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In a lot of cases they know the executive perfectly well. They simply haven't spoken to them since the introduction.

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Never, ever, ever let a senior relationship go stale.

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Keeping it warm

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Three things, in order of how much they help.

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🥇 Book the review as the intro happens. When the introduction downwards is made, you or your boss should say: "Great, we'll do that. Let's make sure you and I catch up in a few weeks to review progress." Get it in the diary there and then.

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🥈 Send periodic updates. What has moved forwards and what you're doing with their team. If your boss owns the original introduction, they should send it - but the seller is responsible for prompting it and providing the content.

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🥉 Think about who you copy. Generally, copy the junior people in. It shows them in a good light in front of their boss, and it makes clear that the senior relationship is continuing with their knowledge rather than behind their back.

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And, if you've already let a relationship go stale - it's not too late. You (or your boss) can still reach out. You can still summarise what's happened. You can still ask to reconnect. The sooner the better.

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This executive is a key decision maker. When things go well, you want them excited about the progress. When things stall, you want them close enough to unblock it.

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The relationship doesn't end with the introduction, unless you allow it to.

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I'm happy to share the update format I use for keeping an Economic Buyer warm through a long evaluation - just let me know.