Engaging With Decision Makers

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

I've coached 400+ CEOs. The best ones don't communicate better. They communicate differently. While average leaders wing it, great ones use proven methods that turn conversations into opportunities. After 20+ years studying top performers, I've identified 7 communication systems that separate good from great. (Save this. You'll need it for your next big meeting.) 1. The 3 Levels of Listening Stop listening to reply. Start listening to understand. Level 1: You're thinking about your response Level 2: You're focused on their words Level 3: You're reading the room—energy, tone, silence One CEO used this to uncover why his top performer was really leaving. Saved a $10M account. 2. What? So What? Now What? Transform rambling updates into decisive action. What = The facts (30 seconds max) So What = Why it matters to the business Now What = The specific decision needed Cut meeting time by 40%. 3. PREP Method Never fumble another investor question. Point: Your answer in one sentence Reason: Why you believe it Example: Proof from your business Point: Reinforce your answer Practice this for 5 minutes daily. Sound prepared always. 4. RACI Matrix Kill confusion before it starts. Responsible: Who does the work Accountable: Who owns success/failure (only ONE person) Consulted: Who gives input Informed: Who needs updates Projects with clear RACI are 3x more likely to succeed. 5. Story of Self/Us/Now Move hearts, not just minds. Story of Self: Why YOU care (personal conviction) Story of Us: Our shared challenge Story of Now: The urgent choice we face This framework has helped politicians win. It'll help you raise capital or inspire your team to meet a big goal. 6. The Pyramid Principle Get board approval in half the time. Start with your recommendation Give 3 supporting arguments (max) Order by impact (strongest first) Data goes last, not first McKinsey consultants swear by this. So should you. 7. COIN Feedback Model Make tough conversations productive. Context: When and where it happened Observation: What you saw (facts only) Impact: The business consequence Next: Agreed action steps No more avoided conversations. No more resentment. Your next funding round, key hire, or major deal doesn't depend on working harder. It depends on communicating better. Because in the end, leadership isn't about having all the answers. It's about asking better questions, listening deeper, and communicating with precision. Your team is waiting for you to lead like this. P.S. Want a PDF of my Leadership Communication Cheat Sheet? Get it free: https://lnkd.in/dbaSN9fJ ♻️ Repost to help a founder level up their communication. Follow Eric Partaker for more leadership tools.

𝐖𝐡𝐲 𝐝𝐨 𝐬𝐨𝐦𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐠𝐞𝐭 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝 𝐟𝐚𝐬𝐭𝐞𝐫, 𝐡𝐞𝐚𝐫𝐝 𝐦𝐨𝐫𝐞 𝐨𝐟𝐭𝐞𝐧, 𝐚𝐧𝐝 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐦𝐨𝐫𝐞 𝐝𝐞𝐞𝐩𝐥𝐲? Of all the topics people ask me about, executive presence is near the top of the list. The challenge with executive presence is that it’s hard to define. It’s not a checklist you can tick off. It’s more like taste or intuition. Some people develop it early. Others build it over time. More often, it’s a lack of context, coaching, or exposure to what “good” looks like. Here’s what I’ve learned over the years, both from getting it wrong and from watching others get it right. 1. 𝐋𝐚𝐧𝐝 𝐲𝐨𝐮𝐫 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 People early in their careers often feel the need to prove they know the details. But executive presence isn’t about detail. It’s about clarity. If your message would sound the same to a peer, your manager, and your CEO, you’re not tailoring it enough. Meet your audience where they are. 2. 𝐔𝐩𝐥𝐞𝐯𝐞𝐥 𝐭𝐡𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 Executives care about outcomes, strategy, and alignment. One of my teammates once struggled with this. Brilliant at the work, but too deep in the weeds to communicate its impact. With coaching, she learned to reframe her updates, and her influence grew exponentially. 3. 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐬𝐮𝐛𝐭𝐞𝐱𝐭 Every meeting has an undercurrent: past dynamics, relationships, history. Navigating this well often requires a trusted guide who can explain what’s going on behind the scenes. 4. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭 Just because something is your entire world doesn’t mean others know about it. I’ve had conversations where I assumed someone knew what I was talking about, but they didn't. Context is a gift. Give it freely. 5. 𝐂𝐨𝐦𝐞 𝐰𝐢𝐭𝐡 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 Early in my career, I brought problems to my manager. Now, I appreciate the people who bring potential paths forward. It’s not about having the perfect solution. It’s about showing you’re engaged in solving the problem. 6. 𝐊𝐧𝐨𝐰 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐜𝐚𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 Every leader is solving a different set of problems. Step into their shoes. Show how your work connects to what’s top of mind for them. This is how you build alignment and earn trust. 7. 𝐁𝐮𝐢𝐥𝐝 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 Years ago, a founder cold emailed me. We didn’t know each other, but we were both Duke alums. That one point of connection turned a cold outreach into a real conversation. 8. 𝐃𝐫𝐢𝐯𝐞 𝐭𝐨 𝐜𝐥𝐚𝐫𝐢𝐭𝐲 𝐚𝐧𝐝 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 Before you walk into a meeting, ask yourself what outcome you’re trying to drive. Wandering conversations erode credibility. Precision matters. So does preparation. 𝐅𝐢𝐧𝐚𝐥 𝐭𝐡𝐨𝐮𝐠𝐡𝐭 Executive presence isn’t about dominating a room or having all the answers. It’s about clarity, connection, and conviction. And like any muscle, it gets stronger with intentional practice.

Selling to the C-Suite? Here’s what they actually care about. Most reps blow the meeting before it even starts. Not because their product sucks... but because they show up sounding like a feature brochure with a pulse. When you’re in front of a C-level exec, you’ve got 30 seconds to prove: ✅ You understand their world ✅ You’re not here to waste time ✅ You can move the needle on what matters to them What that looks like, by title: 🧠 CEO – Growth + Risk ✖ Don’t pitch features. ✔ Show how you help them scale faster, cut risk, or hit strategic goals. 💬 “This helps teams like yours enter [X market] 3x faster - with fewer moving parts.” 💰 CFO – Cost + ROI ✖ “This will improve productivity” = fluff. ✔ Quantify ROI. Speak in margins, efficiency, risk reduction. 💬 “We reduced vendor cost 18% and freed 22 hours/month for [role].” 🛠 COO – Efficiency + Execution ✖ Don’t say “streamline.” Prove it. ✔ Show how you simplify ops, reduce friction, and speed up delivery. 💬 “We eliminate 4 handoffs in your process, cutting fulfillment time in half.” 📈 CRO – Pipeline + Predictability ✖ Don’t pitch dashboards. ✔ Show how you help them hit number faster - with fewer surprises. 💬 “We help reps close 12% more deals without changing your CRM.” 📣 CMO – Leads + Attribution ✖ Don’t promise “awareness.” ✔ Show how you help convert demand into real pipeline. 💬 “We cut cost per qualified lead by 38%... and proved it with revenue impact.” 👥 CHRO – Retention + Culture ✖ Don’t pitch “engagement.” ✔ Tie your solution to retention, onboarding, or team performance. 💬 “Your reps ramp 30% faster...and stay longer because the system supports them.” CIO/CTO – Security + Scalability ✖ Don’t ignore technical friction. ✔ Preempt risk and show how your tool fits their stack. 💬 “No extra infrastructure, fully SOC 2 compliant, and deployed in 48 hours.” CPO – Velocity + Adoption ✖ Don’t talk features to a feature owner. ✔ Show how you drive product adoption and roadmap execution. 💬 “Adoption jumped 44% in 3 months - because we removed friction at the edge.” You’re not selling your product. You’re selling outcomes to people with power, pressure, and no patience. 👇 Which C-level convo are you prepping for next? — 📬 Want access to practical sales resources and advice from top sellers every day? Subscribe here: SalesDaily.co

The most influential HR leaders don’t fight for space, they earn it by getting closer to the truth. Because the real measure of HR influence isn’t proximity to power, it’s proximity to truth. So I realized that the closer HR gets to what’s real the pressures, trade-offs, and contradictions inside the business, the more the business begins to listen. Becoming trusted isn’t about visibility. It’s about credibility in complexity, the ability to hold both empathy and evidence at once. Most HR careers begin in service. We execute policies, close files, process requests. Then we learn to solve problems, diagnose, advise, correct. But somewhere along the way, the few who rise higher realize that fixing problems isn’t the same as shaping decisions. That’s where the shift begins, from HR as function to HR as conscience. When HR becomes a strategic partner, it starts translating business strategy into human reality. And when it becomes a trusted advisor, it starts translating human truth back into business courage. As the father of modern HR Dave Ulrich rightly said “When HR focuses only on people, it may gain popularity; when it focuses on business, it gains credibility.” But credibility alone isn’t enough. Trust is built where credibility meets courage, where we tell leaders what they need to hear, not what they prefer to hear. Trusted HR isn’t loud. It doesn’t demand a seat. It earns its seat by creating clarity in the fog, by protecting both performance and principle. By understanding the Mirror, Map, and Muscle, seeing ourselves clearly, charting the path, and strengthening what drives change. Because the future doesn’t need louder HR voices. It needs truer ones. It’s not an easy path, but it’s the one that holds the mirror and delivers results, through clarity, courage, and consistency. If this message resonates, reshare it to remind others what HR is truly called to be. And if you’re building HR that leads through trust and truth, Subscribe to #HRFieldnote for frameworks, reflections, and tools that help HR think and lead differently.

Last year, I was speaking with a VP of Sales who confidently asserted: “Our buyers rely heavily on Gartner and Forrester reports, and LinkedIn is just noise.” That claim led us to a deeper look. So we ran a rapid social intelligence audit across their 10+ ideal enterprise target accounts and the reality was revealing: 👉 significant stakeholders actively adding connections in LinkedIn. 👉 a few of those routinely engaged on LinkedIn content. This wasn’t casual scrolling… it was conscious participation and relationship building. Some buyers were raising ‘purchase-intent’ questions as well. All transparently surfaced on LinkedIn - in public threads and peer groups. Data illuminating exactly where the research action happens pre-RFP. We scripted a custom GTM strategy: 👍 Enterprise Signal Posts: Engineered deep-dive, persona-tagged case studies, optimized to get clipped into internal research decks and circulated among architects, PMOs, and senior engineers. 👍 Dark-Social Authority: By engaging in high-value vendor comparison (and likes) threads, our client’s leadership profiles gained credibility and trust inside private channels invisible to traditional analytics. 👍 Decision-Stage Content: Launched proof-backed narrative video for "solution-aware" prospects, resulting in high-conversion SQLs. With consistency. The outcomes? 💪 Significant % of new enterprise meetings originated directly from LinkedIn-driven content touchpoints and network engagement. 💪 RFP win-rate increased, correlated to significant buyers explicitly referencing LinkedIn case materials. 💪 Sales cycles compressed because buyers entered conversations highly informed and confident. Why does this work in enterprise buying cycles? Vendor Validation: B2B procurement is increasingly cross-functional; live peer discussions on LinkedIn serve as a real-time, trusted “research layer” far beyond static analyst reports. Peer Proof: Enterprise decision-makers weight peer-shared insights more heavily than vendor-curated collateral, especially within their own secure collaboration channels. If you’re still dismissing LinkedIn as “just noise,” you’re strategically ceding ground during arguably the most critical phase of buyer evaluation. In 2025, enterprise buying journeys don’t start with vendor meetings… they start with social proof, digital authority, and dark social signals. And the winners are the brands that embed themselves authentically and intelligently in these ecosystems. #SocialSelling #DarkSocial #LinkedIn #RevOps #AIGTM

"𝘞𝘩𝘦𝘯 𝘺𝘰𝘶 𝘱𝘶𝘴𝘩, 𝘸𝘦 𝘱𝘶𝘴𝘩 𝘣𝘢𝘤𝘬 𝘩𝘢𝘳𝘥𝘦𝘳." It’s an unspoken agreement in workplaces everywhere. Are you unknowingly igniting resistance instead of sparking change? 𝗧𝗵𝗲 𝗛𝗶𝗱𝗱𝗲𝗻 𝗖𝗼𝘀𝘁 𝗼𝗳 𝗣𝘂𝘀𝗵𝗶𝗻𝗴 𝗧𝗼𝗼 𝗛𝗮𝗿𝗱
 At City Hospital (a pseudonym used to protect confidentiality), the CEO, “Juliette Garnier” (also a pseudonym), believed decisive action would save the day. Faced with a funding crisis, she enforced a 10% budget cut across departments. Her intent? Keep the hospital afloat. The result? Chaos. Her leadership team froze in silence, employees raged in the corridors, and nurses threatened a strike over unsafe working conditions. Garnier had unknowingly stepped into what I call The 𝙋𝙪𝙨𝙝 𝘽𝙖𝙘𝙠 𝙋𝙖𝙩𝙩𝙚𝙧𝙣: * 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 = 𝗘𝗻𝗳𝗼𝗿𝗰𝗲𝗿𝘀 * 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 = 𝗥𝗲𝘀𝗶𝘀𝘁𝗼𝗿𝘀 The harder you push, the harder people push back. 𝗪𝗵𝗮𝘁 𝗦𝗼𝗺𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗠𝗶𝘀𝘀 𝗔𝗯𝗼𝘂𝘁 𝗥𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲
 Resistance isn’t about rejecting change. It’s about rejecting the way change is imposed. When people feel ignored, undervalued, or strong-armed, their silence or anger signals mistrust and resentment. The more forceful the push, the stronger the resistance grows. 𝗕𝗿𝗲𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗣𝗮𝘁𝘁𝗲𝗿𝗻
 Garnier recognised the pattern and shifted her approach. Instead of enforcing change, she invited her team to co-create solutions. Within weeks, the same employees who had resisted her became her strongest allies, crafting a plan that cut costs without compromising care. The strike was called off, and trust was restored. 𝗧𝗵𝗲 𝗟𝗲𝘀𝘀𝗼𝗻 𝗳𝗼𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 
Leaders who force change light fires that burn bridges. Those who nudge—inviting collaboration and listening deeply—build lasting trust and sustainable results. Are you lighting fires or building bridges? Would love to hear your views: What strategies have worked for you to overcome resistance and inspire collaboration? 📚 For a systemic lens to creating lasting change, explore the ideas in my book, 𝙏𝙝𝙚 𝙃𝙞𝙫𝙚 𝙈𝙞𝙣𝙙 𝙖𝙩 𝙒𝙤𝙧𝙠.

🎯 Don’t just prep for interviews. Map the decision-makers - and tailor your message for each one. This is where strong candidates become the clear choice. Because here’s the truth: Most people prep for the questions. Top performers prep for the audience. 👇 Here’s how: 👤 1. The Recruiter What they care about: → Are you qualified on paper and in person? → Are you aligned with salary and expectations? What to highlight: ✅ Relevant titles, skills, company types ✅ Clear communication and professionalism ✅ No red flags, good culture fit 💬 Example: “I’ve worked in similar fast-paced environments and understand the expectations around stakeholder management and delivery speed.” 👤 2. The Hiring Manager What they care about: → Can you solve their problems? → Will you make their life easier? What to highlight: ✅ Business results tied to your function ✅ Thought process behind decisions ✅ Experience with similar challenges 💬 Example: “When I joined X, we were struggling with [similar pain point]. I led [strategy] which resulted in [outcome] - and freed up my manager to focus on strategic work.” 👤 3. Cross-Functional Peers (Product, Ops, Finance) What they care about: → Will you collaborate well? → Do you understand their world? What to highlight: ✅ Communication style ✅ Experience working across silos ✅ Empathy and clarity 💬 Example: “I partnered closely with Finance to redesign our forecasting model - that alignment helped us prioritize more accurately and cut wasted spend by 18%.” 👤 4. Senior Leadership (VPs, C-level) What they care about: → Do you think like a leader? → Can you represent us externally and internally? What to highlight: ✅ Strategic thinking ✅ Business acumen ✅ Executive presence 💬 Example: “When our team hit a ceiling with user growth, I reframed the goal - shifting from acquisition to retention - and drove a cross-functional initiative that lifted net retention by 12 points.” 🧭 The mindset shift: - Don't prep the same way for every round. - Prep with stakeholder influence in mind. They’re not just evaluating your answers. They’re deciding: Can I see this person leading here, with us? 💬 Which type of stakeholder do you find most challenging to connect with in interviews? Follow me for more advanced job search strategies that help experienced professionals stand out - not burn out.

I’ve done 350+ discovery calls in the past 3 years and closed 7+ figures in contract value. I always structure my 1st call in the same 5-step format: Great sales is nothing more than a structured approach to help prospects make a decision. It shows them that I’m understanding and have their best interest at heart. I consider sales to be part of the service. It’s consulting. Here's how my discovery calls look: 𝟭. 𝗚𝗲𝘁 𝗧𝗵𝗲𝗶𝗿 𝗦𝘁𝗼𝗿𝘆 I want to find out as much as possible about them. My goal is to understand their journey & personality, and also make them feel heard & understood off the bat. They talk, I shut up. If they jump straight into business, I gently steer them back. ___ 𝟮. 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗙𝗶𝘁 Next, I dive into their business model, bottlenecks, and top goals: • Who’s your ICP? • What do you offer? • What’s your marketing status quo? • etc. I figure out if a collaboration makes sense and whether they need our help or something else entirely—like coaching, a new tool, a different vendor, or just advice on improving their current setup. ___ 𝟯. 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝗲 𝗠𝘆𝘀𝗲𝗹𝗳 I recap what they’ve shared and then introduce myself. Here, I try to mirror how they shared their story: • what topics did they focus on? • how far back did they go? • what did they highlight? At the same time, I look for similarities between us to create relatability. Then at the end, I explain what I do on a high level. ___ 𝟰. 𝗞𝗲𝘆 𝗧𝗵𝗲𝘀𝗲𝘀 & 𝗥𝗼𝘂𝗴𝗵 𝗕𝘂𝗱𝗴𝗲𝘁 𝗥𝗮𝗻𝗴𝗲 From there, I introduce the 3 key theses they need to believe for us to work together. • Thesis 1: The decisions we make are influenced by the people we trust and the content we consume. • Thesis 2: Content helps build relationships & trust at scale. • Thesis 3: Content is an infinite game If they're not aligned with this thesis, it usually indicates we're not a fit. At the same time, I also discuss the rough budget range to make sure we're on the same page about expectations early on. ___ 5. 𝗕𝗼𝗼𝗸 𝘁𝗵𝗲 𝗡𝗲𝘅𝘁 𝗦𝘁𝗲𝗽 If it feels like a fit, I lock in a follow-up call right then. I never leave this for later—it just adds uncertainty and hassle. If it’s not a fit, I still try to offer value—maybe I send some free resources or give advice. ___ 𝗕𝗲𝘀𝘁 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀 𝗜 𝗙𝗼𝗹𝗹𝗼𝘄: • I call out any elephants in the room. • I recap what they say to confirm my understanding and give them a chance to add details. • This also helps me process what they’ve shared. • I always leave room for their questions. • Their needs are #1 priority. #b2bsales #founderledsales #consultativesales

You know that sinking feeling… Someone interrupts your carefully prepared presentation with “But what about...?” and raises a point you never considered. Everyone is looking at you, and you feel the weight of the world on your shoulders. In that moment, the idea or solution you’ve been presenting weighs in the balance. Address the resistance well, and your idea will likely be adopted with even more optimism than before. Address it poorly, and your idea is as good as gone. Here’s a quick overview of my “RAP” formula that you can use in these moments to turn blindside objections into “aha” moments. 1. R: Recognize the type of resistance you’re facing: - Logical resistance (conflicting data or reasoning) - Emotional resistance (values or identity challenges) - Practical resistance (implementation concerns) 2. A: Address it proactively in your presentation: - For logical resistance: Acknowledge competing viewpoints before they’re raised. "Some might point to last quarter’s numbers as evidence against this approach. Here’s why that perspective is incomplete..." - For emotional resistance: Connect your idea to their existing values. "This initiative actually strengthens our commitment to customer-first thinking by..." - For practical resistance: Demonstrate you’ve considered the real-world constraints. "I know this requires significant change. Here’s our phased implementation plan that accounts for..." 3. P: Provide a path forward that transforms resistance into alignment: - Give them space to voice concerns (but in a structured way) - Incorporate their perspective into the solution - Show how addressing their resistance actually strengthens the outcome The most powerful thing you can say in a presentation isn’t "trust me", it’s "I understand your concerns." When you genuinely see resistance as valuable feedback rather than an obstacle, you’ll find your ideas gaining traction where they previously stalled. #CommunicationSkills #BusinessCommunication #PresentationSkills