To illustrate – my personal background is in sales/marketing (branching into tech), so that naturally (1) gives me a relatively wide view into our startup, and (2) forced me to develop people skills.
And despite that, I still often found myself on calls where both our CEO and I were frustrated and felt we're talking past each other.
In my case what worked was just getting more exposure to the executive side of things. After we had a few discussions about the wider ramifications of my ideas (e.g. Does our dev team has enough spare capacity to work on this extra thing I want? Is it going to impact our trial conversion down the line? etc. etc.), we started having much more productive meetings, because I was able to think about these concerns in advance. Eventually, many of our meetings turned from "should we do X?" to "I think we should do X because of A. B is a concern, but I think benefits outweigh the cost."
Obviously I'm super lucky, because our founders invested a crazy amount of effort into training.
For someone without that bigger picture, I think a useful starting point might be asking "how is that going to impact the entire business?" – both to yourself when you're preparing for a meeting, and to the actual CXO, if only to show them you're not just considering your own walled garden.
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