Ninety percent of all sales people are feature sellers. When you’re in the trenches, selling logistics technology, it’s easy to get lost in the details of what your product can do. The problem with that approach is that you are asking the CEO to make the connection of how that feature can benefit them. If this is a cold call their likely reaction is pass you off to the VP of whatever department they think you are calling about, and go on with their day. Essentially they have just passed you off to a gatekeeper and you have given yourself a lot more work to do.

The correct approach is to first establish trust and an understanding of the problems they face, and that means having real conversations.

Empathy is more than a sales tactic; it’s the cornerstone of building trust. For instance, I’ve built lasting relationships by genuinely investing in my clients’ success. I’ve attended family gatherings at CEOs’ homes and even embarked on a cross-country journey with  another CEO of a top 100 fleet. These deep, personal connections didn’t happen overnight—they were forged through consistent, genuine interactions.

To truly resonate with your audience, you need to tap into their emotional drivers. Imagine sitting down with a CEO who’s frustrated with their current logistics inefficiencies. Instead of launching into your product’s specs, start by acknowledging their frustrations and the impact it has on their bottom line. Share a story of how you’ve helped another client in a similar situation, focusing on the emotional relief and the improved efficiency they experienced.

Consider this: When was the last time you felt a real connection with a salesperson? It was likely when they shared a relatable story or demonstrated genuine understanding of your challenges. As a fractional VP of Sales, I don’t just sell products—I sell solutions that I believe in because I’ve seen their impact firsthand.