Understanding the priorities and challenges of CXOs is the key to better sales results. We recently surveyed a number of C-Suite executives—ranging from CEOs to CFOs and CIOs—to reveal their key priorities, challenges, and thoughts on the sales experience and interacting with vendors. These leaders represent a global perspective, with respondents from the UK, Europe, US, and Asia-Pacific.Their insights highlight what’s on the minds of senior executives today and where sales teams are falling short. Here’s what every sales leader needs to know to better connect with the C-Suite and close deals faster.‍

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CXOs are cautiously optimistic

CXOs are optimistic about the future, with 55% confident in their business prospects over the next three years. This optimism stems from stabilising market conditions, manageable inflation, and the potential for declining interest rates.

However, optimism does not mean they aren’t facing challenges. Their top investment priorities reveal what they see as critical for maintaining their competitive edge:

• Sales and Marketing (60%): Sales and marketing remain the driving force for growth. CXOs are focusing on strategies that not only attract new customers but also nurture long-term client relationships. This underscores the need for sales teams to deliver both short-term wins and sustained value.

• Learning and Development (58%): Investing in people is central to CXO strategies. Upskilling employees equips organisations to adapt to changing demands, while strong learning initiatives help retain top talent and ensure consistent customer experiences.

• Innovation through R&D (35%): CXOs know that staying competitive requires forward-thinking investments in technology and innovation. However, R&D budgets are often limited by cost pressures, meaning sales teams need to align their solutions with long-term innovation goals.

At the same time, 13% of CXOs anticipate reducing their workforce, highlighting the pressure to balance cost optimisation with growth. Roles that rely on creativity, strategic thinking, and customer interaction remain vital, as these are harder to replace or automate.

Selling to the C-Suite Is harder than ever

Engaging with CxOs is often seen as the holy grail for sales teams, but these interactions are fraught with challenges. Most CXOs report feeling underwhelmed by the quality of sales meetings, leaving significant room for improvement.

Here’s what CXOs are saying:

• Unclear meeting agendas: CXOs value their time above all else. Yet, 37% of executives rate meeting organisation as “poor,” while another 30% find sales meetings largely ineffective. Vague agendas and poorly structured conversations leave them feeling disengaged and unlikely to continue the dialogue.
• Weak listening skills: Effective sales isn’t just about pitching—it’s about listening. While 26% of CXOs rate sales teams as good listeners, the majority (47%) find them only average, with 22% labelling their listening skills as outright poor.
• Misalignment with priorities: Nearly 29% of executives say suppliers fail to address their key priorities or capture their interest during meetings. This lack of alignment not only frustrates executives but also reduces the likelihood of securing follow-up discussions—61% of CXOs rarely or never grant a second meeting.

This feedback highlights an urgent need for sales teams to up their game. Training in active listening, effective questioning, and understanding executive priorities can transform sales interactions from forgettable to impactful. By focusing on these core skills, sellers can more effectively build trust, demonstrate value, and stand out in a competitive landscape.

The trust factor

Trust is the foundation of every successful business relationship, and it’s even more critical when engaging with the C-Suite. CXOs aren’t looking for a hard sell—they’re looking for a trusted advisor who can offer solutions that align with their vision and goals.

Here’s how to build that trust:

• Be Credible: Understand the CXO’s business, industry, and challenges. This requires in-depth research, a grasp of market trends, and the ability to provide relevant insights backed by evidence. CXOs are more likely to trust a supplier who demonstrates expertise and offers tailored recommendations.

• Be Reliable: Following through on promises is non-negotiable. Whether it’s delivering a promised proposal, showing up on time, or sharing key insights, reliability reinforces the professionalism and dependability that CXOs expect.

• Be Empathetic: Building trust goes beyond numbers and data. CXOs want to work with people who genuinely understand their challenges and show a commitment to solving them. Empathy builds rapport, which is essential for long-term partnerships.

By mastering these pillars, sales teams can move from being just another vendor to becoming a strategic partner.

Turning Pain Points into Opportunities

The survey highlights several key challenges and focus areas for CXOs that sellers can leverage as opportunities. Positioning your solution around their challenges shows you understand their priorities, which helps build trust and credibility. It also demonstrates how your offering directly addresses their pain points, making it more relevant and increasing the likelihood of securing  their  buy-in.

Customer Satisfaction (45%): Enhancing customer satisfaction is a major concern for CXOs, as it’s critical to sustaining competitive advantage and long-term success. To address this, companies are focusing on personalisation, leveraging data and CRM tools, integrating feedback, and improving customer service excellence. Sales teams that can tailor their pitch around customer-centric strategies will stand out

Managing uncertainty (43%) - Managing uncertainty is top of mind for CXOs as they navigate unpredictable markets and shifting regulations. They're focused on agility—embracing flexible models, scenario planning, and stronger risk management. For sellers, it’s a chance to show how your solution can help them stay resilient and prepared for whatever comes next.

Technological Change (35%): Not surprisingly, keeping up with technological change is a critical challenge for executives. While companies are investing in upgrades and innovative solutions, many are adopting a cautious approach, with 27% expecting R&D spending to remain flat over the next three years. Positioning your solution as a way to drive innovation cost-effectively, enhance adaptability, or future-proof their organisation will resonate with executives grappling with resource constraints and market uncertainty.

Developing talent and retaining top performers (31%): Almost a third of CXOs place upskilling and reskilling employees as one of their top three concerns, both of which directly impact their organisation's ability to innovate and stay competitive. If your sales team can show how their solution contributes to workforce development, addresses skill gaps, or supports employee efficiency and growth, you’ll greatly increase the likelihood of securing buy-in from the top. 

The Bottom Line

Selling to the C-Suite is no easy task, but it’s one of the most rewarding when done right. CXOs want partners who can align with their strategic goals, address their pain points, and build lasting trust. To be successful, sales teams must improve their preparation, sharpen their communication skills, and prioritise building genuine connections. It's a  competitive market and these are what will set you apart from your competitors. 

Ready to transform your team’s approach to the C-Suite? Start by identifying the current gaps and investing in the skills that matter most for your team and business growth.