Moreover
Here are some additional pointers.
Post-Meeting
Unless I have committed to sending specific emails or references, I leave the post-meeting follow-up to my team. My job has been done: provide them with the necessary opening or relationship uplift, which they can build on.
What I always do is conduct a thorough debrief with my team. We discuss what worked, what didn’t, and what signals they noticed that I might have missed. Since I’m deeply focused on navigating the conversation in real-time, I often miss subtle reactions or body language cues. These debriefs help me continuously refine my approach—because there is always room for improvement.
Virtual Meetings
At times, virtual meetings are unavoidable. These are significantly more challenging: maintaining eye contact is difficult, controlling distractions is harder, and the advantages of physical presence are lost. In these scenarios, I implement two critical protocols: (a) all Netcore team members keep their cameras on—which subtly encourages attendees to do likewise (speaking to black windows is particularly ineffective), and (b) I conduct periodic engagement checks, directly soliciting input from the MIP to ensure active participation.
Meal Meetings
While many executives favour breakfast/lunch/dinner meetings, I generally avoid them when possible. The challenges are numerous: small talk often dominates, demos become awkward, note-taking while eating is impractical, server interruptions disrupt conversation flow, and ambient noise compromises clarity. When these meetings are unavoidable, I select simple food options and quiet corners that allow me to prioritise the conversation.
**
My approach to executive meetings has evolved over decades. During my IndiaWorld days, I was the primary salesperson, learning through mistakes, reflection, and continuous improvement. At Netcore, though others handle direct sales, I treasure these Exec Connects for the invaluable insights they provide. The stories and lessons from these interactions become powerful teaching moments for our entire team, creating an organisational knowledge base of executive engagement strategies that continuously refines our approach.
These executive meetings, when done right, transcend typical business interactions to become relationship-building opportunities that deliver lasting value—not just for immediate business objectives, but for long-term strategic partnerships based on mutual understanding and shared vision. But these are not meetings that can be “winged” – careful preparation and orchestration is a must for success.
