Account Executive Competencies – What Top Reps Know and Do

If you’ve already read my breakdown of SDR competencies, you’ll know I’m a firm believer that sales success starts with clarity about what “good” looks like, and what it actually takes to get there. 

For Account Executives (AEs), that clarity matters even more. 

The AE role is one of the most sought-after and scrutinised jobs in sales. It’s a position where potential rewards are high – but so are expectations.

The numbers are compelling. In the US, the median total compensation for an AE now sits around $180,000, with top performers taking home $260,000 or more, and some even reaching the $350,000 mark, according to BuiltIn and AIjobs. 

But with those rewards comes pressure. 

Turnover in sales roles remains stubbornly high, at 8.3% for sales professionals and even higher in some sectors, often driven by a lack of clear progression or skill development, according to statistics aggregated by Inspirus. 

For companies, that’s a costly problem. For SDRs aspiring to become AEs, it’s both a risk and an opportunity. For existing AEs, it’s a reminder that sustaining success requires continuous growth.

That’s why this article exists. 

If you’re an SDR aiming for your next step, these account executive competencies will show you exactly what to focus on, helping you build the skills that make a difference.

If you’re a sales leader, this list is a practical starting point for standardising promotion criteria, supporting with skills coaching sessions, and building a culture where career growth is clear, not just promised.

And if you’re already an AE, this framework will help you benchmark your skills, identify areas to sharpen, and better liaise with your manager to pursue continuous development. 

So, what does it really take to become a high-performing AE?

Let’s explore the comprehensive set of skills, knowledge, and behaviours that define success in this role – offering you a clear framework for skill development, career progression, and consistent sales performance.

Note: These competencies are specifically designed for AEs handling relatively complex sales cycles. While many of these skills are valuable across sales roles, those working in highly transactional sales environments may find that only a subset of these competencies directly applies.

1. Prospecting and Lead Engagement 

Prospecting and lead engagement for AEs go beyond simply identifying potential buyers. 

At this level, it’s about strategically engaging the right stakeholders, setting the stage for meaningful sales conversations, and building credibility from the first touch.

AEs are expected to combine in-depth research, strategic thinking, and relationship-building – transforming cold outreach into warm, opportunity-driven interactions.

Successful account executives do this by:

Developing a deep understanding of primary buyer personas and effectively articulating their unique characteristics and needs.

Comprehending and articulating the main use cases for their company’s offerings and their relevance to different buyer personas.

Conducting thorough research on target accounts to:

• Identify key stakeholders and potential members of the buying committee.
• Compile a list of potential prospects using various resources, such as LinkedIn Sales Navigator, company websites, and industry-specific platforms.

Crafting and executing personalised, engaging, and compelling outreach campaigns to prospects by using relevant tools via:

• Email and social media channels, particularly LinkedIn, leveraging video, audio and text-based messaging.
• Cold calls to spark interest and encourage further dialogue throughout the buying process.

Effectively leveraging social media platforms – particularly LinkedIn – to identify, engage, and build relationships with potential prospects and key influencers within the target market. This includes sharing valuable content consistently, engaging with prospects’ posts, responding to messages promptly, connecting with relevant personas, and using analytics to refine social selling strategies.

Networking, connecting, and building relationships with potential prospects at conferences, networking events, and other business events. 

Implementing consistent and timely follow-ups with leads to drive engagement and progress opportunities through the sales funnel.

Establishing rapport with prospects by employing friendly, empathetic, and transparent communication techniques.

Demonstrating effective objection handling during phone prospecting interactions to address concerns and maintain prospect interest.

Collaborating closely with AEs to build out and maintain a strategy and plan to deliver against KPIs, including conducting regular pipeline progress and account performance reviews, adjusting sales strategies, tactics, or priorities as needed to achieve desired outcomes.

2. MEDDPICC Qualification 

If you’ve explored my blog before, you probably know I’m a strong advocate of MEDDPICC. It’s a framework that brings structure, clarity, and a shared language to navigating complex deals.

That said, I recognise that many of you may use a different qualification methodology – and that’s perfectly fine. 

Regardless of the framework you follow, this section is too important to overlook. The principles here are universal, and you can easily adapt them to align with your chosen approach.

What follows is my take on how versed AEs need to be in MEDDPICC: 

Metrics (M):

• Quantifying the value proposition and providing proof of measurable results achieved by previous customers (M1s) leveraging data, customer stories and more. 
• Identifying the prospect’s key performance indicators (KPIs) and success metrics. 
• Demonstrating how the product or service can positively impact those metrics (M2s).
• Helping the prospect envision a future state in which their pain has been resolved, and emphasise the positive impact on their business and personal success.

Economic Buyer (E):

• Identifying, gaining access and engaging with the prospect’s key decision-makers who control the budget.
• Understanding their priorities, concerns, and decision-making criteria.
• Tailoring the value proposition to address the economic buyer’s specific needs.

Decision Criteria (D1):

• Determining the prospect’s decision criteria for evaluating solutions (technical, economic, relationships) and rank them in terms of importance. 
• Influencing the prospect’s decision criteria towards your company’s strengths whenever possible. 
• Regularly reviewing and updating the decision criteria throughout the sales cycle as more stakeholders or competition are introduced. 
• Positioning the product or service to align with these criteria.
• Addressing any gaps or areas of concern in meeting the decision criteria.

Decision Process (D2):

• Understanding the prospect’s decision-making process and timeline, and establishing consensus on those. 
• Identifying any potential roadblocks or bottlenecks in the process.
• Developing a strategy to navigate the decision process and maintain momentum towards a successful close.
• Implementing and leveraging a shared Go-live plan with the prospect to stay on top of the decision process. 

Paper Process (P):

• Understanding the prospect’s documentation, legal, and procurement requirements.
• Ensuring timely delivery of all required paperwork, such as proposals, contracts, and statements of work.
• Collaborating with internal stakeholders to navigate and expedite the paper process.
• Implementing and leveraging a shared Go-live plan with the prospect to stay on top of the paper process. 

Implicate the Pain (I):

• Uncovering the prospect’s primary pain points and challenges (financial, efficiency, people).
• Indicating or highlighting the potential impact of these issues on the prospect’s business, emphasising the risks and costs associated with inaction.
• Making the prospect’s pain more tangible and personal, relating it directly to the individuals involved in the decision-making process.

Champion (C1):

• Identifying and cultivating relationships with internal champions within the prospect’s organisation.
• Assessing the champion against the champion criteria to ensure they genuinely support the solution within the prospect’s organisation.
• Educating and providing champions with the necessary resources and support to advocate for the solution internally. 
• Leveraging the champion(s) to gain access to relevant stakeholders. 

Competition (C2): 

• Being aware of the competitive landscape and any potential threats from rival solutions.
• Identifying additional competition, including self-build, other initiatives, and inertia.
• Setting “traps” against the competition by applying Implicate the Pain, Metrics, Decision Criteria, and Champion (IMDC formula). 

3. Discovery 

Discovery is where deals are made or lost-long before any demo or proposal. 

In other words, much of what you will read in this section would fall under essential skills for account executives.

For AEs, it’s the moment to uncover the real story behind a prospect’s business: their challenges, ambitions, and the true drivers of potential change.

Top-performing AEs come to every discovery call prepared, having done their homework and set a clear, purposeful agenda. 

They balance curiosity with structure: asking the right questions, listening for what’s unsaid, and connecting the dots between a prospect’s needs and the solutions they can provide.

Below are the core competencies that define a successful discovery approach for AEs: 

Conducting in-depth research to gain a comprehensive understanding of the prospect’s business, industry context, key players, and decision-making process to inform a tailored sales approach.

Reviewing any previous interactions, such as emails or previous calls, to understand the prospect’s pain points, needs, and objectives.

Engaging in small talk and demonstrating genuine curiosity towards the prospect to establish a personal connection and build rapport with them, thereby fostering trust and credibility.  

Setting an appropriate agenda and upfront contract for the meeting by:

• Sharing the proposed agenda with the prospect in advance, inviting their input and confirming their agreement on the meeting’s focus and objectives. 
• Reviewing the agenda at the start of the meeting, reiterating the purpose and expected next steps, ensuring everyone is aligned.
• Confirming attendance of all expected participants.
• Prioritising critical topics or issues to address during the meeting.
• Defining the meeting’s timeline, accounting for any hard stops or agreed-upon durations.

Identifying the prospect’s current challenges and pain points by:

• Asking probing, open-ended questions to learn about their current setup and uncover challenges.
• Asking probing, open-ended questions to learn about their decision criteria, ideal state, and priorities.
• Practicing active listening, taking detailed notes, and summarising to confirm understanding.
• Probing deeper with follow-up questions to understand the severity and impact of the challenges.

Identifying and articulating how your company’s solutions could be the best fit for the prospect’s needs by:

• Positioning your company’s solutions in a way that addresses their specific needs and aligns with their priorities.
• Sharing relevant data points, case studies, testimonials, and success stories that align with the prospect’s challenges.

Determining the prospect’s urgency to act and move forward by:

• Identifying any triggers or recent events that might prompt the prospect to act (e.g., market shifts, internal changes).
• Asking about their timeline for making a decision and any upcoming milestones or deadlines.
• Gauging their level of urgency and, if necessary, creating a sense of urgency by emphasising the potential benefits of addressing their challenges sooner rather than later.

Collecting additional, critical information such as such as the prospect company’s funding, financing structure, budget, decision-making structure, tech stack, etc.

Setting expectations and next steps by: 

• Collaborating with the prospect to establish mutually agreed-upon action items, deadlines, and follow-up commitments.
• Confirming the prospect’s commitment to the process and their willingness to actively participate in subsequent stages.

Deep understanding of common objections and ability to address them effectively and convincingly.

Maintaining open communication with sales reps, providing feedback, and sharing insights to improve lead qualification and hand-off processes.

4. Tailored Demoing

A well-executed demo is never a generic product walkthrough; it’s a tailored experience.

It’s a chance to bring the prospect’s challenges and priorities to life, showing how your solution directly addresses what matters most to them.

Top-performing account executives treat every demo as a personalised conversation, using insights from discovery and additional research to craft a narrative that resonates. 

They focus on what’s most relevant, keep the interaction dynamic, and ensure the prospect feels seen and understood.

The goal isn’t just to showcase features; it’s to build confidence, create momentum, and make your solution the obvious choice.

Below are the key competencies that define an effective demo approach for AEs:

Leveraging information gathered during discovery on the prospect’s organisation (e.g., pain points, needs, use cases) and performing additional research to tailor the demo to their specific requirements and interests.

Coordinating with sales engineers to ensure a seamless and effective presentation.

Starting the demo by briefly recapping the prospect’s pain points, needs, and objectives to demonstrate understanding and establish context for the presentation.

Outlining the demo agenda, emphasising key features and benefits that will be covered, and providing a clear overview of the demo’s structure.

Asking open-ended questions and encouraging the prospect to participate in the demo by sharing their thoughts, concerns, or questions.

Being responsive to the prospect’s input, adapting the demo as needed to address their priorities and interests.

Listening carefully to any objections or concerns raised by the prospect, and addressing them thoughtfully and persuasively, also considering providing evidence, such as testimonials or case studies, to support responses and alleviate concerns.

Concluding the demo by summarising the key features and benefits discussed, reinforcing how your solution addresses the prospect’s needs and objectives.

Providing a clear call-to-action, outlining the next steps in the process and prompting the prospect to move forward.

Sending a follow-up email or call to thank the prospect for their time, share any additional resources, and address any outstanding questions or concerns.

Coordinating with the internal team to ensure timely and effective follow-up on any action items or commitments made during the demo.

5. Closing

Closing is where all the groundwork pays off. 

At this stage, AEs bring together decision-makers, address final concerns, and build a business case that speaks directly to the various stakeholders’ priorities. 

Closing involves navigating negotiations, securing commitment, and making sure the transition from prospect to customer feels seamless for everyone involved.

Below are the essential account executive skills that make closing deals easy and effective:

Ensuring engagement with the key decision-makers and influencers within the prospect’s organisation who have the authority to approve the deal.

Verifying that the prospect has the necessary budget and that you understand their procurement process, ensuring there are no surprises or delays during the closing stage.

Addressing any remaining objections or concerns the prospect may have, providing persuasive responses backed by evidence such as case studies, customer stories, or data.

Calculating the financial benefits and return on investment (ROI) that the prospect can expect from your company’s products, using relevant customer data and metrics.

Tailoring the business case to the specific pain points, needs, and goals of the prospect, demonstrating how your company’s solution can directly address their unique challenges and deliver desired outcomes in line with their overall business strategy. 

Engaging in negotiations with the prospect, if necessary, to reach mutually agreeable terms and conditions for the deal (being prepared to make concessions, but having the negotiation skills to understand the limits and avoid jeopardising your company’s interests). 

Developing a comprehensive proposal or contract outlining the terms of the agreement, pricing, deliverables, and any other relevant details, and presenting this document to the prospect in a clear and concise manner, emphasising the key benefits and value they will receive.

Working with the prospect to establish a realistic timeline for implementation or onboarding, ensuring they understand the process and any required commitments from their end.

Once all objections have been addressed and terms have been agreed upon, asking for the prospect’s commitment and securing the deal by having them sign the proposal or contract.

Coordinating with internal teams, such as customer success, implementation, and onboarding, to ensure a smooth handoff and a positive experience for the prospect as they transition to a customer.

Maintaining regular communication with the new customer, ensuring they remain satisfied with the product or service and addressing any issues or concerns that may arise (this will not only help with customer retention but also lay the groundwork for potential upselling or cross-selling opportunities in the future). 

6. Opportunity & Process Management 

Every account executive faces a crowded pipeline, but not every deal deserves equal attention. 

The real skill lies in knowing where to focus, how to keep momentum, and when to adapt your approach as new information comes in. 

Prioritisation, planning, and regular pipeline analytical skills are the skills that separate the consistently successful account executives from those who are just perpetually busy.

Below are the core competencies that define effective opportunity and process management for AEs:

Assessing opportunities and dividing accounts into Tiers (1,2, and 3) based on your company’s accounts criteria. 

Allocating time, energy and other resources appropriately based on account prioritisation.

Adjusting sales approach with different accounts depending on tiers (e.g., Tier 1 accounts have higher potential so may require a more thorough and strategic approach).

Identifying and understanding the hierarchy, reporting lines, relationships and dynamics within a prospect organisation to uncover potential opportunities and navigate the decision-making process effectively. 

Building and maintaining momentum with opportunities’ progression by engaging in sales calls planning, setting clear next steps and deadlines, regularly following up, offering value-added content and resources, and multi-threading. 

Analysing the sales pipeline by leveraging relevant tools to better predict potential deals, revenue, and closing timelines.

Regularly updating and adjusting forecasts based on new information or changes during the sales cycle and ensuring a constant line of communication with the respective sales manager. 

7. Account Management 

I debated whether to include account management competencies here, given that many organisations have customer success managers (CSMs) or account managers (AMs) who take over post-sale.

However, I also know there are plenty of companies where AEs continue to manage multiple accounts post-sale – ensuring customer success, managing client relationships, identifying expansion opportunities, and maintaining strong client relationships. 

For those AEs, account management is a critical skill set.

Because of this, I’ve included a section dedicated to account management competencies.

Top-performing AEs treat account management as an ongoing partnership, investing time in mapping relationships, understanding evolving objectives, and uncovering new ways to deliver value. This is where long-term revenue and customer advocacy are built.

Below are the key competencies that define effective account management for AEs:

Analysing the accounts and potential within their territory, however it is structured, to ensure proper account coverage and optimise the potential of the territory. 

Maintaining strong relationships with key stakeholders in the customer’s organisation, such as decision-makers, influencers, and end-users.

Creating comprehensive account plans that outline the customer’s goals, needs, and challenges, as well as the AE’s strategy for addressing them.

Maintaining regular communication with customers to maintain customer satisfaction and keep them informed, engaged, and committed to the partnership.

Collaborating with internal teams, such as product, engineering, or customer success, to develop customised solutions that address the customer’s specific requirements.

Continuously refining and updating account plans based on new information, changes in the customer’s circumstances, or shifts in the market.

Working together to develop and execute a smooth onboarding process for new customers, ensuring a seamless handover to the CSM and setting the foundation for long-term success.

Leveraging a deep understanding of the customer’s needs and objectives to identify opportunities for cross-selling additional products or services.

Developing and presenting compelling value propositions for upselling clients to higher-tier offerings or premium services.

8. Internal Team Collaboration and Cross-functional Communication

No account executive can close complex deals alone. In fact, the most successful AEs win because they know how to leverage internal resources effectively.

It’s about understanding when to involve product, marketing, legal, or leadership – and how to ensure everyone stays aligned, working toward the same goal.

Top-performing AEs are skilled connectors. They translate customer needs into actionable insights for internal sales teams (and other GTM units), coordinate cross-functional support, and share feedback that directly influences future solutions.

Below are the essential competencies that define effective internal collaboration for AEs:

Understanding of each team’s function within the organisation, their areas of expertise, and the specific circumstances under which they should be engaged.

Collaborating effectively and timely with various internal teams such as, Product Marketing, Sales Enablement, Sales Operations, Legal to address challenges, create tailored solutions, and move deals forward efficiently. 

Gathering and sharing feedback from prospects and customers regarding product features, usability, or desired improvements, helping the product team refine and enhance the offering.

Evaluating situations and determining when additional input or support from managers, peers, or senior stakeholders is needed to overcome challenges or progress the deal. 

Seeking guidance from managers and colleagues on sales strategies, tactics, and techniques, while sharing experiences and learning from their successes and challenges.

Engaging managers, directors, VPs, and C-level executives in the sales process when their authority, expertise, or network can help connect with key decision-makers or influencers in the prospect’s organisation.

9. Customer-Centric Business Acumen

Customer-centric business acumen comes down to seeing the world through the buyer’s eyes. 

The strongest AEs make a habit of digging into business models, financials, and operational realities, not to tick a box, but to truly understand what drives each prospect’s decisions. 

Below are the core competencies that define strong customer-centric business acumen for AEs:

Adopting an outside-in mindset that prioritises the buyer’s perspective and aligns actions with their best interests to achieve success by supporting their objectives.

Gaining a comprehensive understanding of business models, financial acumen, operational metrics, outcomes, pricing, how customer organisations generate revenue, and how to build a business case and calculate ROI.

Reviewing and analysing financial and operational data to assess the prospect’s business performance and strategic goals for both short-term and long-term objectives.

Gaining familiarity with the business dynamics within assigned verticals to better empathise with prospects and identify their common business and payment challenges.

10. Industry & Competitive Expertise 

Industry and competitive expertise entails understanding the market your prospects operate in and how your solution fits within it.

Top-performing AEs track market trends, stay updated on emerging technologies, and recognise the key challenges affecting their target sectors. 

They speak the customer’s language with confidence, highlight the unique value of their solution, and position it effectively against any competitor.

This knowledge empowers them to anticipate objections, address them with clarity, and demonstrate exactly why their solution is the best choice.

Below are the key competencies that define strong industry and competitive expertise for AEs:

Gaining a thorough understanding of the target landscape, trends, industry trends and challenges, and potential developments, and confidently discussing these topics with prospects.

Staying current with industry news and events, such as major product launches or acquisitions, and engaging with thought leaders, analysts, and influencers on social media platforms like LinkedIn and Twitter.

Developing a deep understanding of the competitive landscape and clearly articulating how their company’s products and services differentiate from other offerings in the market.

Developing a deep understanding of how their company’s offerings uniquely address the specific challenges faced by organisations in our main verticals, highlighting how our solutions differentiate from competitors in the market.

11. Product Expertise 

Product knowledge is the foundation for every credible sales conversation. 

High-performing AEs go well beyond memorising features; they develop a working knowledge of how each capability solves real customer problems. 

This means confidently addressing questions and objections, drawing on relevant stories or use cases, and staying up to date as the product evolves. 

True expertise lets them translate technical details into value language, making it easier for prospects to see why their company’s solution stands out.

Below are the key competencies that define strong product expertise for AEs:

Developing a deep understanding of their company products or services, including their key features and benefits, and effectively communicating how they solve customer problems.

Preparing to effectively address common questions and objections related to their company’s products or services.

Utilising product-focused sales materials, such as case studies, whitepapers, and presentations, to support outreach efforts and educate prospects on their company offerings.

12. Time Management & Goal Setting 

Time management skills and goal setting are arguably the most essential soft skills in the set of pretty much every successful AE.  

Top performers don’t just react to a packed calendar – they take control of their schedule, prioritising high-impact activities, delegating and asking for support when it’s needed, and carving out time for what truly moves deals forward. 

They set themselves clear, measurable goals and build disciplined routines, which enable them to create the focus and momentum needed to hit sales targets month after month, even when distractions and competing demands pile up.

Below are the key competencies that define effective time management and goal setting for AEs:

Identifying and prioritising high-impact tasks, ensuring optimal allocation of time and energy to activities that generate the best results.

Setting Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals for daily, weekly, and monthly activities to guide sales efforts and maintain focus.

Allocating dedicated time blocks for specific tasks, such as prospecting, outreach, and follow-ups, to minimise distractions and maximise productivity.

Establishing daily and weekly routines to create consistency in work habits, ensuring regular completion of critical tasks and sustained momentum.

Continuously tracking progress toward goals, adjusting priorities and sales strategies as needed to stay on track and achieve desired outcomes.

Delegating tasks to other team members or requesting support from managers to maintain focus on high-impact activities.

13. Adaptability and Resilience 

In a role where change is the only constant, top-performing AEs excel at navigating uncertainty. They adapt quickly to shifting priorities, evolving market conditions, and new company strategies without losing focus.

Instead of seeing setbacks or rejection as failures, they view them as learning opportunities – actively seeking feedback, adjusting their approach, and turning challenges into valuable insights.

This isn’t about blind optimism. It’s about staying resourceful, maintaining perspective, and finding practical ways to keep moving forward, regardless of what the market throws at them.

Below are the essential competencies that define strong adaptability and resilience for AEs: 

Embracing change and adapting to evolving circumstances, market conditions, or company initiatives by adjusting approach, sales strategies, or tools as required.

Analysing experiences with rejection, missed targets, or other setbacks to identify opportunities for improvement and applying lessons learned to future activities.

Cultivating a positive attitude and outlook in the face of challenges or disappointments, focusing on controllable factors and staying committed to goals.

Proactively identifying and addressing challenges or obstacles, demonstrating resourcefulness and creativity in developing effective solutions.

Actively seeking feedback from managers, colleagues, and prospects to continuously refine skills, strategies, and performance.

Establishing healthy coping mechanisms for managing stress, such as taking breaks, practising mindfulness, or engaging in physical activity, to maintain well-being and resilience.

Exhibiting determination and persistence in pursuing goals and objectives, maintaining focus and motivation even when encountering obstacles or setbacks.

14. Sales Process & CRM Proficiency 

Top-performing AEs understand that the sales process and CRM are not just administrative tasks; they are the foundation of a scalable, predictable pipeline.

They master every stage and exit criterion, both in their own process and in the buyer’s journey. 

By maintaining accurate, up-to-date CRM data, they make forecasting easier, identify gaps before they become problems, and ensure deals keep progressing smoothly.

Below are the core competencies that define a strong process and CRM proficiency for AEs:

Understanding and clearly articulating the stages and exit criteria of the sales process.

Comprehending and effectively communicating the stages and exit criteria of the buying process.

Ensuring accurate and up-to-date customer and prospect information is entered and maintained within the CRM, including contact details, account status, sales stage progression, lead qualification information, and any additional sales data that can be of help in the future. 

Conclusion

The account executive role is one of the most rewarding yet challenging positions in sales.

With high earning potential come high expectations – and without clear skills development and growth paths, even the most promising AEs can struggle.

That’s why having a clear, structured set of competencies is so critical.

For those stepping up from an SDR role, this framework provides a roadmap – showing exactly what it takes to succeed as an AE, from mastering prospecting and discovery to closing complex deals and building long-term customer relationships.

For existing AEs, it offers a way to benchmark your current skill set, identify areas for improvement, and ensure you continue growing in a role where expectations never stand still.

And for sales leaders, this framework is a practical tool for standardising performance expectations, making promotion decisions more transparent, and creating a culture of continuous development.

What truly sets exceptional account executives apart is their ability to demonstrate strong, well-rounded competencies across all the areas covered in this guide – adapting their approach to meet diverse customer needs, navigating complex deals with confidence, and continuously refining their skills.

​​If you want a practical, actionable way to put these competencies into use, make sure to download my AE Sales Competency Framework. It’s an interactive tool you can use to score your own or your team members’ account executive skills, knowledge, and behaviours – supporting skill development, performance reviews, and coaching sessions.

At the end of the day, sales success starts with clarity and with this framework, I hope you now have exactly that.

Also, I’ve written an article on competencies for various sales roles you can check out today!