Add Stakeholders to the Process

When you work a deal, it can only end in one of three outcomes: win the business, lose to a competitor, or no decision. And for many salespeople, the probability of which will occur most often is listed in reverse order. In other words, “no decision” happens most frequently. How do we prevent that?

There are many strategies, but let’s focus on one today: adding stakeholders to the process. 

One of the stimuli to a “no decision” response is someone with power who will be impacted by the decision not being involved in making that decision.

Chances are, in your sales history you’ve had someone show up out of the blue, who wasn’t involved in the decision up to that point, or even mentioned, insert themselves right into the thick of it.

And all of a sudden, things start going sideways.

It’s a typical human response. Change is fought by people who don’t understand it or who weren’t a part of the change decision. They see the negative consequences for them as being greater than the positive ones. Or their egos are bruised for not being included.

The greater the change proposed, the more likely you’ll have dissenters.

That’s one of the reasons so many potential deals die on the vine. Even potential champions cave under the internal pressure of dissent. “No decision” becomes the easier outcome for them politically.

So, although we as salespeople might prefer fewer people involved in the process (less work, fewer things that could go wrong, faster close), the risk of “no decision” looms large.

Because of that, adding stakeholders to the process is usually a smarter strategy than trying to limit them. It often saves time and sometimes the deal itself. It adds potentially more allies and coaches to your team which puts greater pressure on the final decision maker to go along. We’d all rather have 8 people pushing for the change we’re proposing than 4, right?

So, how do you add more stakeholders to the process? Here are three good spots to do so:

(1.) During discovery, probe deeply on everyone impacted - Probing for problems and pain should always include questions about how the business is impacted (quantifying the pain) and who is impacted and how. Don’t just accept their first response as being the extent of it. Stay on that vector. “Who else is impacted by this (problem/pain)?”

(2.) While still in discovery, suggest more possible areas impacted - You often know more than the prospect/client how the change they make by going with you will impact their organization. So ask them, “How about (marketing or some other group)? How does this impact them?” If they don’t see the connection, enlighten them. “Sometimes (marketing) faces obstacles like…so removing them helps them (list benefits).” And, “To make sure all bases are covered should we get their input?”   

(3.) During discussion of the decision process - Even if you missed the opportunity during the discovery session, you can catch up in the discussion of the decision process. “Is there anyone not included in this evaluation that should be included? Do you think (name that position) might be impacted? It would probably make sense to get their input, too, huh?” If no names come up, another question you can ask is, “Who might try to block this from going forward?”

In conclusion, adding stakeholders is often the best way to avoid the “no decision” challenge. Consider doing this more often in your deals.

Good luck!

Bob

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