Navigating the Delicate Dance of Stakeholder Involvement in the Sales Process
Introduction
In the world of sales, there's a familiar situation that nearly every Account Executive (AE) has encountered: you're deep into a discovery call, making progress, when suddenly the prospect throws a curveball. They say, "My VP doesn’t need to be involved at this stage of the evaluation." It's a subtle statement, but one loaded with implications. How you respond can set the tone for the entire sales process moving forward.
This blog will explore strategies to handle this scenario, ensuring that you maintain momentum, build trust, and ultimately secure buy-in from all necessary stakeholders. We'll delve into why understanding the prospect's reasoning is crucial, the potential pitfalls of bypassing their concerns, and how to effectively involve higher-level executives without overstepping boundaries.
Understanding the Underlying Reasons
When a prospect suggests that their VP doesn’t need to be involved, it’s essential to understand the underlying reasons behind this stance. There are several possibilities:
- Previous Experience: The prospect may have experienced situations where involving a VP too early in the process led to unnecessary complications or delays. Perhaps the VP was inundated with information that wasn't relevant at that stage, leading to frustration or disengagement.
- Autonomy: The prospect may want to assert their own decision-making authority. They might feel confident in their ability to evaluate the product or service without needing their VP’s input initially.
- Protecting the VP’s Time: The prospect may be mindful of their VP's time and wants to ensure that only the most critical discussions involve them. They may want to see the value themselves before escalating it to their boss.
- Uncertainty: The prospect might be unsure about your offering and doesn’t want to bring in a senior stakeholder until they’re convinced of its potential value.
Understanding which of these reasons (or combination of reasons) is at play is crucial to navigating the conversation effectively. This knowledge will inform your approach and help you address the prospect’s concerns while also ensuring that the necessary stakeholders are involved at the right time.
The Risks of Pushing Too Hard
One of the immediate thoughts an AE might have is to circumvent the prospect's wishes by reaching out directly to the VP or having their own boss make contact. While executive alignment is undoubtedly important, doing so prematurely can have significant downsides:
- Damaging Trust: Bypassing the prospect can damage the relationship. They may feel undermined or disrespected, leading to a loss of trust that can be difficult to rebuild.
- Annoying the Prospect: The prospect is likely aware of their internal dynamics better than anyone. If they feel their request to keep the VP out of the loop (for now) is ignored, it could frustrate them and derail the deal.
- Misalignment of Priorities: Without fully understanding the prospect's process, you risk presenting information to the VP that may not be aligned with what they need to see at this stage. This can create confusion and misalignment within the prospect’s organization.
Therefore, while the instinct to involve higher-ups is understandable, it’s important to tread carefully. Instead, focus on understanding the prospect's process and using that knowledge to guide your next steps.
A Better Approach: Engage in a Dialogue
Instead of reacting impulsively to the prospect's statement, take a moment to engage in a dialogue. This approach not only helps you understand their reasoning but also positions you as a thoughtful partner rather than just a salesperson pushing an agenda.
Here’s how a conversation might unfold:
Prospect: “My VP doesn’t need to be involved at this stage of the evaluation.”
AE: “Got it. Mind if I run something by you?”
Prospect: “Go ahead.”
AE: “You’ve been at the company for a few years. Safe to assume you’ve bought tech before or am I off base?”
Prospect: “Yes, I have.”
AE: “Could you walk me through that process, who’s involved and when you typically get your VP engaged?”
Prospect: [walks through the process]
AE: “Does your VP care about how the platform can solve your biggest concerns or are they more about the business outcomes?”
Prospect: “Both, but mostly the outcomes.”
AE: “Hope I’m not overstepping here, but what’s preventing you from having your VP on the demo (where we’ll cover the outcomes)?”
Prospect: “I need to see the tool for myself before taking it up the chain.”
AE: “Got it. I’d like to ensure we make the most of your valuable time on the demo. In addition to what you shared today, what would you need to see in the demo to get your VP on the following call to talk business outcomes?”
This exchange achieves several important objectives:
- Demonstrates Respect: By asking for permission to explore the situation further, you show respect for the prospect’s autonomy and their knowledge of their own processes.
- Gathers Valuable Information: You gain insights into the prospect’s buying process, the VP’s priorities, and the internal dynamics at play.
- Builds Trust: You position yourself as a partner who is genuinely interested in making the process as efficient and effective as possible, rather than someone who is simply trying to push their own agenda.
- Sets the Stage for Future Involvement: By aligning with the prospect’s concerns and focusing on their needs, you lay the groundwork for involving the VP at the right time, in a way that makes sense for the prospect’s organization.
The Power of Executive Alignment
Executive alignment is critical in any sales process, but it’s important to approach it strategically. Once you’ve established a strong rapport with the prospect and have a clear understanding of their process, you can begin to think about how to involve their VP in a way that adds value.
One effective strategy is the executive-to-executive email. This approach allows you to maintain alignment at the executive level without overstepping boundaries or creating friction with your prospect.
Here’s an example of how this might look:
Subject: Keeping You In the Loop on Our Progress
Email Body:
“Hi Linda,
Our team’s been working closely with your Marketing team to better understand and help solve your customer data challenges. I understand how important conversion rates are given your goal to 2.5x online revenue in 2025.
Over the next two weeks, the team will be working through your key use cases. I wanted to keep you up to speed as I’m the head of our Northeast region.
Best regards,
[Your VP’s Name]”
This email is simple and straightforward, with no immediate ask. It serves to:
- Keep the VP Informed: Without asking for anything, the email keeps the VP in the loop, making it easier to involve them in the process later when the time is right.
- Showcase the AE’s Value: By highlighting the collaboration and understanding of key business goals, the email subtly reinforces the value that the AE and their team bring to the table.
- Build Executive Rapport: Over time, these touchpoints help build rapport and trust between the executives, making it easier to navigate future discussions and negotiations.
Recognizing Red Flags
Despite your best efforts, there may be times when a prospect’s reluctance to involve key stakeholders early in the cycle signals deeper issues. If a prospect consistently avoids involving their VP or other decision-makers, it could be a red flag that the deal isn’t as solid as it appears.
Here are some potential red flags to watch for:
- Lack of Commitment: If the prospect is unwilling to engage higher-level stakeholders, it could indicate a lack of commitment to the process. This might mean they’re not fully bought into the solution, or they’re keeping their options open with other vendors.
- Unclear Decision-Making Process: If the prospect is vague or evasive about the decision-making process and who is involved, it may signal internal misalignment or a lack of clarity on their end. This can lead to delays or even derail the deal entirely.
- Potential for a Fluffy Deal: A fluffy deal is one that looks good on paper but lacks substance. Without the involvement of key stakeholders, there’s a risk that the deal is being driven by someone without the authority to make final decisions. This can lead to wasted time and resources chasing a deal that was never going to close.
Conclusion: The Delicate Balance of Stakeholder Involvement
Navigating the involvement of key stakeholders in the sales process is a delicate balance. On the one hand, executive alignment is crucial for closing large, complex deals. On the other hand, pushing too hard or too early can damage relationships and derail the process.
The key is to approach each situation with empathy and a genuine desire to understand the prospect's internal dynamics. By engaging in open, respectful dialogue, you can uncover the underlying reasons for their reluctance and work together to find a path forward that benefits both parties.
Remember, sales is a collaborative process. It’s about building trust, demonstrating value, and working together to achieve common goals. By keeping these principles at the forefront, you can navigate even the most challenging situations with confidence and grace, ultimately leading to stronger relationships and more successful outcomes.
In the end, it takes two to tango. But with the right approach, you can lead the dance.
