When a blocker emerges, first ask your champion if they are 'savable.' If so, uncover their motivations and use a non-sales resource to build a relationship. If 'unsavable,' assess their influence. If high, you must crowd them out by winning over other key influencers who have the executive's ear.

Your current contact is not an obstacle; they are a potential ally who can help you navigate their organization. By framing the C-suite conversation as something you are doing *for* them and their company's benefit, you can turn a potential gatekeeper into an invaluable internal champion who facilitates access.

Don't confront detractors directly. Instead, map stakeholders into three groups: allies, fence-sitters, and blockers. Your strategy should be to mobilize your allies to persuade the neutral fence-sitters, creating a coalition that applies pressure on the blockers.

Lower-level contacts often block access to leadership for two main reasons: fear you will waste their boss's time (hurting their credibility) or take their power. Proactively address these fears by positioning the C-suite meeting as an informative session that will make *them* look good, not a sales pitch that undermines them.

Don't mistake an internal detractor for someone who is simply rude or against you personally. The most formidable "enemies" are often just champions for another solution or the status quo. They have power, influence, and a vested interest in another outcome, making them a mirror image of your own champion.

When a lower-level contact is unreasonably blocking access to the C-suite, have your manager or leader make the call instead. This strategy allows the conversation to happen at a higher level while giving you plausible deniability, protecting your day-to-day relationship with the original contact.

When you identify a deal blocker, don't confront them alone. First, approach your champion and ask for their perspective on the dissenter's hesitation and advice on the best way to engage them. This provides crucial internal political context and helps you formulate a more effective strategy before you ever speak to the blocker.

When a powerful champion resists involving others, it often signals a hidden agenda. Instead of pushing your sales process, ask questions that lead them to realize they need help. Frame collaboration as a way to ensure *their* success and bolster *their* internal brand, not just to check a box for you.

Use requests for introductions as a champion test. A real champion will strategize with you on how to access key players. If they consistently hesitate or refuse introductions, it signals a lack of buy-in or influence, telling you that you're aligned with the wrong person.