An enthusiastic champion often rushes to pitch a solution internally, only to be shut down. Slow them down using 'commercial coaching'—sharing stories of how similar deals failed. This helps them understand the importance of first aligning the buying group on the problem.

Rather than approaching executives first, prospect the individual contributors who will actually use your solution. By creating internal champions at the user level, you generate a 'gravitational pull' that brings you into executive conversations with pre-built support, making decision-makers more receptive to your message.

Don't disqualify prospects too early in the first discovery call based on budget or signing authority. The primary goal is to determine if they have a problem you can solve and are willing to partner, creating a champion who will then bring decision-makers to the next meeting.

Your primary goal isn't just to convince the person in the room, but to give them a simple, memorable phrase they can use to justify the decision to their own team or investment committee. This arms your champion to fight for you internally.

A single internal advocate can be easily dismissed by others as just "the person who likes that vendor." However, cultivating three or more champions from different parts of the business fundamentally changes the dynamic. This transforms individual preference into organizational consensus, making your solution the clear and accepted choice.

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.

Reps can't quantify pain alone. This critical step requires a collaborative partner on the customer side willing to find data and build the business case with you. A prospect's willingness to do this work is the true test that separates a helpful "coach" from a deal-driving "champion."

Instead of pitching large deals upfront, sellers should focus on methodically solving a core problem and building champion confidence. As the customer sees the value and develops trust, they will start pulling the seller into a larger transaction to gain economies of scale.

Once you've found a champion with pull, your role shifts from active selling to project management. Using the "tush push" football metaphor, you must push your champion from behind, equipping them to navigate internal politics and sell on your behalf, rather than trying to lead the charge yourself.