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.

In an age of easy access, the value of a connector is curation, not access. Stop doing favors or making one-sided introductions. To build real influence, only connect people when you are certain there is a clear, tangible benefit for both sides, otherwise you'll be seen as transactional.

You lack the internal political context to effectively neutralize a blocker. Instead of devising a plan in a vacuum, ask your champion for their advice. Phrasing it as, 'How do you bring [the blocker] along?' leverages their insider knowledge for a better strategy.

On an early call, casually ask what the executive sponsor thinks about an initiative, using only their first name (e.g., "What does Sarah think?"). The prospect's response validates both if you've identified the right sponsor and the strength of their relationship with that executive.

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.

To secure a critical meeting with a large buying group, don't just ask your internal champion to set it up. This adds work to their plate and creates friction. Instead, remove the effort by ghostwriting the meeting invitation for them. This simple, tactical step makes it easier for your champion to act on your behalf, increasing the likelihood of getting the right stakeholders in a room.

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.

When a champion hesitates to set up a meeting with the economic buyer, it is a red flag signaling their lack of confidence that the meeting will make them look good. The seller's primary job is to diagnose and address this confidence gap, not to push for the meeting.