Instead of waiting to combat objections live during a high-stakes group meeting, work with your champion beforehand to anticipate them. This proactive step allows you to prepare your strategy and address potential deal friction before it can derail the conversation in front of the entire buying committee. It's about seeking out friction early to ensure a smoother path to consensus.

To transform team dynamics, leaders should intentionally ask questions that invite challenges and alternative viewpoints. Simple prompts like 'What might we be missing here?' or 'Does anyone have a different point of view?' create psychological safety and signal that all contributions are valued.

Instead of seeking consensus, your primary role in a group meeting is to surface disagreements. This brings out the real challenges and priorities that are usually discussed behind closed doors, giving you the full picture of the problem before you ever present a solution.

Don't mistake silence for agreement. Assume quiet participants are potential blockers with unspoken opinions. Call on them directly, acknowledge their specific role, and create a safe space for them to contribute. Their perspective, often critical, will surface after the call if not addressed.

Don't pitch big ideas by going straight to the CEO for a mandate; this alienates the teams who must execute. Instead, introduce ideas casually to find a small group of collaborative "yes, and" thinkers. Build momentum with this core coalition before presenting the developed concept more broadly.

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.

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.

'Teaser' stakeholders value innovation and are vocally supportive of your solution, creating the illusion of a champion. However, they have a low bias for action and avoid risk, often due to a political or relationship-based position. To advance the deal, sellers must build consensus with other, more action-oriented individuals to support the Teaser.

To win over a disengaged or skeptical group in the first 10 minutes, a trainer should cede control. By asking "Why are you here?" and "What would be a success for you?", the trainer shifts ownership to the audience, making the session about their needs, not a pre-set curriculum.