When working with an ambitious 'Transformer' champion who moves too quickly, the seller's job is to fill their gaps by adopting the 'Protector' persona. This means you must focus on the process, challenge assumptions about consensus, and proactively identify risks to ensure the deal doesn't implode due to your champion's enthusiasm.

A 'Product Rebel' is not a constant disruptor but is situationally aware. Sometimes they must be a 'chameleon,' blending in with stakeholders to build trust. Other times, they must be the 'lead goose,' stepping out to galvanize the team towards a shared goal. The skill is knowing when to switch personas.

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.

Not all champions are equal. They can be categorized into four types based on their appreciation for innovation and bias for action: the Complacent (low/low), the Teaser (high innovation/low action), the Protector (low innovation/high action), and the Transformer (high/high). This framework helps sellers tailor their strategy.

Leaders who always have the right answer often create an environment where others feel devalued and excluded. The blocker's real cost is not the accuracy of their ideas, but the damage done to team connection and collaborative decision-making, which prevents the team from arriving at the best solutions together.

Multi-threading isn't just a seller's tactic; it empowers the buyer. An internal champion feels more confident and strengthened when they can approach their CFO with the backing of two or three peers who also see the value. This shared internal momentum makes it easier for them to secure budget and push the deal forward.

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.

The intense, unreasonable passion that fuels hyper-growth is the same trait that can lead a founder to make reckless, company-threatening decisions. You can't have the creative genius without the potential for destructive behavior. The same person who clears the path can also blow everything up.

'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.