To break the typical 'salesperson vs. buyer' dynamic, open the meeting by framing the objective as achieving a shared understanding of the problem, not deciding on a solution. Explicitly state that deciding not to proceed is a perfectly acceptable outcome for the meeting.
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.
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.
Prioritizing rapport can kill a deal if it means letting a customer make a bad decision. 'Constructive tension' is about standing firm, leveraging your expertise to explain why their proposed path is risky, and guiding them correctly, even if it feels uncomfortable.
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.
To better navigate group dynamics, ask your champion to identify two key personas: the 'Mr. Rogers,' who pleasantly agrees with everyone but isn't a true supporter, and the person most likely to be skeptical. This intel allows you to create a more effective game plan.
Even after reaching problem consensus, a hidden stakeholder can derail the deal. Instead of asking if anyone else should be involved, proactively ask, 'Who is the one person who should have been in this meeting but wasn't?' This framing pressures the group to identify key figures you've missed.