What are the best practices for negotiating with multiple decision-makers?

Don't forget industry understanding. Decision making will vary from industry to industry - especially for heavily regulated businesses. Malcolm Gladwell's "mavens" may like the look of your solution for reasons other than a purchase; for example, to build up their own dossier of "cool stuff". Anticipating this tangential interest based on pre-knowledge of product boundaries specific to an industry will result in time saved.

When negotiating with multiple decision-makers, the first step I take is understanding how decisions are made within the organization. I identify the key stakeholders, their roles, and what drives their decision-making. Some might be more focused on technical details, while others may prioritize budget or long-term value. By mapping out the decision-making process, I can tailor my messaging to address each person’s concerns, making sure that everyone feels heard and their priorities are acknowledged. This understanding allows me to anticipate potential obstacles and align my strategy accordingly. In the end, knowing who pulls the strings allows me to connect the dots and guide the conversation towards a unified decision.

Be sure to get the maximum return on this effort by avoiding the temptation to present. Each meeting with a decision maker during the qualification period must boil down to as much listening as possible. Premature presentations not only monopolize meeting time, a product "show and tell" can also divert the attention of decision makers from answering what should be your ask - to learn more about what they expect your solution to do for them.

Start small and work you way up. There are lots of ways to build trust, however, with highly technical, capex selling, going for the home-run right away usually leads to a win/lose or lose/win. It takes time to develop trust. Starting with a smaller project so that each team (buyer/seller) and the multiple influencers can learn how the other works is highly recommended. This building of trust is key to a long term successful relationship.

I’ve found that building trust with each decision-maker is crucial for a successful negotiation. I make an effort to connect personally with each stakeholder, understanding their pain points and how our solution can help them. When you show empathy and actively listen, you build rapport, which fosters trust. In group settings, this trust helps prevent conflicts between decision-makers and positions me as a reliable partner who has everyone’s best interests at heart. Establishing this trust early on creates a collaborative environment, making the negotiation process smoother and more productive. People buy from those they trust, and a foundation of trust turns every negotiation into a conversation rather than a confrontation.

Keep in mind, value is defined in a lot of ways. It is critical to understand how the prospect defines value, thus allowing the seller to position their value proposition from the prospects viewpoint. ROI, increased throughput/output, reduction in human capital (lower variable cost/turnover/training/safety) are other ways that a prospect might view value separate from price and cost.

In my experience, focusing on value rather than price is key when dealing with multiple decision-makers. Different stakeholders have different perspectives on what constitutes value—some might prioritize efficiency, while others are concerned with long-term ROI. Instead of negotiating on price alone, I highlight how our solution delivers value tailored to each person’s concerns. This helps the discussion focus on the benefits of the product or service rather than just the cost. Emphasizing value also shows the strategic benefit of the investment, increasing buy-in from all parties involved. When you shift the focus from price to impact, you elevate the conversation beyond numbers and into meaningful results.

Handling objections is inevitable, especially when multiple people are involved in the decision. I approach objections as opportunities for clarification. I encourage decision-makers to voice their concerns and address them directly, whether it’s about budget, implementation, or product features. By anticipating and preparing for these objections ahead of time, I can respond confidently, helping the group align on a solution that addresses their concerns. This proactive approach reassures decision-makers that their issues are taken seriously and that we are committed to finding solutions. A well-handled objection can turn a doubter into an advocate, shifting the entire tone of the conversation.

Once I’ve built trust, demonstrated value, and addressed objections, I always guide the conversation towards securing commitment, ensuring all stakeholders are on board to move forward. It’s important to ensure everyone is on the same page. Review the agreed-upon points and then check if they’re ready to proceed. If there are lingering doubts, bring them to the surface and handle them at this stage, ensuring to get clear buy-in from the entire group before proceeding. This final step not only solidifies the agreement but also gives decision-makers the confidence to move forward without hesitation. A direct ask for commitment solidifies the work you’ve done and puts the deal in motion, turning discussions into action.

In this step, you can also ask, "is there anything else that would keep us from moving forward"? The idea here, is to ask open ended questions that allow the prospect/s to bring up objections without being framed.