The Six Degrees of Sales Separation: Finding the Right Person in Lead Generation

By Mike Berube,

I’ve spent years refining my approach to lead generation, and one of the most valuable insights I’ve gained is what I call the Six Degrees of Sales Separation. It’s a simple but powerful theory: anyone within an organization can be connected to the ultimate decision-maker through a chain of five intermediaries, on average.

This means that when I first connect with someone in a company, there’s a good chance that up to five other colleagues will be involved in the final decision to move forward with my proposal.

Sounds great in theory, right? The ideal scenario would be something like this: I pitch my proposal to one contact, they tell two of their colleagues, those colleagues tell two more, and before long, my reach has expanded exponentially within that organization.

But here’s the reality: it doesn’t always work so smoothly.

Not long ago, I was invited to speak to a group of sales directors and business development managers, and the topic of referrals came up. The frustration in the room was palpable—sales teams were struggling to identify which referrals were actually leading them to the true decision-maker. It wasn’t that they weren’t asking the right questions; it was that they weren’t getting clear answers.

I had to give them some tough love: “Let the process play out. If you do, it will pay dividends—not just now, but for future business as well.”

The Hidden Decision-Making Process

This challenge is a direct result of modern business culture, and it perfectly supports the Six Degrees of Sales Separation. The truth is, the person I initially connect with—the one I think is the decision-maker—often isn’t.

Thanks to layers of bureaucracy and complex approval processes, the sales cycle has become a maze. In many cases, I find myself in the dark about who actually has the final say. The person I first contacted might be completely out of the loop when a decision is made. There could be as many as five other colleagues involved from start to finish, and this isn’t by accident—it’s often by design.

And that’s okay.

Working Within the System, Not Against It

Selling to referred leads—even when I have no idea who they are—allows me to expand my reach and increase sales without adding extra effort to my day. Instead of resisting this reality, I embrace it.

I’ve learned that many of the people I interact with during the sales process aren’t in control of their own destiny. They have to follow company protocols, and their job often involves passing my proposal along the chain of command. Eventually, it lands in the right hands.

So instead of feeling frustrated by this process, I lean into it. I don’t try to force a shortcut—I trust the system to work in my favor.

Sales Leaders: Support Your Teams

To sales directors and managers: don’t penalize your team for doing their jobs. Sales professionals are working within the structures set by the organizations they’re selling to. They aren’t in control of how decisions are made, but they are in control of how they navigate these structures.

The best salespeople don’t fight the system—they master it. They understand that going with the flow, rather than forcing their way through, positions them as trusted advisors rather than pushy sales reps.

I’ve been working within this system for a long time, and I can tell you this: if you’re ready, willing, and able to play the game as it’s designed, it will come back to reward you.

Like a boomerang, your efforts will return to you in the form of closed deals, stronger relationships, and long-term success.

Here’s to many happy returns.

(And a shoutout to Six Degrees of Kevin Bacon for making this concept a pop culture classic!)