Trending
My friend, Jason, had spent seven months securing a significant deal. Everything had been negotiated—terms, pricing, even legal approvals. The company had agreed to fund the transaction. Yet, six months later, no money had come in. His calls were met with vague assurances, and his emails went unanswered. The deal was slipping away.
But Jason wasn’t about to give up.
Diagnosing the Real Issue
Rather than demanding answers, Jason sought to understand what had changed. In a call with Sarah, the company’s procurement manager, he took a consultative approach:
Jason: “Sarah, I know priorities shift. What’s the current thinking on this deal?”
Sarah (hesitant): “Leadership is focused on acquisitions and cost-cutting now.”
Jason: “Understood. What happens if this deal is delayed? Wasn’t this meant to streamline operations?”
By calmly reframing the conversation around unresolved challenges, Jason learned that leadership wasn’t rejecting the deal outright but hesitated because it was uncertain about its impact.
Key Move: Instead of arguing for action, focus on the client’s evolving needs to uncover the roadblocks.
Create Immediate Action by Highlighting the Cost of Inaction
With clarity on the hesitation, Jason proposed a low-risk step forward in an email:
Subject: Next Steps in Our Agreement
Hi Sarah,
Thanks for your time today. I understand leadership is cautious with spending, and I’d like to make this an easy win.
What if we start with [a phased rollout/a small test order/a deferred payment schedule]? This would allow you to demonstrate value without requiring a full upfront commitment.
Let me know when we can discuss making this work, and I look forward to your thoughts.
Best,
Jason
Sarah responded positively, appreciating the idea of a phased approach she could pitch internally.
Key Move: Offer a more minor, actionable step that reduces risk while maintaining momentum. Remind them of the potential downside of inaction: higher costs, lost efficiency, or competitive disadvantages.
Get Agreement on a Timeline to Move Forward
Even with Sarah on board, Jason needed a firm commitment. He reached out to the CFO, Mike, who had been involved from early on in the sale, to reinforce the urgency:
Jason: “Mike, I wanted to check in since we strongly agreed on this deal. I understand budget concerns, but delaying could mean higher costs and lost efficiencies. What would need to happen to finalize this?”
Mike (interested but cautious): “It’s not off the table, but we’re trying to conserve cash and focus on other priorities.”
Jason: “I get that. But if we don’t act now, implementation could get pushed into a more expensive cycle. Can we set a timeline for the next steps?”
Jason ensured the deal moved forward by positioning action as the more innovative financial move and securing a timeline.
Key Move: Establish a specific timeline to lock in a commitment. People are more likely to act when they see a clear path forward with defined next steps.
Final Takeaways
- Understand the Real Obstacle – Instead of assuming the worst, Jason dug deeper to find the real reason for the delay.
- Suggest an Immediate Step – A small action (like a phased rollout or revised payment plan) makes it easier for clients to commit.
- Leverage Higher-Ups – Senior stakeholders often have more decision power and can move things forward faster.
- Frame the Cost of Inaction – Show what they risk losing, not just what they gain.
Jason didn’t get lucky—he took control of the negotiation and led his client to the finish line.