7 Steps to Achieve Buying Group Consensus and Prevent Deal Slippage
Getting a group of decision-makers to agree on a problem’s importance is not just a challenge, it’s often the make-or-break factor in closing a deal. I’ve seen countless deals stall or slip away, not because the solution was lacking, but because the buying committee hadn’t fully aligned on whether the problem was worth solving in the first place.
In fact, 38% of deals slip due to the “status quo” factor. When you move from one buyer (where the purchase likelihood might be around 80%) to six stakeholders, it can drop as low as 31%. And in today’s macro environment, where every investment is scrutinised, building early consensus on the problem is more critical than ever.
Below is a practical, step-by-step approach I’ve developed to help you guide your champion and their buying group toward a shared understanding of the problem—before you ever talk about your solution. By securing consensus on the “why change, why now,” you can head off deal slippage before it starts.
Why This Matters:
People rarely feel urgency until they clearly understand what’s at risk if they do nothing. Start by focusing on the problem itself, not the solution. Present a simple, one-page summary that outlines the consequences of maintaining the status quo.
What to Do:
This helps your champion internalise the risk. You’re not pushing your solution yet; you’re just surfacing the stakes of inaction.
Why This Matters:
If you don’t know who’s going to push back, or who will shrug off the urgency, you’re flying blind. Early in the process, ask your champion questions like:
If your champion can’t answer these questions, they may not have enough internal influence or insight. You need someone who knows where the bodies are buried, so to speak, and can help you navigate internal politics.
Why This Matters:
Your champion will likely need buy-in from their peers before you meet the group. Help them by drafting a short, problem-focused email they can send to other stakeholders. Keep it neutral and to-the-point: “We’re looking at [PROBLEM], I spoke with [YOUR NAME] for context, and they have unique insights from [X client story]. Are you open to spending 30 minutes discussing this?”
By doing this, you ensure the champion frames the conversation around the problem, not your product. It sets the stage for a more open-minded group discussion later on.
Why This Matters:
When you frame a group meeting around understanding the problem—rather than a sales pitch, you lower defenses. Stakeholders feel invited to a thoughtful conversation, not lured into a demo.
Keep slides to a minimum. Offer a scheduling link for convenience. The objective is to bring everyone together to see if they agree the problem is real and pressing. If they do, fantastic. If not, you’ll know early, and it’s better than wasting everyone’s time further down the road.
Why This Matters:
The first few minutes set the tone. Let the group know you’re not here to sell. Start by saying something like, “Today’s goal is to understand this issue better. If we decide it’s not worth solving right now, that’s okay.” This lowers defenses and encourages honest feedback.
When stakeholders feel safe to voice skepticism or support without pressure, you’ll get a clearer picture of where they stand. No one wants to feel ambushed, so make it clear from the start that this is a neutral exploration.
Why This Matters:
You need to surface differing opinions. Reintroduce your COI summary and ask, “Who sees this differently?” Sure, you might get silence at first. Be patient. People often need a moment to speak up, especially if their view runs counter to the general sentiment.
When someone challenges the COI, that’s a gift. By addressing these points now, in a safe environment, you’re much less likely to encounter deal-killing objections in the eleventh hour. The goal is to find out if the group can align on this problem’s priority and impact.
Why This Matters:
At the end of the meeting, directly ask:
If the answer is no, you’ve saved everyone time. If it’s yes, you’ve just laid the foundation for a much smoother path to the sale. Also ask, “Who should’ve been here today but wasn’t?” Identifying missing stakeholders prevents blind spots and last-minute surprises.
Conclusion:
By focusing on building consensus around the problem early, and explicitly addressing why change and why now, you’re proactively reducing deal slippage. Integrate these steps into your sales process. Consider adding a “C” for Consensus to your qualification framework, and think about how your leadership team might play a role, peer-to-peer, in reinforcing the urgency of solving this problem. Remember, this isn’t about pushing a product; it’s about making sure everyone agrees the status quo isn’t an option.
Getting to consensus is everyone’s challenge in today’s environment. Tackle it head-on, and you’ll not only reduce deal slippage, you’ll bring much-needed clarity and alignment to the entire buying journey.