In out latest episode of Sales with ASLAN, Tom Stanfill and Tab Norris unpack a critical truth from our 30 truths for 30 years series: rank does not equal influence. The highest title in the room is not always the person driving the decision, and trusting someone else to sell your solution internally is a risky strategy.
Tom and Tab explore:
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Why deals stall when sellers rely on evaluators instead of true decision makers
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How to identify real influence inside an organization
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What to watch for in language and meeting dynamics
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The role of a coach in navigating political structures
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Why sellers must take responsibility for engaging decision makers directly
If you want to protect your solution, avoid stalled deals, and help customers make informed decisions, this conversation will reshape how you approach influence in complex sales.
Listen to the 36 minute conversation here:
YOU are the Best Person to Sell Your Solution
One of the most common mistakes sellers make is assuming that the highest-ranking person in the room holds the real power.
In reality, influence inside organizations is rarely that simple.
The person responsible for working with vendors is often not the one who owns the budget. The evaluator may not be the final decision maker. And the most vocal participant in meetings may not be the one shaping the outcome.
In most B2B decisions, six to eight stakeholders are involved. Some watch. Some influence. Some determine the final direction.
When sellers fail to distinguish between those roles, they risk investing time with people who cannot move the deal forward. As Tom comically but truthfully explained,
"When you go to work at a company, it is just like it was in high school. High school situation. You sat with certain people at lunch, and you didn't sit with certain people at lunch. You had your group, and they had their group. It was political. Right. And there were people that had more power, and there were people, and we think because there's an org chart that didn't happen in business. It does.
Why Deals Stall
Deals often stop moving because sellers are persuading evaluators rather than engaging decision-makers.
Tom shared that many sellers rely on someone inside the account to advocate for them. But trusting someone else to sell your solution is risky. Internal contacts have competing priorities. They may not fully understand your value. And they may lack the political capital to influence the final decision.
If you are not directly engaging those who shape and approve the decision, you are leaving the outcome to chance.
Identifying Real Influence
Influence is not always visible on an org chart. It shows up in behavior.
Tom and Tab discussed several ways to uncover it:
- Observe language patterns. Does someone say “I think,” or “We believe”? Are they speaking personally, or on behalf of a broader group?
- Watch interactions. Who do others look to before responding? Whose reaction seems to matter most?
- Ask process questions. Walk through the evaluation process and ask who will be involved at each stage.
- Test advocacy. Ask whether someone would be comfortable sharing your recommendation internally, and see how they respond.
The goal is not to interrogate the team. It is to understand the political and relational dynamics shaping the decision.
The Power of a Coach
In complex environments, having a coach inside the account can be critical.
A coach is someone who experiences the problem, believes in the need for change, and is willing to help you navigate internal dynamics. Importantly, this person is often not part of the formal decision-making group.
They provide context. They help you understand objections before they surface. And they offer insight into who truly influences outcomes.
Without that guidance, sellers can easily misread the landscape.
Treat Every Contact as a Decision Maker
One of the most practical strategies Tom shared is simple: treat every contact as if they were the decision-maker.
Do not rush to qualify authority in the first five minutes. Instead, this is where being other-centered comes in. Ask thoughtful questions. Seek to understand their perspective and priorities.
When you approach conversations this way, you naturally uncover influence rather than forcing it.
Your Responsibility as a Seller
Ultimately, this conversation comes down to responsibility.
Your job is not just to present a solution. Your job is to help the organization make a well-informed decision.
That means:
- Understanding who shapes the outcome
- Engaging those stakeholders directly
- Testing commitment from influencers
- Navigating political dynamics with awareness
It also means refusing to delegate the selling of your solution to someone else inside the account.
When you shift your focus from rank to influence, and from selling to helping, you position yourself to drive decisions rather than react to them.
And in complex sales, that difference changes everything.
To catch up on the series, check out our 30 Truths for 30 Years playlist. Then join us next week for truth number four!
