Learning objectives :

• Develop an influence strategy tailored to each stakeholder's role
• Identify what can make or break a deal beyond objective decision-making criteria
• Using the right persuasive techniques at key moments in a deal
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Course :

Session 1: Building a Network of Influence
A deal isn’t won just by making the best offer—it’s won by engaging the right people at the right time. Participants first learn how to prepare before each interaction: understanding their counterpart (LinkedIn profile, attitude toward change, current priorities) and adopting a collaborative approach rather than pushing a pre-prepared pitch.

They then learn about stakeholder mapping: a process that allows them to categorize each stakeholder based on their level of influence and stance (for, against, or neutral), and then develop a specific strategy for each group. This involves mobilizing supporters as active advocates, managing opponents by anticipating their objections, and engaging the neutral group before the opponents do.

Practical application: Using an account renewal scenario as a starting point, participants map out the stakeholders, analyze their positions, and identify the priority actions to be taken over the next three weeks.

Session 2: Influencing at the Right Level
When a deal falls through despite a strong offer and positive feedback, the problem rarely lies where you expect it to. Participants work through the ME-CLIENT-PROBLEM triangle, which identifies three relationships to systematically assess: the ME-CLIENT relationship (level of trust, perceived attitude, compatibility of styles), the CLIENT-PROBLEM relationship (the real problem, which is sometimes hidden, and the true, unspoken decision criteria), and the CLIENT-NETWORK relationship (the real decision-maker may be elsewhere; a competitor may have a more influential advocate). For each of these, participants learn to anticipate early warning signs from the very first meetings and to respond effectively when they discover along the way that they didn’t have all the information they needed.

Session 3: Building Influence at Key Moments
As a strategic decision approaches, every action counts. Participants first work on a real-world scenario: a committee meeting is scheduled in 10 days, and stakeholders are not fully aligned.

• What steps can you take in advance to prepare your team members and address any concerns?
• What should you do during your defense to prevent a critic from sowing doubt?

They then learn about the four levers of persuasion (inspired by Robert Cialdini) to be applied over time: Reciprocity (providing value before asking for anything), Commitment and Consistency (having the client rephrase their criteria so they can be used as leverage), Social Proof (showing that similar companies trust you), and Scarcity (positioning your unique selling point as an industry standard). For each lever: the psychological mechanism at play and concrete phrases to use.