In every sales journey, you’ll encounter a variety of buyer personas. Among them, the blocker can be the most challenging. However, a blocker isn’t always an obstacle; sometimes, they can be turned into an asset. The key lies in identifying their true role and motivations.

Let’s break this down using the DUNCK^© framework created by Bold & Sharp that can be found in our Sales Genius Training.

• Discover them early.
• Understand their true motivations.
• Neutralize them if you can’t turn them into supporters.
• Or better yet, Convince them.
• If needed, strategically Kill them, professionally, of course!

The golden rule? Always engage with the blocker. This article is not about complex sales strategy. It is about common sense applied to sales relationship. How you engage depends on the type of blocker you’re facing.

The Blocker Isn’t Really a Blocker:

Sometimes, a “blocker” just needs convincing. They could be skeptics asking tough questions to strengthen the case internally. Or they just have not found the answers they needed in you well-crafted sales presentation. Or you may not have paid enough attention to one of their objections. Your approach here:

• Detect their doubts: leverage each customer interaction to show genuine interest in each stakeholder and ask open questions. Silence and body language are sometimes more eloquent than words.
• No need to be creative: soft blockers can be convinced by leveraging tailored sales and marketing materials once the hidden objection has been identified.
• Leverage your supporters and allies : if you have designed the political and influence map, let them do the heavy lifting of convincing the blocker on your behalf.

The Blocker Is a Blocker:

The blocker may not have genuine objections. He may make bold statements and express opinions instead of asking questions. He may not even attend your meeting.

So you must dig deeper. “Discovery as usual” may not help and you may again leverage your partisans and allies to understand their true motivation.

Depending on their behavior and your own assessment of the situation, you may decide to ask bluntly if it is worth pursuing the relationship. Very Challenger Sales like approach. Before this, analyze the situation:

The Blocker does not want change:

we have highlighted many times that sales in about change recognition and acceptance. The blocking stance may come from the fear of losing power or skepticism about the need for change.

• Highlight the risks of inaction.
• Share customer success stories from similar roles and offer to connect with their counterparts to build trust and help vizualize future state.

The Blocker prefers your competitor:

When it happens early in the sales cycle that means that existing business relationships or personal connections may bias them. The sales adage “make yourself equal before making yourself different” applies here. Prove you’re equal first, then further diagnose the pain and showcase your differentiators while:

• Acknowledging relationships but getting confirmation business impact is the main criteria on vendors evaluation, without taking the morale high ground.
• Securing incremental “YES” moments every time you feel the Blocker becomes partial.

The Blocker does not like you:

It may be you or your oganization.

• If it is you, don’t take it personally. Leverage your psychology 101 sales courses to mirror and align with the blockers’ s traits. If the disconnect persists, consider letting your manager drive the deal or handing over the opportunity.
• It might stem from personal experiences or reputation challenges. Clarify and justify, if necessary, why a project went off track. Offer early engagement with satisfied customers to rebuild trust, ensuring the needle is back to neutral before pursuing the opportunity or considering more decisive action.

The Blocker Wants to Negotiate:

Some Blockers have legitimate concerns, such as alignment with company vision or timing issues. They may be cautious CEO or zealous yet trusted CPO. Whatever, they may block or delay the deal until their concerns are addressed. They want to negotiate, and they have the power to do so. Here is how to handle it:

• Negotiate without altering the value of your deal: if timing is an issue, a discount is unlikely to solve the problem. If you sell subscription-based SaaS offers, introduce a staggered deal structure to better align with implementation phases.
• Check the solution offered or the negotiation completed does not alter the consensus around the future vision of the solution: You don’t want to make the deal more appealing to the blocker while frustrating your champion, provided champions ever existed.

The Blocker Is just a Pain in the Neck:

Sometimes, blockers hinder progress without offering solutions. They act as gatekeepers, centralizing decision-making but withholding information. The fact is that, despite you empathy or negotiation techniques, you are either stalled or losing the deal. You may view the blocker as unfair, dishonest, stubborn, or short sighted.

It is time to bypass the blocker:

• Be factual and transparent on the reasons for your decision.
• Over Communicate with other stakeholders to avoid losing the communication battle.
• Make it clear you are focusing on and acting for the organization greater good.

Conclusion:

A blocker isn’t the end of the deal—it’s a test of your sales acumen. By understanding their motivations, engaging strategically, and leveraging internal allies, you can turn blockers into bridges or find ways to navigate around them.

Looking for creative ways to boost your operational and sales performance ?

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