In today’s environment, deals are harder, buying groups are larger, and scrutiny is higher. That means your ability to bring in your manager at the right time can be a competitive advantage. Customers don’t just want to hear from you—they want proof your whole company is behind the partnership.
Manager involvement shows commitment, but it can backfire if it feels forced. The key is using manager time intentionally to advance high-value opportunities. Think of it as leveraging another resource in your toolkit, not a fallback.
- Identify High-Stakes Deals: Prioritize manager involvement on deals that are strategically important or where the buying group includes executives.
- Use as Escalation: Bring in your manager if the deal stalls and you need organizational authority to restart momentum.
- Plan the Role: Before involving them, define the role your manager should play (credibility, escalation, or alignment) so the conversation is purposeful.
In a market where every deal counts, manager involvement should be part of your strategy, not an afterthought. Use their presence to demonstrate seriousness, unlock access, and keep deals moving forward—without overplaying your hand.
