How to Sell to Different Types of Decision Makers
Table Of Contents
- Decision Maker Type #1: The Visionary.
- Decision Maker Type #2: The Pragmatist.
- Decision Maker Type #3: The Collaborator.
- Decision Maker Type #4: The Innovator.
- Decision Maker Type #5: The Skeptic.
- Decision Maker Type #6: The Relationship Builder.
- Navigating Complex Buying Committees and Purchasing Decisions
- The Person Behind the Decision Maker
- Conclusion: Embracing the Complexity of B2B Sales
- FAQs
How to Sell to Different Types of Decision Makers
In B2B sales, understanding your audience isn't just important - it's literally everything. BUT your audience is rarely a single person with a single perspective. Instead, you're often facing a diverse group of decision makers.
These decision makers are not just titles on an org chart. They're real people with distinct styles, personalities, motivations, and specific pain points. And guess what? They're probably just as stressed about making the right purchasing decision as you are about selling to them. (Comforting, isn't it?)
Most sales guides treat decision makers like they're characters in a video game, each with their predictable moves and weaknesses. But the reality is far more complex, and frankly, quite challenging. They're not puzzle pieces to be solved, but partners to be understood and engaged.
In this guide, I'm going to help you better understand the psyche of six key decision maker types you'll encounter in B2B sales. We'll explore their motivations, their pain points, and most importantly, how you can tailor your sales approach to win them over. But remember, this isn't about manipulation – it's about understanding their decision-making process and adding genuine value. After all, the best deals are those where both parties walk away feeling like winners.
Decision Maker Type #1: The Visionary.
The Visionary decision maker is always talking about “disruption,” “innovation,” and “paradigm shifts.” These people are the Steve Jobs of their organizations, always looking five steps ahead and imagining what could be.
When you're dealing with a Visionary, you'll notice they use a lot of future-focused language. They're constantly interested in the “next big thing” and might seem a bit detached from day-to-day operations. These are the people who love to talk about their grand plans for the company, often with a sparkle in their eye that says, “Just you wait and see!”
So, how do you sell to these big-picture thinkers? First and foremost, you need to paint the big picture. Visionaries aren't interested in incremental improvements. These decision makers want to know how your solution can transform their entire business or industry. Use terms like “revolutionary,” “game-changing,” and “cutting-edge.” But be careful - don't over do it and make sure you can back up these claims!
Try to better understand their long-term goals and aspirations for the company. Show them how what you're offering aligns with their grand vision. Be prepared for tangents though. Visionary decision makers love to explore ideas. So be patient and gently guide the conversation back to your solution whenever you can.
Innovation is big for them. If you have any patents or unique proprietary tech, now's the time to bring them up. Visionary decision makers love that stuff.
Now, here's something to keep in mind: while Visionaries have a buying power and can be great champions for your product, they often need a more practical counterpart to actually implement changes. Try to identify this person (often a COO, CTO, lead engineer, or a technical director) and get them involved in the buying process.
Decision Maker Type #2: The Pragmatist.
If the Visionary is all about the “what if,” the Pragmatist decision maker is focused on the “how” and “how much.”
Unlike the Visionary, (an intuitive decision maker), who relies on gut feelings and instincts, Pragmatist focuses on data and evidence to make a decision.
I remember pitching to a Chief Revenue Officer once who listened patiently to my spiel on one of our offerings at LavaReach. When I finished, he said, “That's all very interesting Daniel, but can you show me exactly how this will impact our bottom line in the next 12 months?”
Pragmatist decision makers are easy to spot once you know what to look for. They're the ones asking a lot of specific, detail-oriented questions. They're always concerned about ROI, financial health, and concrete benefits, and they might seem skeptical or hard to impress at first. They love data, metrics, and case studies. If you walk into a meeting and see someone with a spreadsheet open, chances are you're dealing with a Pragmatist decision maker.
When it comes to selling to a Pragmatist, your approach needs to be radically different from how you'd pitch to a Visionary decision maker. First and foremost, focus on ROI. Have a list of clear, quantifiable benefits. Use case studies and hard data to support your claims. Vague promises not gonna fly here. You need to provide detailed information about implementation timelines, resource requirements, and expected outcomes.
Pragmatist decision makers are often risk-averse, so it's crucial to address potential risks upfront. Be honest about challenges and have a solid plan for addressing them.
Another key strategy is to provide a clear roadmap. Outline the steps from purchase to implementation to results. The more detailed, the better. These types of decision makers love to see a well thought out plan.
One effective technique I like to use with Pragmatist decision makers is comparative analysis. I just show how LavaReach stacks up against competitors in terms of efficiency, cost-savings, and other relevant metrics. This gives Pragmatists the concrete data their analytical brain needs to make a decision.
When dealing with Pragmatists, I always try to under-promise and over-deliver. In my experience, they'll appreciate your honesty and be pleasantly surprised when you exceed expectations. It's a great way to build long-term trust and potentially secure future business.
Decision Maker Type #3: The Collaborator.
These types of decision makers are the glue that holds teams together. They're all about getting everyone on board.
I used to work with a Director of Operations who insisted on including people from every department in our meetings. At first, I thought it was overkill. But it's actually a good thing. It meant smoother implementation and higher adoption rates.
It's kinda easy to spot a Collaborator by the way they communicate. These decision makers often use “we” instead of “I” in conversations. They're always asking about how a solution will impact different teams. These types of decision makers prioritize buy-in from various stakeholders, which means they might take longer to make decisions due to their inclusive approach.
Hosting a few phone calls to engage with various stakeholders can ensure smooth implementation and help in addressing concerns early on.
When you're selling to a Collaborator, you need to embrace the group dynamic. Be prepared for (and encourage even!) group presentations and discussions. The more inclusive you are, the more the Collaborator will appreciate your approach. Think dinner parties. You want to make sure everyone feels welcome.
The approach that always works for me is highlighting cross-functional benefits. Just show the Collaborator how your solution can improve collaboration and benefit multiple departments.
Also, I highly recommend you provide materials for internal champions. Use content rooms and equip the Collaborator with sales collateral, FAQs, and other resources they can use to build consensus within their organization. They need the tools to advocate for your solution. Make it easy for them.
Patience is key when working with Collaborators. The collaborative decision-making process can take time, so don't try to rush it. Stay engaged and be ready to provide any additional info or support.
From what I've noticed, one aspect that Collaborators particularly appreciate is a strong emphasis on training and support. They want smooth adoption across the board, so highlight your onboarding process and ongoing support. Show them that you're not just selling a product, but want to establish a partnership.
Here's a tip that saved a deal more than once for me: when working with a Collaborator, try to identify potential detractors early in the sales process. Help the Collaborator address their concerns proactively. Don't wait.
Decision Maker Type #4: The Innovator.
Next up, we have the Innovator. Not to be confused with the Visionary, the Innovator is less about grand plans and more about staying ahead of the curve in practical ways. These types of business decision makers are the early adopters. They set trends.
Innovators get a little thrill every time they implement a new tool or process. I remember meeting an Innovator VP of Sales at a startup from SF who was so excited about our new AI-email personalization features that he wanted to start a pilot program the same week. That was the fastest close ever for me!
Innovators are easy to spot if you know what to look for. They ‘re always eager to try new technologies or methodologies, and they stay up-to-date with the latest industry trends and innovations. These are the types of decision makers who might have a history of implementing cutting-edge solutions and aren't afraid to take calculated risks.
When I'm selling to an Innovator, I always emphasize novelty. I highlight what makes LavaReach unique. If you have any “industry-first” features, you gotta showcase them.
One strategy that always worked for me when selling to Innovators is providing exclusive access. These types of decision makers love feeling like they're getting special treatment. Offer early access, beta testing opportunities, or exclusive features. This stuff gets them excited.
When you're pitching to an Innovator, try to frame your solution as a way for them to lead the pack. Maybe even set new industry standards.
BUT be prepared for technical talks when dealing with Innovators. They often have a strong technical background and will want to get into the details of how your solution works.
Also, remember, when selling to Innovators always mention scalability and future development. Show how your solution can grow as their company grows.
Always deliver on your promises! These types of decision makers are often well-connected in their industry, and their word (good or bad) can spread quickly. Their opinion can make or break your reputation in the industry.
Decision Maker Type #5: The Skeptic.
Skeptics strike fear into the hearts of many sales reps. These types of decision makers have "prove it" tattooed on their foreheads (not literally, of course, but you get the idea). They've heard it all before, and they're not gonna buy into your hype!
Identifying a Skeptic is pretty easy. They ask tough questions and might seem dismissive. You'll often hear them say things like "we've tried that before" or "I'm not convinced." They're quick to point out potential flaws or weaknesses in your proposal.
Pyrrho's (Greek skeptic philosopher) first move when evaluating a new software tool would be to skeptically wonder if it's solving a real problem or just creating one more thing to break down later!
The worst thing you can do is get defensive. This may sound counterintuitive, but you want to embrace their skepticism. Appreciate their critical thinking and use it as an opportunity to showcase the strength of your solution. It's not easy. It will take practice and you have to know your solution 100%.
Cold hard facts, case studies, and concrete examples is what you need. The more specific and relevant to their industry, the better.
Here's a strategy that's worked great for me: bring up potential objections before hand. Don't go too far though. Explain how you've addressed or mitigated them.
If possible, offer a proof of concept or do a small-scale pilot or trial. Let your results speak for themselves. Once they've tasted the value, these types of decision makers are more likely to buy in.
One of the most powerful moves you can make with a Skeptic is bringing in credible references. If you have clients in similar industries or with similar challenges, ask if they'd be willing to speak directly with the Skeptic.
Closing a Skeptic can be super super hard BUT if you succeed, you'll have gained a powerful ally. Skeptics often become the most loud advocates once they're convinced of your value.
Decision Maker Type #6: The Relationship Builder.
Last but certainly not least, we have the Relationship Builder. These decision makers prioritize long-term partnerships over transactional deals. They're looking for vendors they can trust and grow with over time.
I recall working with one of clients who literally spent the first few meetings just getting to know our team. People buy from people. Building that foundation of trust is super crucial for these decision makers.
You can easily spot a Relationship Builder by their approach to interactions. They ask personal questions and show genuine interest in getting to know you. They're concerned about cultural fit and shared values. These are the types of decision makers who might inquire about your company's history and future plans. They prioritize open communication and transparency.
When you're selling to a Relationship Builder, you need to shift your mindset from closing a deal to opening a partnership. Invest time in relationship building. Don't rush to close the deal. Get to know them and their organization. It's a bit like dating.
One effective strategy that my friend at a bigger company likes to use is sharing his company's story. He talks about his company's journey, values, and vision. He helps the decision makers see beyond the product to the people behind it.
Transparency is by far the key when dealing with Relationship Builders. If there are challenges or limitations, be upfront about them. These decision makers appreciate honesty. Even if there're challenges, they will often work with you to find solutions.
Long-term support, commitment to ongoing partnership is super important to this decision maker type.
One technique that works well with Relationship Builders is introducing your team. If possible, involve other members of your team in the decision-making process. Go beyond SDRs/BDRs and account executives. Get somebody from the tech team if you can. Show them they're becoming part of your world.
For Relationship Builders, business is personal. They're not just buying a product or service; they're choosing a partner.
Navigating Complex Buying Committees and Purchasing Decisions
The reality in today's B2B sales is that you're rarely dealing with just one type of decision maker. More often than not, you're facing a buying committee that might include several (or all) of these decision maker types. It's hard!
So, how do you approach this?
Well, do your homework, duh! Before engaging with an organization, try to identify the key players and their likely decision-making styles. Understanding the factors that influence their purchasing decisions is crucial. LinkedIn, company websites, and your network can be great sources of information OR use LavaReach if you want to save yourself hours of research.
Once you've got a sense of who's who, tailor your approach. Be ready to switch gears as needed during meetings.
One really good strategy is to find your champion. You need to identify the most influential OR receptive member amongst the key decision makers and focus on them. Do your best to turn them into internal advocates for your solution. They will speak on your behalf when you're not in the room.
Also, when you're crafting your proposals and presentations, make sure you're hitting points that will resonate with each type of decision maker. Just don't turn it into a book. Keep it concise and to the point.
Don't try to rush the process or pressure for a quick decision. Patience is key here. I always try to do my best to add value at each interaction.
Be flexible. Be ready to adjust your approach as you learn more about the organization and the people involved in the decision-making process.
Lastly, use your CRM to keep track of different stakeholders, their preferences, and your interactions with them. Don't just Slack notes to yourself like one of my friends does!
The Person Behind the Decision Maker
I want to share a personal lesson that's helped me a lot in B2B sales. It's easy to get caught up in putting decision makers in different buckets. But at the end of the day, we're all human.
I remember a deal I was working on years ago. The decision maker was a classic Pragmatist. Numbers and ROI. I went into our final meeting with tons of charts, graphs, and data points. But on the meeting, he was kinda distracted and something was a bit off. It turned out his daughter had been in a minor car accident that morning. She was fine, but he was understandably shaken. We spent the first part of our meeting just talking about family and work-life balance.
When we eventually got around to discussing the deal, the entire dynamic had shifted. He was more open, more engaged, and more receptive to our proposal. We closed the deal, but more importantly, we formed a genuine connection.
So what's the lesson here? While understanding decision-maker types is crucial, never forget the human element. Show genuine empathy, be willing to go off-script, and remember that sometimes, the best thing you can do is just listen. It's like being a good friend, sometimes people just need to know you care.
Conclusion: Embracing the Complexity of B2B Sales
Yes, navigating the world of different decision makers can be complex, but it's also what makes B2B sales so dynamic and rewarding.
People are multifaceted, and a decision maker might exhibit traits from multiple types. The key is to watch, adapt, and always focus on providing value.
The most successful sales reps I've met are educators, consultants, and partners who bring genuine insights and value to every interaction.
And hey, if all else fails, you can always fall back on that age-old sales technique: when in doubt, bring donuts to the meeting. I'm only half-joking - never underestimate the power of a well-timed snack!
FAQs
How can I quickly identify what type of decision-maker I'm dealing with?
Once you identify the actual decision maker, pay attention to their communication style, the questions they ask, and what they seem to value most in your initial interactions. If they ask for lots of data, they're likely a Pragmatist - the analytical decision maker. If they talk about long-term vision, they might be a Visionary. Listen more than you talk to pick up on these cues.
What if I encounter a decision-maker who seems to be a mix of different types?
It's common to encounter hybrid decision-makers. In these cases, try to address the aspects of each type you recognize. For instance, with a Visionary-Analytical, present the big picture vision but back it up with solid data and ROI projections.
How do I adapt my selling style to decision making process without coming across as inauthentic?
The key is to remain true to yourself while adjusting your communication style and focus. Don't try to be someone you're not, but rather emphasize different aspects of your product or service that align with the decision-maker's priorities.
What if I misidentify a decision-maker's type and use the wrong approach?
If you realize you've misidentified the type, don't be afraid to pivot your approach mid-conversation. Be observant of their reactions and flexible in your communication. Authenticity and the ability to adapt quickly are often appreciated by decision-makers.
What's the best way to follow up with different key decision makers after an initial meeting?
Tailor your follow-up to their type and their decision making process. For example, send data and case studies to an Analytical, a broader report on market trends to a Visionary, or a personal note referencing your conversation to a Relationship-Driven decision-maker.
About Daniel Zhao
Daniel Zhao is a multiple time founder with years of first-hand experience in B2B sales and revenue leadership. He has a consistent track record of helping companies experiment and implement outbound in SaaS and other industries. Throughout his career, Daniel has set up numerous outbound motions for the first time for companies that previously had not found success with sales led customer acquisition.