Multi-Stakeholder Navigation — Champions, Blockers and the Silent DissenterThree meetings in, you have met one person. He is engaged and helpful. That is the problem.
Twenty-two situational-judgement scenarios on deals with more than one decision-maker: mapping and reaching stakeholders, equipping a champion to argue when you are not in the room, and surfacing the resistance that never gets voiced. Partial credit, three competencies, banded report with a growth plan.
The silent dissenter is in the scenario, even when nobody names him
Three meetings into a promising opportunity you have still met only one person; your champion says the committee proposal has broad support; you have picked up that colleagues regard your well-intentioned champion as an enthusiast whose proposals rarely land; a senior stakeholder raises a specific, well-argued objection about his team's workload. Twenty-two scenarios, each with four things a seller might do — ask for an introduction to his manager, keep working with him because the relationship is good, ask who else the decision touches and how approval works, or look up the structure online and contact whoever looks relevant.
Options are scored on a 0–3 gradient with a written reason for each. Distractors are anchored to the ways multi-stakeholder deals fail: trusting a single relationship, taking a champion's optimism as evidence, going around the buyer's process, and treating a real objection as resistance to be managed. Options that conceal a cost from one stakeholder group, breach an access restriction the buyer has set, or undermine a colleague of the buyer to win an internal argument score zero regardless of deal effect. The bank is original, length-parity controlled and sector-neutral; no branded stakeholder or strategic-selling method is named or implied.
Three competencies are banded separately — Stakeholder Mapping and Access, Champion Enablement and Dissent and Blockers — because a seller can map an organisation thoroughly and still send the champion in unarmed, or arm the champion and never hear the objection that kills the deal. The AI-personalised narrative names the pattern in your 22 answers, the growth plan starts from the weakest competency, and the scenario review shows why the well-argued workload objection deserved an answer rather than a manoeuvre.
What you walk away with
Stakeholder Mapping and Access, Champion Enablement and Dissent and Blockers plotted together, so the shape of your deal judgement — wide coverage but a champion left to improvise, say — is visible before the narrative is read.
Each competency returns Emerging, Developing, Strong or Exceptional with a coaching note describing what that band looks like in a live committee sale and the change most likely to move it.
The strengths and development panel is built from your own answers and describes the tendency — single-threading on the helpful contact, taking broad support at face value, treating a real objection as a blocker — in terms a deal review would use.
A 0–100 score with a band and a 70 per cent pass mark for hiring, then all 22 scenarios reviewed with the reason each option scored what it did, including which options scored zero for going around an access restriction or undermining the buyer's colleague.
The report, in three panels
Illustrative sample — your report is generated from your own responses.
Every competency this test declares, scored from the items tagged to it — so the shape is yours, not a template.
Band edges at 40, 60 and 80. Each band carries its own coaching interpretation for that competency.
Assembled from your lowest competencies, in order — not a generic checklist.
Built for
- Enterprise and mid-market sellers whose deals go to a committee
- Account managers expanding inside an existing customer beyond their first contact
- Sales managers screening for sellers who can run a deal with six people in it
- Sellers who lose deals that their champion said were safe
The person who kills your deal will not be in any meeting you attend.
Twenty-two scenarios in 33 minutes, three competencies banded, growth plan and full scenario review on completion.
₹349 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
How a salesperson runs a deal with more than one decision-maker: whether they map who the decision touches and gain access appropriately, whether they equip a champion to carry the argument when the seller is not in the room, and whether they surface the resistance that never gets voiced in a meeting. Three competencies across 22 scenarios. It is for enterprise and mid-market sellers, account managers expanding inside a customer, and the managers hiring them.
No. Looking up the structure online and contacting whoever seems relevant scores low, and going around an access restriction the buyer has set scores zero. Asking the champion who the decision touches and how approval works scores highest. Each option is scored on a 0–3 gradient with a written reason; options are length-matched. Options that conceal a cost from a stakeholder group or undermine a buyer's colleague to win an internal argument score zero regardless of deal effect.
Thirty-three minutes for 22 scenarios in one sitting. The report is immediate: an overall score with band against a 70 per cent pass mark, a radar and banded bars across the three competencies with coaching interpretations, an AI-personalised narrative of strengths and development areas, a growth plan built from your weakest competency, and a review of every scenario with the reasoning behind each option. There is nothing further to unlock.
In a deal review, ask the seller to name every person the decision touches and what each has actually said; compare the answer with their Stakeholder Mapping and Access band. In an interview, ask a candidate how they last discovered an objection that was never raised in a meeting. The growth plan sets the coaching agenda for the next complex deal, and a retake after two quarters shows whether the bands moved.
Yes. The scenarios are sector- and country-neutral, companies and people are fictional and the judgements — who else is involved, how approval works, what the silent stakeholder thinks — arise in every committee purchase anywhere. No branded strategic-selling method is referenced. The assessment is priced in INR and USD, and this page shows the current price in both currencies.
Foundation, core selling, specialist and sales-leadership bands — every one an original situational-judgement bank with weighted partial credit, a stated reason for every option, and ethics scored to zero on a mis-sell. Hire with the band that matches the role, or develop with the one that matches the gap.
See every sales assessment →Methodology: Original AssessAll situational-judgement item bank for individual-contributor sales roles, authored to the AssessAll Scientific Item-Authoring Standard: behavioural-tendency framing, misconception-anchored distractors, weighted partial-credit keys and option-length parity control. Options that conceal a cost from a stakeholder group, breach an access restriction the buyer has set, or undermine a colleague of the buyer to win an internal argument are keyed zero regardless of their effect on the deal. Scenarios are sector- and country-neutral. Not affiliated with or derived from any third-party sales methodology or instrument.