How to Handle:
“This needs board approval”
The prospect is indicating that the board of directors needs to approve this purchase. This is typically reserved for large, strategic, or high-risk decisions. Board cycles are infrequent, so timing and preparation are critical.
Why Prospects Say This
Boards approve expenditures above certain thresholds, strategic initiatives that affect company direction, or decisions with significant risk exposure. This is a legitimate gate, not an objection to overcome—but you can influence how well your solution is presented.
Best Responses
The Board Prep Partner
“Board approval makes sense for a decision of this magnitude. I want to help you succeed in that presentation. What does your board typically want to see when evaluating initiatives like this? ROI analysis, risk assessment, competitive landscape?”
Why It Works
Positions you as a partner in their success. Gets you insight into board priorities.
Best For
Strategic purchases, significant investments
The Timeline Navigator
“Understood. When does your board next meet? And is this initiative on the agenda, or would it need to be added? I want to make sure we're prepared with everything you need well in advance.”
Why It Works
Maps the timeline and identifies if there's even a path to the next meeting.
Best For
All board-level decisions, timing-sensitive deals
The Materials Provider
“I'd love to help you prepare. We can put together a board-ready executive summary, including financial projections, risk analysis, and implementation timeline. Would that be helpful? What format does your board prefer?”
Why It Works
Provides tangible support and makes their job easier.
Best For
Prospects who need to create board materials, complex solutions
The Stakeholder Mapper
“Board dynamics can be complex. Are there specific board members who would champion this initiative? Or anyone who might have concerns we should address in advance?”
Why It Works
Helps you understand the politics and prepare for objections.
Best For
High-stakes deals, boards with diverse perspectives
Do's and Don'ts
Do This
- Understand the board meeting schedule and agenda process
- Create board-ready materials: executive summary, ROI, risk analysis
- Help your champion prepare for board questions
- Ask about board member backgrounds and concerns
- Offer to be available during or after the board meeting for follow-up questions
Don't Do This
- Try to bypass the board or suggest it's unnecessary
- Create unrealistic expectations about board approval speed
- Provide only sales materials—boards want objective analysis
- Lose touch during the long wait between board meetings
- Underestimate the preparation needed for board presentations
Follow-up Questions to Ask
“When does your board next meet?”
“What does the board typically want to see for decisions like this?”
“Are there board members who would be particularly interested in or concerned about this initiative?”
“What's the process for getting an item on the board agenda?”
“How can I help you prepare for the board presentation?”
Industry-Specific Variations
“Our investment committee and board both need to approve this.”
“Multiple governance layers make sense in financial services. Let's map out the approval path—what does the investment committee need to see first, and what additional considerations does the board typically have?”
“This requires board approval and medical staff executive committee review.”
“Healthcare governance is thorough for good reason. I can prepare different perspectives for each audience—clinical outcomes focus for the medical staff committee and strategic/financial focus for the board. When do these groups next meet?”
“Our board of directors has to approve expenditures over $50K.”
“Nonprofit boards take fiduciary responsibility seriously. I can help prepare a mission-aligned business case showing program impact and financial stewardship. What resonates most with your board—outcomes data, cost efficiency, or strategic alignment?”
Pro Tips
- Board meetings are infrequent—quarterly or monthly. Missing a board cycle can delay your deal by weeks or months. Know the schedule.
- Boards want to see risk mitigation, not just opportunity. Prepare answers for 'What could go wrong?' questions.
- Executive sponsors carry weight with boards. Ensure your internal champion is senior enough to credibly present.
- Boards often ask 'Who else is doing this?' Have customer references and case studies ready from similar organizations.
- After board meetings, follow up immediately. Whether approved or tabled, quick response keeps momentum.
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