How to Handle:
“I need to run this by my boss”
A common stall tactic or legitimate buying process step. The prospect is indicating that someone above them needs to sign off on the decision. Your goal is to understand if this is a real requirement or a soft no, and to help facilitate that conversation.
Why Prospects Say This
This objection often appears at the end of an otherwise positive conversation. The prospect may genuinely need approval, may be using it to buy time, or may be uncertain and using their boss as a safety net. Sometimes they're interested but scared to make a recommendation without cover.
Best Responses
The Preparation Helper
“That makes complete sense. When you talk to your boss about this, what questions do you think they're going to ask? I want to make sure you have everything you need to present this confidently.”
Why It Works
Positions you as a partner helping them succeed. Uncovers the boss's likely concerns so you can address them proactively.
Best For
Prospects who seem genuinely interested and want to advocate internally
The Joint Meeting Offer
“Happy to help make that conversation easier. Would it be useful if I joined you for that discussion? That way I can answer any technical questions directly and you won't be put on the spot.”
Why It Works
Gets you directly in front of the decision maker. Takes pressure off the prospect and shows you're willing to invest time.
Best For
Complex sales, high-value deals, technical products
The Recommendation Probe
“Before you do that, I'm curious—based on what you've seen, are you going to recommend we move forward? Or are you still on the fence yourself?”
Why It Works
Surfaces hidden objections. If they're on the fence, you need to address that before involving the boss.
Best For
Deals that have stalled, prospects who seem lukewarm
The Timeline Lock
“Absolutely, that's a smart move. When are you planning to have that conversation, and would it make sense for me to follow up with you afterward? I can also send you a one-pager that summarizes the key points.”
Why It Works
Creates accountability and a specific next step. Gives them tools to succeed in the internal conversation.
Best For
Prospects with clear buying processes, organized companies
Do's and Don'ts
Do This
- Arm them with materials to share—executive summaries, ROI calculators, case studies
- Offer to join the conversation with their boss
- Ask what their boss typically cares about most
- Confirm they're personally bought in before involving others
- Set a specific follow-up date to check on the boss conversation
Don't Do This
- Let them go dark without a clear next step
- Assume they'll effectively sell your product internally
- Skip over their own objections to focus on the boss
- Be pushy about getting the boss's contact information
- Treat this as a definite 'yes' when it might be a soft 'no'
Follow-up Questions to Ask
“Are you planning to recommend we move forward, or are you still evaluating?”
“What does your boss typically prioritize when evaluating new solutions?”
“When are you planning to have that conversation?”
“What concerns do you think your boss might raise?”
“Would it be helpful to have a brief call with all of us together?”
Industry-Specific Variations
“I need to check with my VP of Engineering.”
“VPs of Engineering usually want to know about implementation effort and technical fit. I can put together a technical spec sheet that addresses those concerns. What specific questions do you think they'll have?”
“The partners need to approve any new vendors.”
“Completely understand—partner buy-in is essential. What do the partners typically want to see before approving a new vendor relationship? We can tailor our proposal to address those specific criteria.”
“This needs to go up to our plant manager.”
“Plant managers often focus on uptime and operational efficiency. Would it help if I prepared a brief showing expected productivity impact? What metrics does your plant manager track most closely?”
Pro Tips
- The conversation your prospect has with their boss is your most important meeting—and you won't be there. Prepare them like you're coaching them for a presentation.
- Create a 'boss-ready' one-pager: 3 bullet points on the problem, 3 on your solution, and expected ROI. Make it easy to forward.
- If they're hesitant to recommend you, they have unaddressed objections. Dig deeper before involving the boss.
- The real decision often happens in casual hallway conversations. Equip your champion with memorable talking points.
- Follow up the day after their boss meeting, not a week later. Strike while the iron is hot.
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