apply-key-person-targeting

Apply Key Person Targeting

Identify the single person whose belief or support determines the outcome, access them through the right channel, and deliver the message that addresses their specific concern — before engaging the broader organisation.

Why This Is Best Practice

Origin: Stratagem #18 of the Thirty-Six Stratagems: "Capture the ringleader to nab the bandits" (擒賊擒王). In military strategy: do not fight the entire army if you can capture its commander — the army's coherence depends on its leader. Applied to business: the organisation's decision depends on its key person — find them, reach them, and convert them before deploying resources against the broader organisation.

Adopted by: Key person targeting is the foundation of every high-performance enterprise sales methodology. Rackham's SPIN Selling identifies "senior decision-makers" as the gatekeepers for large deals — the people who can say yes when everyone else has said no, and who can kill deals that others have approved. Dixon and Adamson's The Challenger Sale focuses on the "mobiliser" — the internal champion who will fight for your solution against internal resistance. In talent acquisition, "acqui-hires" target key engineers whose departure causes competitor teams to follow. In regulatory strategy, the individual policy-maker who champions or opposes a rule matters more than the agency's formal process.

Impact: Organisations are not monoliths; they are hierarchies with power concentrations. Most competitive strategies engage organisations at the level of formal process: responding to RFPs, pitching the procurement committee, negotiating with the team assigned to evaluate vendors. Key person targeting engages the organisation at the level of actual decision authority. The formal process usually ratifies the key person's decision, not the reverse.

Why best: Engaging the whole organisation without engaging the key person first is usually inefficient: you educate people who have no decision power, generate opposition from influencers who protect incumbents, and invest time in a process whose outcome is already determined by someone you have not yet reached. Identifying and engaging the key person first compresses the cycle and improves win probability.

Sources: Thirty-Six Stratagems #18 (Sawyer trans. 1994); Rackham, SPIN Selling (1988); Dixon & Adamson, The Challenger Sale (2011); Bregman, "The Most Productive People Know Who to Ignore" (HBR, 2013)

Steps

Step 1: Identify the actual decision-maker — not the title, but the person

The person with the formal authority to decide is often not the person whose belief actually determines the outcome. Map the decision:

Role	Who they are	How they affect the outcome
Economic buyer	Person with budget authority	Can approve or block spending
Technical buyer	Person who validates technical suitability	Can veto; rarely approves alone
User buyer	Person who will live with the decision	Can champion or resist
Coach / mobiliser	Internal advocate who wants you to win	Cannot approve but can influence all of the above
Blocker	Person with interest in the status quo	Can delay or kill without formal authority

The decision-maker is the person whose specific support, once secured, makes the other approvals follow. Often this is not the CXO in the meeting — it is the person whose opinion the CXO trusts on this specific topic.

Questions to identify them:

• Who initiates the conversation about this topic inside the organisation?
• Whose budget is actually at stake?
• Who will be held accountable if this decision goes wrong?
• Who has killed deals like this in the past?

Step 2: Map what the key person personally cares about

The key person's professional interests may not match the organisation's formal evaluation criteria:

What the key person cares about	How it appears in conversations
Career advancement	"This needs to make me look good to the board"
Risk avoidance	"I'm not going to bet my job on an unproven vendor"
Technical respect	"I want to know if your engineers understand the actual problem"
Team impact	"I care most about what this does for my team's daily work"
Competitive position	"My peer at [Competitor] already implemented this — I need to respond"

The key person's concern determines the message that will work. A product demo that does not address their specific concern is a demonstration, not a persuasion.

Step 3: Access the key person through the right channel

Cold outreach to a senior decision-maker is rarely effective. The right channel depends on the relationship:

Access channel	When to use
Peer introduction	When someone they respect can introduce you; highest conversion rate
Shared community	Professional network, conference, industry working group where you can establish credibility before asking for time
Direct evidence	Send something specific to their problem — an analysis, a case study, a benchmark — before requesting a meeting
Champion development	Identify the internal mobiliser first; they provide access and context
Executive sponsor	Use your own senior leader to reach their equivalent; peer-to-peer access bypasses the process layer

Do not request a meeting before establishing relevance. The key person's time is the scarce resource; demonstrate value before asking for it.

Step 4: Deliver the message that addresses their specific concern

The message for the key person is different from the message for the organisation:

• The organisation needs a business case; the key person needs to believe you understand their specific problem
• The organisation needs a feature comparison; the key person needs to believe you will not embarrass them
• The organisation needs references; the key person needs a reference from someone they specifically respect

Prepare a message that demonstrates you know what they care about and have something specific to address it. Do not use a generic pitch. A message that shows you researched their specific situation — their recent press, their known challenges, their competitive position — signals that you are worth the time.

Step 5: Secure the key person's support before engaging the broader organisation

Once the key person is engaged and directionally supportive, then engage the broader process:

• Ask the key person who else needs to be involved — they will tell you who the real stakeholders are
• Ask what the key person needs to be comfortable — they will specify the evidence or assurances required
• Ask the key person to facilitate introductions to the other stakeholders — their internal credibility accelerates the process

The key person's support is the precondition for everything else, not the conclusion. Secure it first; use it to unlock the process.

Rules

• Identify the key person before investing in the full sales, recruitment, or influence process. Resources allocated to the wrong level of the organisation produce relationships that cannot close.
• The key person is not always the highest title in the room. Often the person who controls the decision is two levels below the executive sponsor. Misidentifying the key person is the most common targeting error.
• Do not over-invest in the key person at the expense of their internal coalition. Once the key person is won, they need internal support to ratify the decision. Neglecting the broader coalition after winning the key person produces decision reversals.
• Never bypass the key person's process entirely. Access through the key person accelerates the process; it does not replace it. Legitimate internal concerns raised by other stakeholders can kill a deal the key person has approved.
• Identify blockers as early as the key person. A person with authority to delay or kill the decision — even without formal approval power — requires a separate engagement strategy, not an attempt to route around them.

Examples

Enterprise security sales — the CISO as key person: A cybersecurity startup is selling to a 2,000-person financial services company. The formal RFP process is owned by the IT procurement team, with formal evaluation by a committee of five. The startup's account executive researches the prospect and identifies that the CISO — not on the procurement committee — personally experienced a ransomware incident at his previous company and is now the internal driver for a new security architecture. The CISO has formal authority to change the evaluation criteria. The startup asks a shared contact (a mutual connection from a security conference) to introduce the CISO to the startup's CEO. The CEO meets the CISO directly, addresses his specific concern about ransomware recovery time — a criterion not in the RFP — and requests that it be added. The startup's product has the best recovery time benchmark. The committee evaluates against the revised criteria; the startup wins.

Acqui-hire of a competitor's key engineer: A developer tools company wants to enter machine learning infrastructure, a market where a competitor has a 3-year head start. The competitor's entire ML infrastructure team was built by one principal engineer who designed the architecture and whom the team follows. Recruiting that engineer ends the competitor's ML infrastructure advantage and transfers it. The company's engineering VP — who has met the target engineer at conferences — reaches out directly with a specific role description that matches the engineer's stated interest in building developer-facing infrastructure at scale. The engineer joins; 4 of their 7 direct reports follow within 90 days. The competitor's ML infrastructure roadmap stalls.

Influencing a policy decision — finding the champion inside the regulator: A fintech company wants to change an interpretation of financial regulation that is preventing a product launch. The formal process is a comment period on proposed rulemaking — a channel where the company's comment will be one of hundreds. Key person targeting: identify the policy analyst inside the regulatory agency who has been writing about the specific issue in staff reports. Reach them through a shared conference panel, demonstrate expertise, and request a technical briefing. The analyst, now familiar with the company's analysis, becomes an internal advocate for the interpretation the company favours — citing the company's evidence in their staff recommendation. The formal rulemaking goes the company's way.

Common Mistakes

Engaging the wrong person confidently: Misidentifying the key person and investing full resources in the wrong individual produces confident relationships with people who cannot move the decision. Verify the key person hypothesis before full engagement by asking: "If this person said yes, would the decision be made? If they said no, would it be blocked?"

Using the generic pitch for the key person: A key person who receives a standard product demo or a generic introductory email has been treated as a routine target. They will respond as a routine target: not at all, or with a delegation to the formal process. The message to the key person must be specific to their known concern.

Winning the key person but ignoring the blockers: A key person who supports your position but faces internal opposition — from a risk officer, a legal team, an existing vendor relationship — may be unable to convert their support into a decision. Map and engage blockers before assuming the decision is closed.

Over-dependence on the key person: If the key person leaves the organisation, retires, or changes role, the relationship asset evaporates. Build broader organisational relationships after the key person relationship is established — do not let the entire account rest on one individual.

Treating key person targeting as bypassing process: Key person targeting is not about circumventing legitimate governance. It is about engaging the right person first, then navigating the legitimate process more efficiently. Attempts to actually bypass process — going around the procurement committee, ignoring legal review — create compliance risk and destroy trust.