In a recent episode of The Sales Hunter Podcast, I had the pleasure of joining Mark Hunter to explore one of the most persistent threats to sales success: sales assumptions that quietly kill deals.
These aren’t just innocent shortcuts in thinking. They’re silent killers of progress—especially in complex B2B sales. When left unchecked, assumptions can lead us to overestimate our position, underestimate risk, and ultimately lose deals we should have won.
At Ignite Selling, we’ve worked with sales organizations around the globe to diagnose and overcome these hidden pitfalls. In the podcast and again here, I’ll walk through five of the most damaging sales assumptions that quietly kill deals — and how to replace them with more intentional, high-impact behaviors.
Assuming You Know the Metrics That Matter
Too many salespeople approach conversations with the belief that they already know what matters most to their buyers. They’ve done research about the prospect (both the organization and the lead), they’ve sold to similar companies & industries, and they think they have the metrics down cold.
Why it matters: If you’re solving for metrics that aren’t actually top-of-mind for THAT buyer, your message won’t resonate—no matter how good your solution is.
Reframe your strategy: Instead of leading with assumptions, lead with curiosity.
“What are the top two or three metrics you’re personally accountable for?”
This question opens the door to clarity—and shows your buyer that you’re focused on their success, not your script.
Assuming You’re Engaged With All the Decision-Makers
One of the most common and costly assumptions is believing your primary contact is the key decision-maker—or the only one who matters.
Why it matters: In most complex buying environments (especially in healthcare, technology, and manufacturing), multiple stakeholders influence the outcome. And most often, they aren’t going to voluntarily make themselves known to you. And yet, missing even one can derail the entire sales process.
Reframe your strategy: Ask directly, early AND often:
“Who else is involved in this decision?”
“Is there anyone who might raise concerns about this that we should hear from now?”
Now, let me take a moment to share a real-world story that brings this home.
Customer Spotlight: The Hidden Stakeholder That Almost Killed the Deal
A few years ago, we worked with a global medical device company to launch a new solution into large hospital systems. One high-performing rep—let’s call him Chris—was managing a promising opportunity with a major client. He’d built a strong relationship with the hospital’s Head of Procurement and had aligned the solution to both their budget and timeline. All signs pointed to go.
Then, silence.
Two weeks passed with no word. When Chris finally connected with his contact, he discovered the deal had stalled—not because of price, not because of a competitor, but because someone on the clinical engineering team had raised a red flag about integration risks. This was a stakeholder Chris hadn’t even known existed—someone his champion hadn’t thought to bring into the process.
With coaching from the Ignite Selling team, Chris reassessed the stakeholder landscape and was able to rebuild momentum. He invited the clinical engineering group into the conversation, presented tailored success stories, and addressed their specific concerns head-on.
Two months later, the deal closed. But it was a close call, and it reminded the entire team just how dangerous it is to assume you know the full buying circle.
Assuming Your Product Is the Only Solution Being Considered
It’s easy to believe in your product—especially if you know it delivers results. But assuming you’re the only viable solution on the table is shortsighted.
Why it matters: Even when you’re not up against a named competitor, your prospect may be weighing legacy systems, internal builds, or simply choosing to do nothing. And, let’s be honest, the status quo IS typically your biggest competitor…
Reframe your strategy: Ask directly:
“What other options are you comparing?”
“What does success look like with those options?”
This isn’t about opening the door to doubt—it’s about making sure you’re competing with full visibility.
Assuming Your Prospect Understands Your Value
Many salespeople assume that, if they’ve explained their solution, the buyer understands its value. But value is subjective—it has to be perceived and personalized.
Why it matters: If the customer doesn’t fully understand how your solution impacts what they care most about, it’s unlikely they’ll advocate for it—or invest in it.
Reframe your strategy: Check your alignment.
“Here’s how I see this solution impacting your KPIs—does that match your expectations?”
This kind of validation allows you to confirm or re-calibrate your message in real-time. And it again helps show that you’re interested in the customer achieving results, not just winning their business.
Assuming the Deal Won’t Stall
Confidence is important—but unchecked confidence turns into complacency. Deals don’t stall because of one big event; they stall because of small shifts in urgency, buy-in, or internal politics.
Why it matters: Without regular validation and checkpoints, deals can quietly fade away—leaving you confused and chasing shadows.
Reframe your strategy:
“Let’s put a quick check-in on the calendar. What should I be aware of that might impact timelines?”
This positions you as a partner, not a pusher—and helps you detect trouble before it’s too late.
Why These Assumptions Lurk in Every Sales Cycle
These aren’t rookie mistakes—they’re common, deeply human behaviors. We rely on shortcuts. We trust strong early signals. We want to believe we’re in control throughout.
But in complex selling environments, assumptions are very risky. They create blind spots in our strategy and erode our credibility when exposed.
The antidote? Display curiosity, discipline, and structure.
Strategies to Surface and Replace Assumptions
- Pipeline Reviews with a Checkpoint Lens
Go beyond deal stages. Ask: What haven’t we validated yet? Who haven’t we heard from? Where are we guessing? - Guided Discovery Frameworks
Use intentional question maps that explore buyer metrics, stakeholders, options, perception of value, and urgency. - Simulated Role Plays
Test your team’s ability to challenge assumptions under pressure. Give them role-specific resistance scenarios to navigate. - Be Intentional With Your Follow-Ups
Build “what if” discussions into your cadence to avoid getting blindsided by shifts in internal dynamics.
The Business Impact of Avoiding Assumptions
When we stop relying on assumptions and start verifying our understanding, deal velocity increases, with fewer surprises.
✔ Sales cycles shrink.
✔ Win rates rise.
✔ Sales forecasts become more accurate.
Perhaps most importantly, buyers see us as trusted partners—not vendors with a quota to hit.
Final Takeaways
- Sales assumptions that quietly kill deals are invisible until it’s too late—then they’re costly.
- Reframing assumptions into powerful questions improves engagement and deal velocity.
- Proactively validating metrics, stakeholders, alternatives, and timelines protects the opportunity.
- One overlooked stakeholder can stall the entire deal—don’t find out too late.
If you haven’t already, I invite you to listen to my full conversation with Mark Hunter on The Sales Hunter Podcast. You’ll find more insights, real-world examples, and practical techniques for keeping assumptions out of your pipeline. Listen here (or wherever you get your podcasts).