Single-Contact Selling is Killing 34% of Your Deals (Money Monday)

You’ve got a champion. Someone inside the account who gets it. They love your solution, they’re fighting for your proposal, and they’re feeding you intelligence about the decision-making process. So you’re golden, right? Wrong. One reorganization, one promotion, one departure, and your deal could vanish overnight. Research from LinkedIn Sales Solutions analyzed thousands of enterprise deals and found something most salespeople refuse to believe: sales teams that build relationships with multiple stakeholders inside an account are 34% more likely to win. That’s the difference between hitting quota and missing it. Between a banner year and a brutal one. Why Single-Threaded Deals Die On average, 4-7 people influence a complex B2B buying decision. Even if you nail the pitch, you’re still just one voice in a conversation happening behind closed doors. A conversation where people you’ve never met are raising objections you’ll never hear. Where priorities you don’t know about are shifting the criteria. Your champion can be dismissed as “the person who likes that vendor.” But when you’ve got three advocates from different departments? Consensus wins deals. Your Champion Won’t Stick Around One in five of the people you’re counting on right now won’t be in their role twelve months from now. They’ll get promoted, reassigned, poached by a competitor, or laid off in the next restructuring. When that happens to your sole contact, your deal doesn’t just stall. It dies. The new person in that role has zero relationship with you, zero context on your solution, and zero incentive to champion something their predecessor started. But if you’ve built what top performers call “account insulation”—relationships with two, three, or four people across different departments and levels—the web flexes when someone leaves. It doesn’t break. Weak Ties Matter More Than You Think We’re trained to go deep with our primary contact. Build trust. Understand their pain points. Tailor every message to their specific needs. That’s not wrong. It’s just incomplete. In complex selling scenarios, influence often spreads through what researchers call weak ties—the casual, adjacent connections that link clusters of strong relationships. These are your amplifiers. A brief introduction. A shared article. A helpful insight that makes someone in operations remember your name when your solution comes up in a meeting you’re not in. These loose connections become the difference between a deal that stalls and one that scales. Think about how deals from referrals close. They close twice as fast as deals that start cold. Accounts with multiple contacts grow larger, stay longer, and refer more business. The pattern is clear. Get enough internal referrals, and you stop being the vendor someone works with. You become the partner everyone trusts. Five Mistakes That Keep You Single-Threaded Account multithreading fails most often before it ever really begins. Not because it is hard, but because salespeople sabotage it with impatience, poor judgment, or misplaced effort. If you recognize any of these behaviors, they are costing you leverage inside the account. Trying to build fifty superficial relationships instead of multiple deep, meaningful connections. Spray and pray doesn’t work in prospecting, and it doesn’t work in account multithreading.Asking for referrals before you’ve built credibility. You can’t extract value before you’ve created it.Failing to nurture the relationships you’ve already initiated. You can’t plant seeds and never water them.Ignoring the law of reciprocity. If you don’t offer value first—business insights, useful data, relevant introductions—people won’t feel any obligation to help you. You’ll burn through goodwill and get nothing back.Wearing out your welcome. If you’ve reached out multiple times with relevant insights and gotten silence, that’s a signal. Move on. How to Build Your Account Web With Multi-Threading Start by mapping the web of people connected to your account. Decision makers, influencers, skeptics, the quiet analysts whose opinions shape what the decision makers think. Write it down. Visualize the relationships you have, the ones you need, and the blank spaces in between. Then ask questions that open doors and show you recognize the decision is bigger than one person. “Who else on your team would have a point of view on this?” “Would it be helpful if I shared what other departments are doing with similar tools?” “Is there someone else who should see this?” Or use my favorite: “I need your advice on this.” That phrase invokes reciprocity and dramatically increases the probability they’ll give you the referral. When trust is formed, asking for a direct referral becomes an act of generosity rather than an intrusion. Frame it around value, not obligation. “Would you be willing to introduce me to your colleague in ...