The prompt
Score 10 of 10, Excellent
Use it when The buyer has said yes, but the contract has stalled in their legal or procurement review, and you need a plan to move it and a realistic close date.
- {{buyer_company}}
- {{manager}}
- {{status}}
- {{fallbacks}}
- {{champion}}
- {{dates}}
- {{approval_steps}}
Full prompt and why it works
Prompt
Help me move a deal with {{buyer_company}} that is stuck in their legal or procurement review, so that I know exactly what is blocking it and who owns each step, offer only what we have approved, and can give {{manager}} a close date I believe. Where things stand (what was sent, when, what came back, comments or redlines, who we have heard from): """ {{status}} """ Our approved fallback positions and the documents we can provide (for example a liability cap we can accept, our data processing terms, security questionnaire answers, insurance certificates): """ {{fallbacks}} """ Our champion and what they have said about the delay: {{champion}} The original close date and any date the buyer has given since: {{dates}} The buyer's approval steps, as far as we know them: {{approval_steps}} Produce, with a heading for each part: 1. What is blocking it: a table with the columns Step, Owner (their side or ours), Status, Blocker, Next action, Date. 2. What we can offer: for each open issue, the approved fallback or document that answers it, or "needs our legal team" if there is none. 3. Email to the champion: under 150 words, asking what they are hearing, offering specific help such as a call between the two legal teams or the documents above, and asking for the real timeline. 4. Revised close date: a date, the reasoning from the approval steps, and what to update in the CRM. 5. What I need internally: approvals or answers from our legal, security or finance teams, each with a date. The email should sound like a partner helping the champion get their own project approved, not a seller chasing a signature. Do not interpret contract clauses or give legal views; describe each issue and route it to our legal team. Do not offer any concession beyond the approved fallbacks, do not use invented deadlines or end-of-quarter discounts to create pressure, and do not suggest going around the champion. If the approval steps are unknown, make finding them out the first action and give the close date as a range with the reason.
Variables
- {{buyer_company}}
- The buyer's company.
- {{manager}}
- Who you report the forecast to, for example "my sales manager".
- {{status}}
- What has happened since the verbal yes: documents sent, redlines or comments received, dates, who you have heard from.
- {{fallbacks}}
- The positions your legal team has approved and the documents you can share, for example security answers or insurance certificates.
- {{champion}}
- Your main contact and what they have said about the delay.
- {{dates}}
- The original close date and any new date the buyer has mentioned.
- {{approval_steps}}
- The buyer's approval steps as you know them, for example "legal, then security review, then CFO signature", or "not known".
Why it works
- What to avoid. Only approved fallback positions are offered and clauses go to your legal team, so the push to close never turns into an unapproved concession.
- Format. A table of steps, owners and blockers shows at a glance whether the deal is waiting on the buyer or on you.
- If unsure. Unknown approval steps become the first action, and the close date is given as a range with its reason rather than a hopeful guess.