The idea to put into practice.
Stages should mean something the team can verify. Discovery scheduled, proposal reviewed and agreement reached describe different evidence. Moving a deal because it feels promising makes the pipeline unreliable.
Each active deal needs an owner, action and reason for its stage. Ask what decision is missing when work stalls. Many open deals do not prove progress.
Link commercial context to the relationship so a teammate can understand the conversation behind the opportunity.
A useful way to approach it
- Define evidence for each stage.
- Assign owners and next actions.
- Review stalled decisions.
- Record why deals close or pause.
Try it with fictional work.
Design four stages for a studio and specify entry evidence for each.
Before you move on
- Stage evidence clear
- Next action dated
- Owner accountable
- Stalled work reviewed
Check your understanding.
Keep something useful.
Download the action sheet to reuse the exercise and checklist with your team.
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Try the exercise, check your understanding, then mark this lesson complete.
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