A few things come to mind to try:
- Create a brief for the sales enablement assets upfront. Succinctly outline what your objectives are in priority order, who the target audience is, and some brief details on what’s important and likely to appeal to them.
- This brief is also a great place to outline your RACI/DACI/RAPID to create clarity on what each person’s role is in the project.
- When conflicting opinions arise, try to leverage your brief to realign the stakeholders around what is important. Bring them back to the target audience, what they care about, and the goals of the sales enablement piece. Hopefully, the brief can help guide the decision making. Also, if the feedback is coming from folks that have different roles in the RAPID, that can also create clarity on whose opinion holds the most sway.
- Finally, get everyone together in the same meeting. Outline that the primary objective is to make a final decision on XYZ, so that you can get the sales enablement asset out into the wild, helping your company serve more customers with your amazing product. Make sure the decision maker is in the room to close out the disagreement with finality if it comes to that.
Good luck! Those dynamics can be challenging.