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Tactics and plays

How do you get executives to actually make the introductions they agreed to?

Help executives complete agreed introductions by providing a short editable note, a clear recipient and a relevant reason for the conversation. Follow up politely and allow them to defer or withdraw. An earlier yes is not permanent permission; an introduction may stop because of timing, relationship sensitivity or a change in judgement, not just missing copy.
October 8, 2026

Remove the work of composing the message

Provide who should be introduced, what the recipient may care about and the requested next step. Keep the note factual and easy to adapt. Do not write an endorsement stronger than the executive is comfortable making.

Confirm how they want to proceed

Some executives prefer to ask the recipient first; others prefer a direct introduction. Respect the relationship owner's preference. Ask whether the timing still works before escalating a delayed request.

Follow up without pressure

Use a small number of proportionate reminders. Include the note again rather than asking them to find an old thread. If the executive declines or remains unresponsive, stop and consider another route.

Track the actual bottleneck

Separate requests approved, recipient permission obtained, introductions sent and meetings held. This shows whether requests stop before sending or after the recipient receives them.

Orbb's Referral Agent supports this drafting and coordination work. The goal is to make an appropriate introduction easy to complete, while preserving the executive's control over their reputation and relationship.

Related questions

Orbb researches the relationships your company already has — across customers, employees, investors and partners — then runs the introduction end to end, from finding the path to the meeting in the calendar.
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