Basic Concept #20: The Three Musketeers (Proxy Objections)

Not every objection is what it seems. Sometimes the person speaking isn’t the source, they’re the mouthpiece.

You present your plan. It sounds solid. Then someone says: “I wonder how this affects our roadmap…” or “I’m not sure operations has the capacity…”

Fair concerns, reasonable tone. But here’s the catch: it’s not really their concern. They’re speaking for someone else who can’t or won’t object directly.

The Three Musketeers Dynamic

Think of tight leadership circles like the Three Musketeers: “All for one, one for all.” They protect each other’s positions through coordinated moves.

One owns delivery, one owns operations, one owns product. Behind closed doors, they align on what to support and what to block. Then they take turns being the voice of resistance in public forums.

Why? Because direct opposition creates enemies. Proxy objections create deniability.

The Reciprocal Protection System

I’ll take the heat for your concern: “Marketing has raised some questions about timing…” (Marketing never said a word, but Finance asked me to slow this down.)

You cover my objection: “Engineering is worried about technical debt…” (Engineering is fine, but I think this initiative is stupid and need someone else to voice it.)

We coordinate the resistance: “Several teams have expressed concerns…” (Translation: We three decided this in the hallway and are now presenting unified opposition.)

It’s not malicious. It’s political survival. In systems where being wrong has consequences, smart leaders spread the risk of saying no.

How to Spot Proxy Objections

Language tells: “I’ve heard concerns about…” “Some teams might…” “There’s been discussion around…” These phrases distance the speaker from ownership.

Mismatch indicators: The objection doesn’t align with the speaker’s usual priorities or expertise. The person raising capacity concerns never worries about capacity.

Coordination signals: Watch who stays quiet while someone else objects. Notice who makes eye contact during certain objections. Observe who jumps in to “support” the concern immediately.

Timing patterns: The same type of objection surfaces from different people across multiple meetings. It’s too coordinated to be coincidental.

The Strategic Response

Don’t attack the proxy: Getting angry at the mouthpiece misses the real target and burns the wrong relationship.

Probe gently: “Is that something you’re raising, or have others flagged it?” or “Should we get the concerned team in the room to discuss directly?”

Map the real resistance: Ask yourself who actually benefits from blocking this. Who has the most to lose? Who’s been quietly skeptical?

Address the source: Once you identify the real objector, have a direct conversation. Skip the proxy theater and go to the decision maker.

The Advanced Play

Join the system: If you can’t beat it, use it. Find your own Musketeers. Build reciprocal relationships where people will voice concerns for you when direct opposition is risky.

Offer cover: Become someone others trust to raise difficult questions. “I can bring up the budget concerns if you want to stay neutral on this one.”

Create safe channels: Establish forums where direct objections are welcome, reducing the need for proxy theater.

Why This Matters

Most professionals waste energy debating words instead of addressing real concerns. They argue with symptoms while the cause remains hidden.

When you understand proxy objections, you stop being reactive and start being strategic. You see the chess moves behind the checkers game.

You stop fighting smoke and start finding the fire. That’s when you move from participant to player.

The Three Musketeers understood something crucial: sometimes the most effective sword isn’t your own. It’s the one wielded by someone who can strike without consequences.

Learn that game, or keep wondering why your logic never wins.