As salespeople, when our eyes are fixed too tightly on the prize and we are emotionally attached to the outcome, we only see things from our perspective.

We run the risk of skipping steps, asking superficial questions, and deal with symptoms vs root cause.

Our prospects get half the story, not fully aware of the problem we solve, the value we provide and the outcomes we deliver.

This is where empty objections are presented. If we are too focused on the prize, we steam-roll through them defensively. Their questions and clarifications remain unanswered, and they stay on the fence.

So, what can we do? Our role as sales professionals is to understand the objections.  Where are they coming from? Why are specific objections coming up at certain stages in the process? and what are true objections vs I want out.

How can we de-risk our calls and lead with transparency?

Acknowledge the objection upfront. Lead with it and avoid looking like we are hiding something when our prospect brings it up during a meeting. Fast way to build trust and differentiate yourself.

“Our CRM package has the latest features we discussed, auto-population, customization, and battle cards." It does not have the ability to integrate with system X and it probably won’t over its life cycle.

If this is a dealbreaker, happy to talk about it now so we don’t waste time and resources.”

This level of transparency disarms our audience and immediately starts building trust, it is unexpected behaviour. It also allows us to control the message. Our competitors could share this and potentially add some details, giving the illusion we are not being upfront and honest.

An objection usually means I don’t have enough information, I don’t see how this fits into my business, or I can’t see the value it brings to me. Chances are they are not willing to connect the dots, so they take the path of least resistance, which sounds like…

“This is not a good fit”, “I don’t need it”, “I don’t have a budget “or “we are happy”.

If it is not clear, spelled out and visual the brain reverts to it’s function of keeping us safe and conserving energy. It is not going to expend energy on something it doesn’t understand with no guarantees at the end.

As salespeople, what can we ask ourselves as objections are presented?

Do I truly understand their business? their challenges or goals? The business outcomes that this will help them achieve. 

Have I done a good job getting to impact? eliciting an emotion? showing them what happens after the purchase?  If so, chances are our solution will strike a chord?
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 If not, typically 

1. The first step has not been agreed on by our prospect, they haven’t acknowledged they have a problem worth solving. We have only gotten to surface pain.
2. They don’t see the future state or euphoria once their goals are achieved. How can we help them cross the chasm and feel the freedom on the other side?
3. The path to implementation hasn’t been discussed. They need to see the full picture. How do they get to the future state, it may sound too good to be true. 

If they are too far along the buying journey and these events are not clear, it is easier to give an objection then to wait for these concerns to be acknowledged. Our prospects are trying to make sense of the information we are sharing while evaluating if the juice is worth the squeeze.

So, ask ourselves did I do enough discovery before presenting my solution? 

Is the objection valid? Or do they smell too much work and not enough reward on the other end, and they want out?

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What about mid-way? Are you getting objections around timing, buy in, integration challenges? As a detective where are these coming from? 

Few solutions, have you fully gained the commitment to change? 

Most prospects don’t like change, and they need to know the full path to implementation. Help them see around the corner. How will we work together? what resources will we provide, communication plan? Mutual Action Plan? what are the expectations from our end? When this is not clear, the devil they know wins. Again, launch of an objection.

Gong.io states, the best way to handle an objection is by asking questions.

Asking clarifying questions, breaking apart absolutes; always, never, everybody, nobody, there are exceptions.

Uncover the backstory behind their objection, where is their grip tightening, why? Did they have an experience that didn’t meet their needs, did a project recently fail and they are reluctant to hire another consultant? Did the last solution they purchased not fully do what they expected? 

They unfortunately bring those experiences, fears and in some cases biases into our encounter. Our job is to see what is relevant to this deal and what is extraneous information from past deals that we need to break down and remove, it is clouding their decision.

In summary, our role is to unpack and understand why these objections are coming up and if in fact if they are true.

One thing to consider, what would you rather have, someone throwing objections that you can dig deeper, lean into our curiosity, ask questions or our prospect saying nothing?

Objections are a positive sign; they need more information. Our job is to find out where they are coming from. What have they not let go up from a past similar situation that is preventing them from seeing the value in ours? How can we paint a picture in their eyes, tell them a story where they see themselves as the character?

How will we get in front of our objections, lead with transparency,  address them with questions showing our empathetic side?