When you ask reps what they hate most and what they would like covered in training programs, overcoming objections usually is one of the top three things on the list.  It is one of those things built into the mythology of sales that takes on a larger than life place in the process.  Well I think objections are over blown, and those that claim to consistently overcome are usually the ones blowing.

First, let’s see what the definition of objection(s) is:

a: a reason or argument presented in opposition b: a feeling or expression of disapproval

Second, let’s look at when in the sales cycle they tend to be most prevalent.  Usually right at the start, then right near the very end of the sale.  In both instances, if you are properly prepared, objections are really opportunities that can move the sales forward, and rather than having to be “overcome”, they should utilized and welcomed.  Yes, welcomed, no, I am not mad.

Looking at the definition, it is clear that for an objection to really occur, there needs to be two parties to the conversation, I would argue that at the beginning of any sale, when you first engage (or try to engage) with the prospect, I would argue that the conversation does not really have two equal participants.  The person you are trying to engage with usually has other priorities, and is busy trying to get back them, their response while negative, is not really an objection.  It is a push back, they do not want to engage, and unless you change that they will not engage, so based on the definition above it is not an objection since it is very one sided at this point.

I have sold to lots of people who initial response was negative, but they were not objecting to the fact that I might help their team sell better, nor were they objecting to more accurate forecasts, they certainly were not objecting to a shorter sales cycle.  They were just trying to get away from an unplanned call that is interrupting their never ending and growing to do list.  So they say “I am busy”, well yes they are, but that is not objection.  They say “I am not interested”, well they are not interested in being taken off task in a day where they are already trying to cram 16 hours worth of work into 10 hours.

So rather than worrying about overcoming the objection, the question becomes how to use it to attain your objective, i.e. developing a prospect.  First you need to recognize that it is not an objection but a hurdle thrown out in the hope that you will trip and they can get back to what they are doing.  It is not that you are a seller, or what you are trying to sell, it is the fact that at that point in time, we are an interruption they would rather not have.

You need to address the “I am not interested”, deal with it and use it to continue the call, and move towards a conversation.  Once you are in a conversation, there are two participants, and you can objections, but if you engage in a dialogue, that doesn’t happen till you get towards the end of the cycle. In between the two points you are likely to get questions and challenges; but questions are good, they lead to discussion, require explanation, however they cannot be described as being “in opposition” or “of disapproval”. 

The end of the cycle is the other area where “objections” seem to surface.  Here again, sales people see objections where there may be none.  Remember that no matter what you sell, it represents change for the buyer, whether it is a new product/service or a new provider, they are about to change the “Status Quo”.  As sales people we deal with this everyday, but for each of the prospects we sell to it is a unique event, and we have to allow for that.  The prospects’ emotions are coming to the surface, they are nervous and with that tend to think out loud ask questions, and generally make sales people very nervous.  Unfortunately, many sales people mistake this for objections when they are not; it needs to be viewed in the proper context. 

The proper context is that prospects are re-examining and reinforcing their decision, some the questions may be around areas that had already been dealt with and covered, and you may need to deal with them again, but they are not objections.  If you see them and treat them as objections, you are dealing with the wrong way, which just exasperate the situation.  Not managed right this can spiral down and jeopardize the deal; managed correctly, they can help close the deal.  Handel each one directly as they come up.  If you have already covered it, cover it again, confirm that it is resolved and move on.  If it is a new area, understand what the real underlying issue is, don’t gloss over things hoping to skip past it, deal with it, and close it off before moving on. Do not get defensive, get thorough.

The re is one specific “objecting” that many sales people fear, that can also be dealt with is a similar fashion, the “price objections”.   Not easy to deal with, but often it is more a value gap than a price issue.  In most instances, it does come down to an absence of value.  This usually is the fault of the sales person; we tend to rush the process, or fail to define the value.  I have watched hundreds of sales people sell, and in a great majority of cases it is the sales person that brings up price first, not the prospect, and as soon as the issue is raised, it becomes THE issue.  I guess they bring it up because they are so spooked by it they just want to get it out there.  Once you slow down and focus on value, full cost of ownership, risk of inaction and other important factors, the situation can be managed.  (For a full and helpful discussion on this area read How to Sell at Margins Higher Than Your Competitors: Winning Every Sale at Full Price, Rate, or Fee by William T. Brooks, Lawrence L. Steinmetz)

Tibor Shanto

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