When it come to maximizing your team’s performance, one of the most valuable lessons you can teach them is how to manage objections.
You’ll note that I said manage – not overcome – objections. “Overcome” implies a battle from which only one winner will emerge. And that kind of power struggle has no business in the sales process.
With that in mind, there are a few basic lessons you can teach your sales team about objections, the first of which is that they aren’t bad things. Quite the contrary; objections indicate that the prospect is interested. At least they’re interested enough to seek out more information. If they didn’t care, they would simply say “no thanks” and be done with it.
Most objections center around one of four no’s – no money, no need, no rush or no trust. Top sales people see all of these objections as opportunities to delve deeper into the prospect’s needs and uncover the real issues that are keeping them from the sale.
They do that by listening to the prospect without interrupting or, even worse, arguing, then asking questions that help prioritize the concerns. They then address those “highest value” objections first, as they tend to be the real reasons the prospect is stalling.
Once the prospect’s concerns have been fully addressed, any remaining details can be worked out so the sale can be closed.
And if the concerns cannot be addressed, the second most valuable lesson you can teach your team is that there is nothing personal about “no.”