Episode #276: Becoming a Master of Handling Objections

Executives don’t lose deals because prospects object. They lose deals because teams react emotionally, argue, and miss what the objection really means. If your sales conversations stall at “That won’t work for us,” this page gives a disciplined, repeatable method to turn objections into progress.

Objections are not roadblocks; they’re evidence of engagement. When a buyer raises a concern, they are still thinking about working with you. The dangerous moment is silence—no questions, no pushback—because it often means you’ve already been eliminated.

Mini-summary: Objections mean the buyer is still in the game. No objections can mean the deal is already dead.

The instinctive response to an objection is to correct the buyer, defend your solution, and “win” the point. But even if you win the argument, you lose the order. Arguing triggers resistance and turns the conversation into a contest instead of a collaboration.

Mini-summary: Winning a debate doesn’t win a deal. Arguing increases resistance and reduces trust.

A cushion is a neutral statement that comes before your real response. It is neither agreement nor disagreement. Think of it as a circuit breaker that stops your brain from jumping into defense mode.

Examples:

• “I see.”

• “Thanks for sharing that.”

• “That’s a fair point to raise.”

The cushion buys time, keeps the tone calm, and signals respect.

Mini-summary: The cushion creates space between the objection and your reply, preventing emotional reactions.

Why is the only next step to ask “Why?”

After cushioning, your first real move is simple:
“May I ask why you say that?”

An objection is like a newspaper headline—short, dramatic, and incomplete. You need the full story before answering. Asking “why” sends the objection back to the buyer for clarification, and reveals what’s underneath.

Mini-summary: Asking “why” turns a headline objection into the real, solvable issue.

How do we clarify the real concern?

Once the buyer explains, confirm you understood:
“Thank you. So, as I understand it, your chief concern is…?”

This prevents you from solving the wrong problem. If your summary is off, the buyer will correct it, giving you even clearer direction.

Mini-summary: Clarification ensures you respond to the true concern, not your assumption.

Buyers often start with a safe or minor objection to end the conversation quickly. The real concern may be deeper—like an iceberg where the visible tip hides the bigger issue underneath.

So ask:
“In addition to X, are there any other concerns?”
Repeat until they run out—usually 3–4 rounds.

Then prioritize:
“You mentioned X, Y, and Z. Which is highest priority for you?”

Now you know the deal-breaker to solve first.

Mini-summary: Cross-checking surfaces hidden objections and identifies the one that truly blocks the deal.

After you identify the main concern, choose one clean response style:

1. Deny (with proof)
   If the objection is incorrect or “fake news,” calmly deny and show evidence.
   Example: “I understand why you’d ask. Here are our audited financials showing stability.”

2. Agree (honestly)
   If it’s true, acknowledge it. Don’t defend the indefensible.
   Example: “You’re right—we had quality issues last quarter. Here’s what we changed and the results.”

3. Reverse (reframe as a benefit)
   Use the concern as a reason to buy.
   Example: “Yes, our delivery takes longer because of quality control. That prevents rework and saves you time overall.”

Mini-summary: A strong reply matches reality: deny false claims, agree with truth, or reverse to show value.

What is a Trial Commitment, and why is it essential?

After your reply, check if the objection is settled:
“How does that sound so far?”

If the concern remains, repeat the process. This keeps the deal moving step-by-step rather than guessing.

Mini-summary: Trial commitments confirm progress and tell you whether to loop the process.

• Objections signal engagement; silence often signals rejection.

• Cushion first to prevent emotional arguing and buy thinking time.

• Ask “why,” clarify, and cross-check until you find the true deal-breaker.

• Reply with one of three honest strategies: Deny, Agree, or Reverse.

• Use trial commitments to confirm that each objection is resolved.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.