Episode #60: Handling Buyer Objections

Why do buyers say “no,” and why is it so hard to hear?

Most people dislike hearing “no” because it signals denial of what we expect to happen. In sales, however, “no” is one of the most common responses. Ironically, many salespeople still aren’t skilled at handling it.

Mini-summary: “No” is normal in sales, but our emotional reaction often makes it harder to deal with than it should be.

The typical first reaction is to push harder. Salespeople try to overpower the buyer with logic or “tricky techniques,” jumping straight into rebuttal mode. This usually backfires because it’s driven by adrenaline and a fight response, not strategy.
Mini-summary: Rebutting immediately is an emotional reflex, and it widens resistance instead of reducing it.

What should you do instead of rebutting right away?

Insert a “circuit breaker” between the buyer’s objection and your response. This breaker is called a cushion: a short, neutral sentence that acknowledges the topic without inflaming the situation.
Example objection: “It’s too expensive.”
Example cushion: “It’s important to get the budgeting process working well in any company.”
Those 5–6 seconds help you regroup, calm the fight response, and prepare to ask the right question.
Mini-summary: A cushion buys time, lowers tension, and keeps you in control of your thinking.

Why is asking “why?” the key after a cushion?

When buyers say, “It’s too expensive,” that’s just a headline. The real story may be different. People often use surface objections to hide deeper concerns—just like shoppers saying “the color isn’t right” instead of “I can’t afford it.”
Your job is to uncover the full article behind the headline by asking:

• “Why is it too expensive?”

• “What specifically makes the price a problem?”

• “Are there any other reasons you wouldn’t go ahead?”
  Then have the buyer prioritize which issue is the real deal breaker.
  Mini-summary: The first objection is rarely the real one; “why” questions reveal what truly blocks the decision.

How do you handle hidden or multiple objections?

Don’t stop at the first layer. Dig deeper until the buyer confirms there are no other concerns. Once you have the full list, ask them to rank the objections by importance. Often, solving the top concern makes the others fade away.
Mini-summary: Collect all objections, then focus on the highest-priority one.

Some objections are built on false assumptions or rumors. For example, competitors may spread misinformation about suppliers. In these cases, you must correct the misunderstanding with proof, not just reassurance. Evidence is what restores credibility.
Mini-summary: If an objection is false, confront it directly and back your case with facts.

What if the objection is true?

If the objection is legitimate, admit it. Explain the background and work collaboratively to find a workaround. Sometimes you can also reverse the objection:
Buyer: “Business is bad, so we can’t afford this.”
Salesperson: “That’s exactly why this solution matters—it helps turn business around.”
Mini-summary: True objections require honesty, context, and creative reframing.

When is it okay to walk away?

After confirming the real objection, if you can’t solve it, move on. Sales is also about choosing clients you can genuinely serve.
Mini-summary: Not every “no” can or should be converted—focus on the right buyers.

• “No” is common in sales; the danger is reacting emotionally and rebutting too fast.

• Use a cushion to pause, reduce tension, and regain thinking control.

• Follow cushions with layered “why” questions to uncover the real objection.

• Handle misinformation with proof; handle true objections with honesty and reframing.

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.