Become A Master Of Handling Objections

Objections are good. That sounds a bit counterintuitive, because what we actually want is to land a deal and an objection seems to be an obstacle preventing that from happening. There is a process for dealing with objections and we need to be disciplined to follow it every time and not be derailed by our emotions. When we get an objection, our automatic response is to argue with the buyer and tell them why they are wrong. How has arguing with the buyer been going for you? Not too good I would reckon. Even if you win the argument, the battle, you won’t get the order and therefore can’t win the war, if I can use that metaphor. We need a better process than this.

Why are objections actually a good sign in sales conversations?

Objections usually mean the buyer is still considering you — they’re testing risk, fit, and trust rather than silently rejecting you. In complex B2B selling post-pandemic (2020–2025), buyers have tightened budgets, added more stakeholders, and demanded clearer proof, which means you’ll hear more hesitation even when they’re interested. In Japan, objections often come out indirectly (“we need to think” or “it may be difficult”) because harmony and risk control matter; in Australia and the US you may get it straight (“too expensive”, “we’re happy with our current vendor”). Either way, an objection is engagement. Your job isn’t to win a debate — it’s to uncover what’s underneath the headline and solve the real concern.

Do now: Treat objections as buying signals. Stay calm, get curious, and move into questions, not defence.

What’s the biggest mistake salespeople make when they hear an objection?

The quickest way to lose the deal is to argue with the buyer — even if you’re right. We hear resistance and our ego jumps in: we correct them, justify ourselves, and start “proving.” That argument triggers buyer resistance in any market: in the US and Australia it feels like pressure; in Japan it can damage trust because you’ve disrupted the tone and made it harder for them to keep face. Even if you “win” the point, you often lose the order. The buyer doesn’t want a courtroom — they want reduced risk, clear value, and a safe decision they can defend internally. Objections are headlines; you need the full story before you respond.

Do now: Don’t defend. Assume the objection is incomplete information and your next move is discovery.

What is a “cushion” and why does it work for handling objections?

A cushion is a neutral circuit-breaker sentence that stops you reacting and buys you time to think. It’s neither agreeing nor disagreeing — it’s the pause between their porcupine and your response. If your habit is to jump in and correct the client, you’ll keep doing it until the end of time. The cushion tells your brain, “hey genius, don’t argue with the client.” Simple cushions are: “I hear you,” “That’s a fair point,” “Thanks for raising that,” or “I can see why you’d ask.” Use the one that sounds like you, not like a script. The cushion isn’t the solution — it’s the doorway to the right question.

Do now: Build 3–5 cushion phrases you can say naturally and use one every single time before you respond.

What question should you ask first after any objection?

Ask, “May I ask you why you say that?” — because the only useful response to an objection is more information.The first words out of your mouth after an objection are critical. Ask “why” ever so sweetly and now they have to justify the objection. Sometimes I say it’s like being thrown a porcupine — bristling with quills — and your job is to throw it right back by asking “why.” An objection is like the morning newspaper headline: it’s a short form of a longer, more complex story. Don’t react to the headline. Get the story, then decide how to answer.

Do now: Cushion → “May I ask why?” → listen longer than feels comfortable.

How do you clarify and cross-check to find the real objection?

Clarify what you heard, then cross-check for hidden issues until they run out of concerns. Buyers don’t always share the biggest trouble first. They might offer a minor point just to get rid of you and avoid a big discussion. You want that big discussion, because you want the sale. Think iceberg: the tip is what they tell you; the real problem sits under the waterline. After they explain, you clarify: “Thank you. So, as I understand it, your chief concern is… is that right?” Then you cross-check: “In addition to X, are there any other things of concern to you?” Repeat that question three or four times. Then prioritise: “You mentioned X, Y and Z — which is highest priority?” Now you know the deal breaker.

Do now: Clarify → cross-check (3–4 rounds) → rank the concerns so you tackle the deal breaker first.

How do you reply: deny, agree, reverse — and then trial close?

Once you’ve found the main concern, reply using deny, agree, or reverse — then check if the objection is gone with a trial commitment. If it’s incorrect or “fake news” (e.g., “I heard your company is going bankrupt”), deny it calmly and offer proof. If it’s true, agree — don’t justify the unjustifiable, because you shred your credibility. Admit the issue (quality, delivery, service), explain what you changed, and accept that some deal breakers can’t be overcome. In some cases, you can reverse the logic: “We take longer because our quality control prevents rework — and rework is a disruptive pain best avoided.” Then trial close: “How does that sound so far?” If more objections appear, repeat the process until they can buy.

Do now: Pick the right response (deny/agree/reverse) and immediately trial close: “How does that sound so far?”

Conclusion

Welcome objections because if there are no objections, questions, or hesitations it could be because they have already eliminated you as a potential solution provider and are just waiting to get to their next meeting. Better to know that early and get on our bike and go find a real buyer. The process is simple and it works if you’re disciplined: cushion, ask why, clarify, cross-check, reply, and trial commitment. Do that every time and you’ll stop being derailed by emotion and start moving deals forward with control.

Author credentials (place last)

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.

He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす” Rīdā).