1. TheGuide To
HANDLING
OBJECTIONS
TheArtofPowerful Pushbacks
Carl Rogers
Criteria for Success Sales Advisor & sales Manager
APublication of
Carl Rogers

2. Table of Contents
Introduction 3
Chapter 1: 5 Types of Objections 4
Chapter 2: Distinguishing Objections from Refusals 13
Chapter 3: When Do Objections Usually Arise? 16
Chapter 4: Identifying Your Biggest Objections 21
Chapter 5: Powerful Pushbacks 24
Chapter 6: How to Push Back Without Being Pushy 31
Chapter 7: I’ve resolved the Objection. Now What? 36
Conclusion 38

3. 3
Introduction
Dead in the water.
That’s how a sales objection can make you feel,especially when you don’t see itcoming.
Fear of objections can make things even worse—it can cripple your confidence going into
a sales meeting, setting you up for failure before you begin.
The ability to overcome objections is a powerful skill that sets top performers apart from
the pack. Top salespeople actually like being faced with objections—they understand
that objections can help keep prospect conversations going, and can even reveal prospect
needs that perfectly match the solutions the salespeople have to offer. A solid response to
a challenging objection can establish credibility and authority on behalf of your company,
increasing your chance of a successful close.
But how can we know in advance which objections our prospects will bring up? Though
thepotentialvarietiesofobjections might seem endless, they actuallyfitintoafew
standard categories. Once you master handling one pushback in acategory, you’ll be able
to respond easily and effectively to any number of variations on that theme.
This guide will help you identify the most common objections and develop strategies to
overcome them. You’ll step into your next sales meeting knowing you’re prepared for
anything.
If you’re done feeling dead inthe water, let’s dive in.

4. Chapter
1
5Types ofObjections

5. 5
5 Types of Objections
And What They Really Mean
If you remember one thing from this guide, remember this: Things are not always what
they seem.
What a buyer says is not always what they mean. It’s part of our job as salespeople—one
of the most exciting parts, we think—to dig for what’s under the surface, and use what we
find to motivate our buyers. By asking open-ended questions and getting personal, we can
uncover hopes, dreams, and fears our buyers might not even be aware that they have.
With this in mind, we’ve identified five main categories of objections that salespeople
typically encounter. Nearly every objection you hear will fall into one of these categories,
and learning what they are will help you prepare to respond effectively.
In this section, we’ll introduce you to the types ofobjections you’re likely to encounter and
the underlying beliefs that come with them. How to respond—Powerful Pushbacks—is
covered in a later chapter.
Here are the five categories:
1. Value/ROI
2. Urgency
3. Credibility
4. Lack of Pain
5. Lack of Authority

6. 6
1“ThatSounds Expensive.”
UNDERLYING BELIEF:
“I’m skeptical about the value/ROI.”
When a prospect brings up budget as an objection, the underlying story is about the value
or return on investment (ROI) they expect to receive from your product/service. Almost
anyone willbeable tofindthebudget forsomething theytrulyvalue—it’syour job to
position your product orservice inthe “can’t do without” category.
The same underlying belief canalsobeframed interms ofanexisting partner—ifa
prospect already has a vendor orpartner inyour space, they may have a hard time seeing
the value of switching to someone new. Use this opportunity to learn about their current
supplier and point out differences oradvantages to working with you.
This Might Sound Like:
“I just don’t have the budget right now.”
“We’re already working with someoneelse.”
“We have a partner we value.”

7. 7
You can do anything if you have enthusiasm. Enthusiasm is the yeast that makes your hopes rise to the stars.
With it, there is accomplishment. Without it there are only alibis.
– Henry Ford
If you are not taking care of your customer, your competitor will.
– Bob Hooey
Build one-to-one relationships with yourcustomers.
Let your biggestfans spend lots on things they value.
- NicholasLovell

8. 8
“It’s Not a Priority.”
UNDERLYING BELIEF:
“Your solution isn’t urgent.”
If abuyer hesitates or asks you to call back later, he or she likely doesn’t feel the urgency
to move toward your solution. Since a solution like yours might never have crossed her
mind, it makes sense she doesn’t want to discuss it. Reroute this objection by asking about
current priorities and using case studies to illustrate the value of your offering.
This Might Sound Like:
“Ijust don’thavetime rightnow.”
“We have a loton our plate this quarter.”
“We’re really focusing on other parts of the business right now.”
“Call me back next month”
2

9. 9
UNDERLYING BELIEF:
“CanYouHandleIt?”
“I’m not sure Itrust your credibility.”
Smallbusinesses andstartupsoften faceoneparticularobjection: The question of
credibility. When you’re just starting out, or are a small fish in a big pond, your prospects
mayreactnegativelytothefactthattheyhaven’theardofyou. Big brandnamesspend
millions on generating brand awareness for agood reason—people tendto trust
companies they’ve heard of, and that often results insales.
This Might Sound Like:
“I prefer to work with someone inour industry.”
“I’ve never heard of you.”
“Why would I choose you over [larger competitor]?”

10. 10
“I Don’t Think We Really Need It.”
UNDERLYING BELIEF:
“We’re not in pain.”
If abuyer suggests they don’t need your solution, the underlying belief is that they
aren’t in pain— that is, they think the status quo is good enough. It’s your job to ask
probing questions to uncover a pain point that needs immediate attention. It may sound
daunting, but prospects are often more readily motivated by pain than pleasure— that is,
prospects will often dedicate more resources to consequences than to opportunities.
This Might Sound Like:
“Sounds nice,not for us right now.”
“Well, what we have isn’t perfect, but we’re muddling through.”
“We’re happy with the solution we already have.”

11. 11
5“I’m Not Authorized.”
UNDERLYING BELIEF:
“I’m not the decision-maker, and I’m not sure I’m
comfortable referring you up.”
Ifyour prospect pushes backby saying they’renotauthorizedtomake purchasing
decisions, you might be hearing a statement of fact, rather than an objection. Your goal
inthiscaseisnottodispel anunderlying belief,butrathertoinstillconfidenceinyour
prospect to introduce you up into the organization.
This Might Sound Like:
“Let me run this by my business partner and get back to you.”
“Those decisions are made atthe corporate level.”
“My budget is sethigher up the food chain.”

12. 12

13. Chapter
2
Objection orRefusal?

14. 14
Objection or Refusal?
How to Tell the Difference
Sometimes, a prospect just won’t fit with your solution. Don’t stress! It’s better to figure
that out early than waste time chasing an unproductive lead.
An outright refusal can actually be a gift – itlets you clean out your pipeline and focus on
remaining deals with higher potential. Before you start pulling out your list of Powerful
Pushbacks, use the three techniques below to determine whether you’re dealing with a
true objection or a flat refusal.
Technique #1: Ask for
feedback.
One ofthebest ways toweed out badfits
fromyour pipeline istobe upfront about
fitrightfrom the start.Getinthe habit of
asking your prospects, “Would you dome a
favor and let me know if itsounds like I’m
presenting a solution that doesn’t meet your
needs? I want to make sure we’re making the
best use of both of our time.” This serves the dual purpose of communicating respect to
your buyer and giving them an opportunity to say “no” before you gettoo far down the
rabbit hole.
Ifyoursolution isn’tafit,it’sbestnottoforceit.Know howtorecognizeanoutright
refusal so both you and your prospect can move onwith your day.
“Would you let
me know if it
sounds like I’m
presenting a
solution that
doesn’t meet
your needs?”

15. 15
Technique #2: Do your homework.
Theeasiestwaytotellanobjectionfromarefusalistoreallyknow your prospect.You
should do enough research to know with reasonable certainty whether this prospect is a
good fit for your business—or know the right questions to ask to determine fit. Analyze
your best customers andlistouttheirattributes.Make abaseline foragood fit—not
meeting these criteria puts your prospect on the “bad fit” list.
Technique #3: Ask the right questions.
Inaconsultativesale,aselling conversationisasmuchaninterviewofthebuyer asitisof
the seller.If you’re not certain of fit, ask tough, pointed questions aimed at disqualifying
your buyer. Remember, adisqualificationisnotthesameasalostopportunity—it’s
cleaning out your pipeline to make room for more viable opportunities. Use your “good
fit” list to determine the right questions to ask. At Criteria for Success, we’re interested in
developing long-term partnerships with our clients. If a prospect indicates they’re looking
for a one-and-done solution, it tips the scales for us in favor of disqualification.
You’ll alsowanttomake sureyouasktherightopen-ended questions. Expressing a
genuine curiosity inyour prospect’s needs (rather than forcing your solution) will help
you identify agood fit.

16. Chapter
3
When Do Objections Usually Arise?

17. 17
When Do Objections Usually Arise?
Think Like a Boy Scout: Be Prepared
People don’t like to be sold, and your prospects are no different. It makes sense, then, that
prospects often object at times when they feel as though they are being “pitched.” It’s these
moments when a prospect can become wary of a salesperson’s intentions and focus his or
her efforts on maintaining control of the situation.
Keep in mind that different objections usually arise during different stages of the buying
cycle. Here are the four most common times a salesperson will field objections, as well as
the best ways to combat them.
Cold-Calling
Cold-callsaretrickybecause theyrequirepitchingtoaprospect outoftheblue. Asaresult,
most prospects will regard you as an interruptive salesperson and try to maintain distance in
an effort not to be “bought.”
OBJECTION: During acold-call,your firsthurdle is usually related tocredibility. By
definition, the target ofa cold-call likely won’t have heard of you and will be skeptical right off
the bat.
SOLUTION: Be prepared to quickly demonstrate your value and put your call ina context the
prospect understands—for example, relate to their business or one of their competitors.
OBJECTION: A prospect may brush off your cold-call by saying they don’t have time to talk.
SOLUTION: Acknowledge their objection and suggest you could call them back another
time—or set up an in-person meeting. One approach is to frame an in-person meeting as the
more efficient option, since it’s easier to discuss your solution (and address their objections)
face-to-face.

18. 18
Humanbeingsarenaturalmimickers.Themore you’reconsciousoftheotherside’sposture,
mannerisms, and word choices—and themore you subtly reflect those back—the more accurate
you’ll be attaking their perspective. – Dan pink
Don’t wish it were easier, wish youwere better. – JimRohn
The questionsyouask are more important thanthe thingsyoucould ever say.
- Tom Freese

19. 19
Qualification
Qualifying an opportunity is a chance for you and the prospect both to offer objections. You’ll
wanttomakesurethisprospect isagoodfitforyouroffering,andbepreparedtomoveonif
signs point otherwise.
OBJECTION: For aprospect, aqualifying meeting orphone callisoftenthefirstreal
opportunity to learn more about your company and your solution. She may have particular
concerns about value/ROI, credibility, and urgency.
SOLUTION: You should be prepared to answer a lotof questions, as well as ask your own.
By making aqualifying meeting a dialogue, you can tailor your presentation to suit your
prospect’s needs.
OBJECTION: You may encounter prospects who have a say in purchasing decisions,but don’t
make the final call.
SOLUTION: You’ll want to make sure you set up a time to meet with the decision-maker
before the end of the meeting. Never get off the phone without a next step in the calendar!

20. 20
Sales Meetings
Depending onwhom you’ve already met, sales meetings can either be very smooth, or very
unpredictable.
OBJECTION: If you’ve been dealing with the final decision-maker the whole time, your
final sales meeting might focus on laying out how your solution could be implemented and
discussing budget rather than overcoming objections. You’ll likely have addressed most
objections already, but may have some pushback ontimeline or budget.
SOLUTION: While you mightnotfacemanynew objections (especially notmanyinthe
“credibility” category), you should be able to discuss implementation and budget with the
same levels of expertise. Have case studies, examples, and previous success stories lined up to
draw from, and ask questions to demonstrate you have the prospect’s best interests at heart.
OBJECTION: Your original contact may have been a mid-level employee, which means that
when you go in for the sales meeting, you may hear their manager’s objections for the first
time.
SOLUTION: You canprobably expectobjections fromthemanagertobesimilartothose
you already fielded from her direct report, but don’t letyour guard down—you should still
be prepared to field objections in any of the five categories during a sales meeting with new
faces.

21. Chapter
4
Identifying Your Biggest Objections

22. 22
Identifying Your Biggest Objections
Experience is the Best Tutor
Mostsalespeople getthesameobjections overandover.Ifwedon’tlearntoproperly
respond to our most common objections, getting rejected can start to get demoralizing.
The firststeptoovercoming objections istoidentifytheones you hearmost often.This
varies from salesperson to salesperson, so in order to understand your own, you’ll need to
do a bit of self-reflection.
To do this, write down the objections you’ve
encountered, thenlistoutyourresponses
andtheoutcome oftheconversation.This
simple exercise will give you a better handle
on whatisandisn’tworking in your sales
calls,and will helpyou know what to look out
for going forward.
Another method is toget together with
colleagues and brainstorm the 10-20
objections you hearmostoften, thencome
up with the best practice pushbacks for those
objections. Learning from and sharing with your colleagues is one of the most effective
ways to improve your own performance, as well as the performance ofyour team
as awhole. Keep your internal bestpractices in a shared space, like a Google doc or
collaborative wiki,so the document can evolve over time.
Write down your
most common
objections on the
following page
and learn from
your colleagues’
experiences.

23. 23
Exercise
Take some time right now to list a few of the objections you’ve heard recently.
Group them bythecategories presented inChapter1,and rememberto
phrase them as if you’re the prospect.
Category Objection
Don’t see the value/ROI
Ex: “That sounds expensive.”
Don’t feel the urgency
Ex: “It’s not apriority.”
Skeptical of our credibility
Ex: “I’ve never heard of you.”
Don’t feel the pain
Ex: “We don’t need it right now.”
Lack ofauthority
Ex: “I don’t make those decisions.”

24. Chapter
5
Powerful Pushbacks

25. 25
Powerful Pushbacks
What to Say and When to Say It
Now that we’ve defined the categories of most common objections and identified a few of
the objections we see inour day-to-day work, it’s time to focus on pushbacks.
Agreatpushback should guide theprospect towarddiscovering thevalueofyour
product or service. Just as the most common objections fall into five categories, Powerful
Pushbacks map to those objections and fit five main themes.
1. Communicate Value/ROI
2. Establish Urgency
3. Demonstrate Credibility (using examples/success stories)
4. Probe for Pain
5. Set up Next Steps/Develop Champions

26. 26
Theme #1: Communicate Value/ROI.
Ifyou’re facedwith one ofthefirst category ofobjections, your pushbacks should
demonstrate the value of your offering, as well as emphasize the ROI your buyer will see.
Many salespeople resort to discounting, rationalizing, or haggling in the face of a budget-
relatedobjection. Instead, takeastep backandrecognize thisobjection isn’tactually
about how much your solution costs. Spend time asking probing questions to determine
your prospect’s priorities, then frame your solution in terms of what your prospect does
value.
When theobjection hastodo withtheprospect’s existing supplier relationship, you
should take a slightly different approach. Acknowledge the relationship positively, then
probe—subtly introducing a distinction between the existing partner and your company.
For example, “I’m happy to hear that! Could you tell me what you like about working
with them?” or“What do youtypically discuss inyour monthly progress meetings with
your provider?” Thatcan leadto,“Oh, you don’t have monthly progress meetings? We
make those a priority…” which can lead to,“Here are afew of the topics we cover with our
clients…”
Salespeople are not needed toquote prices. They
arethebridgebetweenthesellingpriceandthe
perception of value provided toearn the sale.
- Jeffrey Gitomer

27. 27
Theme #2: Establish Urgency.
Reluctant buyers need a little push to recognize the urgency of your solution. Using the
strategies above to demonstrate the value of your solution can help, particularly if you
can pinpoint where your prospect is allocating priority resources. Don’t expect to change
your prospect’s mind right away, but do plant seeds about how your solution fits into or
complements your buyer’s current strategy.
Keep inmind that some buyers simply won’t feel aneed to buy right away. If your product
typically has a long sales cycle, establishing a need may take longer, and that’s perfectly
okay. Don’t pressure your buyer—set up ameeting to discuss itagain a few weeks later.
“What would it mean to your company
if youreducedwasteby15%?
What wouldit mean foryoupersonally?”
Theme #3: Demonstrate Credibility.
One of the most powerful ways for new or small players to establish credibility is to bring
prominent casestudies thatillustratetheiradded valueandabilities.Ifyou can’tname
past clients directly, find an indirect way to suggest the size or importance of that client—
forexample, “Apastclient ofours, one ofthelargest accountingfirmsinthecountry,
found our solution helpful for x, y,and z.” Make sure your examples include a statement
of the problem your client faced, the solution you provided, and the concrete results
ofyour work. The more specific, the better—“reduced waste by 70%” is stronger than
“dramatically reducedwaste.”

28. 28
Theme #4: Probe for Pain.
Painisverypersonal, andapowerful waytomoveyour buyer toactionistohelp them
feel their specific pains. Using open-ended questions, uncover how a change in approach,
anewproduct, oranewservicemightaffectyourbuyer onapersonallevel.Questions
like,“How would a failure to reduce waste impact your job?” followed by “How would
this affect youonapersonal level?” may reveal—to both you and your buyer—hidden
emotional pains that can prompt greater interest in your solution.
Theme#5:SetupNextSteps/Champion.
Yourcontactmaynotbethedecision maker,butthatdoesn’tmeanyou should thinkofa
conversation with him or her as awaste of your time. Be respectful, and acknowledge the
value of your contact’s input. Develop a personal connection and nudge them to introduce
you up to decision makers. And above all,don’t leave the conversation with your contact
saying, “I’ll look into itand getback to you.”
Always setup a Next-Step meeting while you’re still onthe phone, ideally to meet someone
higher upthefoodchain.Treatyourcontactasyourinternalchampion,andgive them
any information they might need to feel comfortable recommending you.
“I understand you’re not the final
decision-maker.Istheresomeoneelse
in the organization you wouldbe
comfortable referring me to?”

29. 29
Exercise
Look at the objections you listed in Chapter 4, and take some time to think of
pushbacks you and your colleagues have used to respond. What reaction did
you get from the prospect?
Objection Pushback Reaction

30. Chapter
6
How to Push Back Without Being Pushy

31. 31
How to Push Back Without Being Pushy
Tips To Keep The Conversation Going
Fear of coming across as rude orpushy can often derail great salespeople from deploying
powerful pushbacks to their buyers’ objections.
Here are some tips for how to stay calm and collected when handling an objection.
11
Be Respectful.
This might seem obvious—it’s something you should keep inmind in all parts of sales
(and life!)—but itbears repeating. Be respectful to your prospect, as well as her objection.
Acknowledge the objection as a valid concern, then present asoft pushback.
• “Ican certainly understand that.Can you tell me more about…”
• “Absolutely, that makes sense. Have you ever thought about…”
• “That’s agreat point, and actually a very common question people have about our
solution. Let me tell you how …”
Keep the tone light and conversational, and be prepared to move on if the prospect stays
firm.Comeprepared withsmooth transitionsbetween questionsso you don’tseem
flustered. For example:
• “Sure thing, thatmakes sense. I’m also curious about…”
• “Absolutely, I don’t want to press you on it. Whatabout…?”

32. 32
2Accept and Probe.
Remember, every objection is founded on an underlying belief—don’t take what a
prospect says at face value. Instead, ask follow-up questions to help you continue the
conversation and identify areas where your prospect might have unmet needs.
Here’s an example ofaweak pushback:
Prospect: “I don’thave the budgetrightnow…”
Salesperson: “Oh! Well you’ll be happy to hear our solution is cheaper than the
competitor.”
Prospect: “Okay, but I stilldon’t have anything allocated forthis.”
This pushback was weak because the salesperson ignored the real problem behind
thisobjection. Aswenoted earlier,whenaprospect saysshehas“nobudget,” sheis
not actually bringing up a budget issue—she’s saying she doesn’t see the value of what
you offer. If this objection came up early in the call, you may have been trying to close
toosoon. Lettheconversationrunandidentifyafewpainpointsbefore bringing up
budget.

33. 33
Now, here’s an example of a strong pushback:
Prospect: “I don’thave the budgetrightnow…”
Salesperson: “I can understand that, a lot of us are budget-constrained right now. Can I
ask where you’re allocating priority budget this quarter?”
Prospect: “Let’s see,right now our priority is getting more leads,so we’ve invested in
an off-site lead generation service.”
Salesperson: “That’s great, those kinds ofinvestments can really help you push revenue
forward. How’s itworking sofar?
This pushback was strong because it kept the conversation open and positioned the
salesperson asacuriouspartner.Ifaprospect indicatesaprioritybudget areathat
aligns with your product/service, this gives you agood window to present a success
story that aligns with their goals. If not, go back to your needs assessment and try to
find afit.
Successful people ask better questions, and as a
result, they get better answers.
-Tony Robbins

34. 34
3Use a Success Story.
One ofthemostpowerful waystopresentapushback isby framingitintermsofa
success story. Acknowledge that this is an objection you’ve heard before and explain
how you helped a previous client overcome it.This strategy is particularly effective if
you have an example up your sleeve from the prospect’s same industry—ideally, an
example of improvements for their top competitor.
Prospect: “I’m not sure…I usually prefer to work with larger companies.”
Salesperson: “It’s funny youshould say that, because that’s exactly what [recognized
name of former client] said when we were discussing this solution.
They actually found that, though we’re a smallercompany, we were
able to provide alevel ofservice they’d never received from [big name
competitor].”
Keep inmind that astrongpushback should be astatement responding to the
prospect’s concerns,andshould always befollowed upby aprobing question—a
question that guides the prospect toward your solution or reveals more needs/pain.
The word “guides” isparticularly important here—you want prospects to discoveryour
value, not have itshoved down their throats.

35. 35
The bestsalespeople knowthattheirexpertise canbecome theirenemyinselling.
Atthe momenttheyare temptedtotell the buyerwhat“he needstodo,”
theyinsteadofferastoryabout a peerof the buyer.
-Mike Boswoth
The difference betweenasuccessful personandothersisnota lack of strength,nota lackof knowledge,butrathera
lack of will.
– Vince Lombardi
Most people think"selling"isthe same as"talking".Butthe mosteffective salespeopleknow thatlisteningisthe most
importantpart of theirjob. – Roy Bartell

36. Chapter
7
I’ve Resolved the Objection... Now What?

37. 37
I’ve Resolved the Objection...
Now What?
Moving past an objection is important, but it doesn’t guarantee success. Often, recovering
from an objection is like opening a window, but you may still have a long way to go before
the door opens.
Theeasiest waytokeep theflowoftheconversationgoing istohaveaplangoing in.We
recommend bringing aprinted agenda with you to every in-person meeting—maybe even
emailing acopy ofyour agenda to your prospect beforehand.
This will show your prospect you’re
responsible, prepared, andprofessional,
and will give you guideposts to help move
through the meeting. You don’t have to say,
“Alright, now we’re moving to Bullet Point
Four intheSerious Meeting Agenda”—
just keep the points in mind and let the
conversation progress naturally.
If you find yourself or the prospect veering
offcourse, it’sokay to gently guide the
conversation back to the agenda. Frame it
interms ofkeeping the meeting “efficient and productive”—this shows the buyer that you
both respect their time and like to keep things organized.
Remember that overcoming objections doesn’t mean the sale isasure thing. It’s possible
that the stars won’t align and your solution won’t be afit, but responding appropriately
and persuasively to objections is a huge step in the right direction. Just keep in mind that
the goal isn’t to close on every sale—it’s to close on every one of the right sales.
“An objection is
not a rejection;
it is simply a
request for more
information.”
- Bo Bennet

38. 38
Conclusion
Objectionscanbescary,but we hope this guidemakesthemless
intimidating.Thekey to success in many fields is practice and
preparation, and sales is no different—once you
Know your strategy, you can perform likea chess player, planning a
few moves ahead and being ready for tough questions.