As a sales coach, you want your team members to succeed in closing deals and building relationships with prospects. But sometimes, they may encounter objections that seem hard to overcome or that make them lose confidence. How can you help them handle these situations and improve their sales performance? Here are some tips to guide your next move.
The first step is to understand why your team members are struggling to overcome objections. Is it because they lack product knowledge, communication skills, or sales strategies? Or is it because they face challenging or hostile prospects, complex or competitive markets, or unrealistic expectations? You can use different methods to identify the root cause, such as observing their sales calls, reviewing their CRM data, or asking for feedback from them or their peers.
Receving objections can help uncover the needs that are often called the need behind the need. Planning ahead for possible customer objections and talking through those with the team, prior to a customer meeting, can help the team be preparred to respond to those objections in a postive way. Putting yourself in the customer's shoes and asking questions or poking holes in the offer/product/solution can also help formulate stronger ways to overcome the objections.
Próximamente obtendré mi certificación como Manager Coach con TISOC. Ha sido de gran satisfacción este proceso en el cual he podido trabajar con muchos coachees que se desempe?an como lideres y empresarios apoyándolos a encontrar sus capacidades y sus competencias. Es impresionante cuando el proceso de coaching apoya grandemente en el logro de objetivos, en el desarrollo de planes , en la auto-confrontación para el desarrollo y crecimiento personal y laboral . Ser coach es un privilegio pues vemos el crecimiento de nuestros coachees y nuestro propio crecimiento, de esta forma encontramos nuestro propósito de vida de servir ,ver vidas y organizaciones transformadas.
Objections are awesome! I’m sure most of the people reading this article are already saying, 'You have got to be nuts.' Well, maybe I’m a little nuts, but just hold on a second and let me explain why I think objections are one of the best things you can have in your sales process. Objections are not a hard stop, they're not a condition, like "we're closing the business so we have no money." Objections are simply a request for more information. Unlike indifference or apathy, they are identifiable opportunities. If overcome, you’ll win the sale. Believe it or not psychologically they show interest. So don't freak out when you get objections, instead be patient, address their concerns, review the benefits they've agreed to and close the sale.
If one is hearing to many objections they have not listened to the clients problem deeply enough and asked enough probing questions to identify the real need and opportunity. If you have given the client a unique perspective because of your business acumen, one is bound to make the sale. If your sales team is struggling to overcome objections than they do not understand enough about the customers.
Les objections sont souvent la résultante d'une mauvaise découverte. Il faut écouter et debriefer les ventes pour avoir une analyse précise et trouver les solutions (Process de vente, fabrication ,SAV, ...)
The next step is to provide constructive feedback and coaching to your team members based on the root cause. You can use the SBI model (Situation, Behavior, Impact) to give specific and actionable feedback that focuses on the behavior and the outcome, not the person. You can also use the GROW model (Goal, Reality, Options, Way forward) to help them set goals, assess their current situation, explore alternatives, and commit to actions. Your feedback and coaching should be timely, frequent, and tailored to each team member's needs and preferences.
The most effective way I've found to coach and provide feedback is by Role-playing the scenario. Not only you provide observations but allow the seller to try again and practice different outcomes that he/she could face in front of the customer. You help them save time in their homework.
Les commerciaux ont besoin de feed-back. La méthode Sandwich est une bonne base. Il faut commencer par du questionnement ouvert puis apporter un sandwich : Point + Point d'amélioration et Point + en enchainant avec un plan d'action et la fixation d'objectifs SMARTED
When a team member struggles with handling objections, my next move involves a combination of training, practice, and support. First, I’d conduct a one-on-one session to understand their specific challenges and identify any gaps in knowledge or skills. Then, I’d provide tailored training, focusing on objection handling techniques, effective communication skills, and building resilience. Role-playing exercises are particularly beneficial, allowing them to practice responses in a safe environment I would then join them for the live session and observe. Take detailed notes of what the customer said and how they responded. Then debrief with the team member to identify the key moments and opportunities. These are known to be most effective
Identify what objections specifically. Is it cost? Is it time? Are they speaking to the decision maker? Some sellers may get an objection simply because they are pitching a gatekeeper. Others may be speaking to the decision maker but they are not finding their primary buying motives or building enough value. Identify what objections specifically. Role-play those objections. Do the next sales call with them and show them how to overcome objections by doing it. Too many managers tell sellers what to do rather than show them. Then, role play it more.
Si vas a observar y recomendar una mejora, debe aportar valor. Incluso si este feedback no se oportuno no suma, nunca olvides la regla: corrige en privado, felicita en público.
The third step is to teach your team members some effective objection handling techniques that they can apply in different scenarios. You can use the LAER model (Listen, Acknowledge, Explore, Respond) to guide them through a four-step process that shows empathy, clarifies the objection, uncovers the underlying need or pain point, and offers a solution or a benefit. You can also use the FEEL model (Feel, Felt, Found, Lead) to help them relate to the prospect, share a success story, provide evidence or proof, and lead them to the next step.
I've discovered that preemptively addressing objections is more effective than simply dealing with them when they arise. Take the initiative by addressing potential objections before the client raises them, offer viable solutions, demonstrate your product or service through a live demonstration, and confirm the client's readiness to move forward. This approach not only minimizes buyer resistance but also enhances your credibility, as it demonstrates your understanding of the client's business needs.
Il existe de nombreuses techniques de réponse aux objections. Le problème de l'objection est qu'elle est souvent prise comme une attaque face à laquelle on a envie de se justifier, se défendre ou contre-argumenter. la difficulté est de passer instantanément d'une volonté de convaincre à une volonté de comprendre. Je conseille la méthode : prendre l'AIR (Accueillir, Interroger, Répondre) en prenant la posture vert du DISC
La más efectiva es la que va en contra de lo que nos ense?aron cuando éramos peque?os: "nunca respondas una pregunta con otra pregunta", cuando finalmente es la mejor técnica y devolver las preguntas parafraseando lo dicho .
Uno de lo errores frecuentes es que algunos miembros del equipo tras un no del cliente realizan la pregunta Porque no desea? y piensan que es un rebate o que ya están manejando la objeción sin embargo hay que tener claro manejar la objeción es tomar la información que te dan tras las preguntas, identificar las oportunidades y responder creando la necesidad del cliente. La base de cualquier estrategia es conocer al cliente e indagar información personal que luego sea útil para argumentar la venta y manejar las objeción
The fourth step is to help your team members practice and role-play objection handling scenarios with you or their peers. You can use real-life examples from their sales calls, or create hypothetical situations based on common or difficult objections. You can also use different formats, such as one-on-one sessions, group discussions, or online platforms. The goal is to help them rehearse their responses, improve their confidence, and receive feedback and suggestions.
Le training est indispensable comme dans le sport avec la répétition des fondamentaux. On peut faire des jeux de r?les mais les RDV en visio permettent aujourd'hui de débriefer facilement de véritables RDV...ce qui est l'idéal
Without fail, every single time there is a repeat pattern for specific objections, it is a result of the discovery phase of sales. Not enough questions or not the right ones. *This is assuming the prospect is qualified.* Sales leaders, first listen to 2-3 sales calls. I use MeetRecord (like Gong but a fraction of the cost and best suited for my Startup clients under $20M p/y in TLR). Then jump into the most challenging client persona and role play using the observations you have made while listening to calls. Have fun! Happy Selling, Michelle
The final step is to monitor and celebrate your team members' progress in overcoming objections. You can use various metrics, such as conversion rates, customer satisfaction, or revenue growth, to measure their improvement. You can also use qualitative indicators, such as testimonials, referrals, or recognition, to acknowledge their achievements. You should also provide ongoing support, encouragement, and recognition to your team members, and celebrate their successes and milestones.
Après avoir fixé les objectifs et les KPI il faut les suivre et continuer à les analyser pour célébrer les succès et travailler sur les difficultés qui persistent
Get in the car and go on calls with them. Too many “managers” do office training. Show them. Managers talk about their successes and have all the answers. Guess what? I’ve never seen salespeople not struggle at times during their tenure. Let them know how you handled it cold spells. The salespeople already know you were successful or you wouldn’t be the leader… well, most folks wouldn’t be. Leaders demonstrate with real customers. You cannot replicate a sales call in training. You can come close and it’s helpful, but nothing is better than a live sales call.
One of the most important things to consider here BEFORE looking at any kind of intervention, is to look at which objections are regularly coming up for the team. In Stand Out Selling, we talk about how often these objections can be reduced/avoided by making changes to how the salesperson is positioning the product or service, or even how they are starting their calls - which all depends on where in the sales process the objections are being triggered for example. You might find that the vast majority of the objections ‘disappear’ with some clever work around their calls/meeting process/positioning, and then you have a much smaller (and easier) problem to deal with!
Objections are usually the result of the quality of the previous steps. Ever notice when listening to the top producers with their clients and they face very little objection? Used to drive me nuts! I would blame the lead, the client, blame the process, blame everyone but the most accountable person....me! Then I stepped my game up and found the person responsible for all those objections....in the mirror. I changed by covering and removing the objections in the way I was presenting. Most importantly, by asking the right questions with genuine intent.
In my experience - I liked to practice the face to face presentation with my sales people. We each practice playing the part of being the customer and playing the role as the sales professional. This way we can share what went well and what areas we need to strengthen and develop to be more effective in front of the customer. If we don’t practice with each other then we practice with the customer which is never ideal.
It is important to level up all team members on technical aspects or product knowledge first. After this focus on objection handling techniques and role play between team members offering feebback on these sessions