How Do Sales Superstars Handle: "DON'T CALL ABOVE MY HEAD" Objection?
Daniel Adams
Helping Drive More Sales, At Higher Margins, In Less Time With Greater Forecasting Accuracy
Q: My sales team is progressing pretty well, but they often get stuck by "gatekeepers" or those who protect upper level management. Our customers frequently circle the wagons around their key executives, prohibiting access. On occasion they threaten to block us from future opportunities if we "go around" them.?Do you have any advice?
Diane
Phoenix, AZ
A.?Diane, great question.
Almost all sales reps have been warned by an adamant customer, "Do not contact Jill Smith (the Ms. Executive). If you do, you will certainly ruin any chance at winning our business."You may also have heard this objection voiced as:?
What is the best way to respond to this scenario? Below are three steps to an effective handling of the "Don't Go Over My Head" objection.?
Step One:?First, we must be able to identify that a problem exists. Consider asking yourself some of the following questions:?
The backdrop to this questioning is of crucial import--the real reason this objection is raised is typically due to a lack of trust between the customer and the sales rep.?
In addressing this breach, we will have to respond to the symptoms of the lack of trust before we can fully treat the underlying problem. Remember, the real focus needs to be on gaining trust, which leads us to step two.
Step Two: In the second step, we need to show empathy while trying to uncover the customer's motivation. Respond to a "block" by saying something like, "I can feel your reluctance for me to proceed further, however I think I can help your situation if I understand your reasons to limit access to Ms. Executive." Typically you will find that the senior level access block occurs for the following reasons:
We need to sympathize with the client and with Ms. Executive. After all, most sales representatives have absolutely no clue how to react when finally meeting with Ms. Executive. After dealing with lack of preparation and "hard-sells", Ms. Executive declares in exasperation that she will not meet with any sales reps.?
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Step Three: Armed with answers to the above questions, you are prepared to chose a Major Account Strategy. (See Strategy in the Building Trust, Growing Sales book, Chapter 4). You have the following options:
?A.?Accept (Frontal Attack Strategy)
?If you believe you have a GREAT chance of success given the customers' current buying process and decision criteria, then accept their demand. This called a Frontal Attack strategy. This strategy is NOT recommended unless you have a GREAT chance of success.
?B.?Go Around (Change The Game - New Game Strategy)
?This strategy is also NOT recommended and is considered VERY risky! You may win the battle and lose the war. That is, you may get the meeting but lose the deal at hand. Or worse, you may win this deal but damage relationships and lose future opportunities to work with this client.?
?C.?Negotiate Access using Quid Pro Quo (Change the Game - New Game Strategy)
?I like this one the best. You simply negotiate access to the higher level. "Sure, great, I understand your need to limit access at this time. At my company we look at the process a bit differently than other providers. We are sincerely interested in a mutually-beneficial, long-term strategic relationship. It will be critical for us at some point to meet with Ms. Executive. I would recommend that we do it together (see F below). We have found that our client is the beneficiary of these key executive meetings. For example, if we both have several points of contacts within each of our businesses it permits us to stomp out small sparks before they become infernos. We've also had instances where we modify our offering based upon these key discussions, resulting in a much better long-term solution for our clients. At what point in your process will we be able to meet with her?"?
?D. Higher Authority, Organizational Alignment (Change the Game - New Game Strategy)
?"Ms. Executive will be investing significant resources into this project. For the long-term success of this project our clients have shared with us that it is essential that our senior executives have a strong relationship with your senior executives. At what point in your process will we be able to do this?"
?E.?Simply Redefine, "Don't Call Above My Head" to, "Keep Me Posted." (Change The Game - New Game Strategy)
You may be able to say,?"I won't call above your head but I can't guarantee we don't already have others from my company already working with Ms. Executive. I know you don't want any surprises, so I'll be sure to keep you posted."
?F.?Come With Me, I'll Make You Look Great! (Change The Game - New Game Strategy)
?"Oh, I don't want you to think that I am planning to visit with Ms. Executive by myself. I am thinking about conducting an executive briefing and including you in the discussion. My other clients have found this to be excellent exposure for them. It really leaves a positive impression in Ms. Executive's mind about how you are running your department."
G.?Disengage Strategy?
After you get your responses to Steps One, Two & Three above you can then determine if it makes sense to continue to spend your company's scarce resources on this project or make use of the Disengage Strategy. This strategy of last resort would entail phoning your client, then following up with a formal letter indicating that you will be withdrawing your company from consideration.
Good Selling
Helping Drive More Sales, At Higher Margins, In Less Time With Greater Forecasting Accuracy
3 年Thanks Nick Cooper. You are a Superstar.
Regional Sales Manager - Zoll Itamar
3 年Love this objection. Happens all the time, quid pro quo is always the move that gets me through 99% of the time. I lucked out big time being in one of your sessions when I was at Belimed and still using what I learned 5 years later.