The Solution Engineer's Essential Guide To Objection Handling

Let's face it, objection handling and Q&A sessions go with the territory for Solution Engineers (SEs). Whether you prefer questions as you go along, or saved up until the end, some objections are inevitable.

But do you understand the motives behind the questions? And have you learned your 'defences against the dark arts' for objection handling?

In my latest article for Solution Engineers I unpack the delicate balance of skills and techniques for expert objection handling. I also examine the common ‘objector personas’ and their underlying motives.

This is your essential cut-out-and-keep guide to objection handling based on my decades of experience in pre-sales. Here are my Ten Top Tips and Eight Personas to look out for.

Ten Top Tips for Objection Handling

1. The Best Form Of Defense -- It's not difficult for most SEs to anticipate the tough questions you're likely to get. Proactively addressing potential objections early in your presentation is often the best way to neutralise them. You can use phrases like, "Often during this part of the presentation people ask ..." This allows you to inoculate your audience against a question before it's asked.
2. Defusing Landmines -- A landmine is a term given to an objection originating from a competitor, probably planted if they presented before you. These are often known weaknesses in your proposition. If you've done your homework you'll already have a mitigating response, but if these questions come up you could start your reply with, "This is a question often posed by our competitors ..." When executed subtly this exposes the game to the wider audience and discourages further landmines.
3. Don't Be Defensive -- Always be positive. If you're perceived as being defensive then it will arouse suspicion in your audience and elicit deeper questioning. I've seen this vicious circle end in tears!
4. It's OK Not To Know -- Don't guess answers or give vague responses. Audiences can smell this from 500 yards. If you don't know then say so and commit to getting the answer quickly. Ideally give a specific and quick time frame. For example, "I'm not 100% sure and don't want to guess, so I'll get back to you tomorrow with an accurate answer." And ... don't forget to deliver on your word!
5. Always Follow Up -- If you're asked a question and later think, in hindsight, you could have given a better answer, then it's not too late. It's OK to follow up later with a clarification or further information. It shows you’re thoughtful and diligent, and is a good way to maintain dialogue after the event.
6. Practice Makes Perfect -- I'm surprised at the number of SEs who don't practice Q&A techniques. This is often in the mistaken belief that it's something you can't rehearse. Why not hold a workshop with your colleagues and take it in turns to ask each other those killer questions, then discuss with the group what the optimum response could be?
7. Just Because You CAN it doesn't mean you SHOULD -- When asked a question about a software solution, I often see SEs try to dive back into a demo to show the answer. This is mostly dangerous and unnecessary. The SE believes they need to prove what they say, but simply answering the question verbally is enough. If you have time AND you've rehearsed in anticipation of the question then go ahead. Otherwise, why take the risk?
8. What's The Impact On Your Business? -- This is one of my favourite defenses. If you're asked a detailed question about your solution and you know it's taking you into some dark corners, bring it back to your customers' business. Frame your response as a clarification such as, "Before I go ahead and answer that, could you explain the impact on your business of ..." Even if your actual answer is a little ugly, it will help the audience frame it in the proper context.
9. The Three Cs -- This is a great technique for job interviews too. Whenever you're asked a question ... Clarify the question. Give a Concise answer. And Confirm you have answered their question. It's simple, but makes a huge difference in terms of empathy with the audience and respect for their question (as well as buying you some valuable extra thinking time). [By the way, one C to avoid is the ubiquitous cliche! So avoid the responses that most annoy audiences like, "That's a great question ..." or "How long's a piece of string?" They're not cool!]
10. Never Finish On Q&A -- Why? Because the last question might end the session on a negative note and that's not good for a lasting impression. Even if you save questions until the end, leave a couple of minutes for your summary so you control the final messages. One technique I use is to have the summary messages displayed for the duration of the Q&A session so if time is cut short, at least they will have absorbed these for a few minutes.

This isn't an exhaustive list and I'd be interested to hear your own hints and tips for expert objection handling.

Eight Questioner Personas

The ten top tips apply to all questioners, of course. But how about those audience members with a specific agenda? Here are my eight most common questioner and objector personas.

For each I have listed how common they are, the riskiness of your interaction, their underlying motive and suggested handling techniques. [PC Disclaimer: I've used a mix of gender-specific names, but assume that these personas can be found in all genders!]

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1. Honest Jane

• Frequency: Found in most gatherings (thankfully).
• Risk: Low
• Description: Honest John / Jane is the type of questioner that SEs love. They have no agenda other than to complete an objective assessment of your solution. Often working from a checklist, they want to get the whole picture of how your solution meets their requirements. They can be your best friend or worst enemy (see below).
• Motive: Understanding and clarification.
• Response: If you give them a clear, concise and unambiguous answers to their questions they will value and applaud you. If you are vague or don't answer direct questions then they will quickly become irritated and impatient. So if you don't know the answer then just say so and commit to getting it to them as quickly as possible.

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2. Smart Alec

• Frequency: Found in most gatherings (unfortunately).
• Risk: Medium
• Description: We've all met Smart Alec (sometimes named after an intimate body part). They are mostly silent during your presentation and demo, but they're just awaiting the perfect moment to pounce. As the subject strays on to their area of expertise, they launch their missile. It usually masquerades as an honest, yet specific question like, "What version of LDAP are you using in your Active Directory Domain Server?"
• Motive: They seldom want to know the answer. Primarily they want to show how clever they are, or expose your shallow knowledge.
• Response: You might know the answer, of course! Even if you do I would still recommend you use Tip #8 above. Try to bring them back to the impact on the business from their question. In my experience, other members of the audience will often spot Smart Alec too and help you out by closing them down (like, "Could you take that one off line, Alec? We have a lot to get through.")

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3. Eeyore

• Frequency: Often found in Public Services, Financial Services and elsewhere.
• Risk: Low/Medium
• Description: Eeyore has been around since the birth of mainframe computing. They understand the complexities of implementing mission critical IT systems and are deeply skeptical of anything that's sold as "easy" or "straightforward". Eeyore despises sales people, but respects technicians that know their stuff. They are almost impossible to convince and have burn marks on their fingers to prove their point! Eeyore is risk averse and doesn't like change (especially if it's called 'transformation'). Organisations often prize these individuals and they are a valuable 'monitor evaluator' for their major projects.
• Motive: Eeyore demands respect for their maturity and experience. They want to expose your sales patter as digital 'snake oil'. Eeeyore wants to ensure your solution is evolutionary, not revolutionary.
• Response: You need to be Eeyore's friend. (Their Winnie the Pooh.) Firstly, empathise with the their questions, admitting that many (other) suppliers fail to consider their requirements. Don't, under any circumstances, give them a simple or glib response to a question. Ask them how they would like you to prove the voracity of your solution. They're not often decision makers, but can be gatekeepers, so spend time to understand their concerns. Once a friend, they will be a strategic supporter.

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4. Friendly Fire

• Frequency: More often than you think.
• Risk: Medium
• Description: Desperate to impress your customer, your Friendly Fire sales rep asks you to show an aspect of your solution that they think will seal the deal. But it's totally unrehearsed. They think they're being smart, but they've just set a trip-wire for your own team. They have shot themselves in the foot. Friendly Fire is becoming more frequent because of the increasing ratio of sales reps to Solution Engineers. When you're not accustomed to working together your low level of rapport breeds uncertainty and mistrust.
• Motive: Mr or Ms Friendly Fire has good intentions. They think it's smart and that you have forgotten to show a deal-winning feature. But they haven't realised that there's probably a good reason for this. They are often the sales reps that jump in to answer technical questions when they clearly have insufficient knowledge.
• Response: Firstly, get to know your sales rep and discuss how you will handle any Q&A and objections. Just like a good lawyer, a good sales rep should never ask a question to the witness that he/she doesn't know the answer to. If you're put in this tricky position, use Tip #7 (Just because you CAN doesn't mean you should) and simply say that you you don't have time to dive back into the demo. Don't play Demo Roulette and hope that an unrehearsed feature will work!

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5. Trojan Horse

• Frequency: Fairly often.
• Risk: High
• Description: The Trojan Horse is a member of your customer's staff who has been primed with questions from your competitor. And because your competitor is smart and knows your weaknesses, the question arrives as a guided missile. Even smarter, sometimes the Trojan Horse asks a seemingly innocuous questions to draw you in, before landing a sucker punch. (Example: "I see your solution even supports XYZ protocol?" <pause for affirmation> "So why did Acme Corporation throw out your solution when they discovered it really doesn't?")
• Motive: The Trojan Horse has already decided that your competitor's solution is a better fit for their business. They want to ensure your competitor is selected and is willing to expedite this by sinking your proposition as quickly as possible. They do not want to be 'outed' as your competitor's champion and want to convince the audience that their question is all their own work.
• Response: You can only hope to neutralise the Trojan Horse, as they'll never be converted into your supporter. Where the questions are persistent and obviously 'landmines' set by your competitor, try prefixing your response with, "This is a question often asked by our competitor, but the real question is ..." and invoke Tips #2 and #8 above. Or simply acknowledge your potential weakness, but remind them of your strongest features and how you believe these are more beneficial to their business. You can't win on every aspect of your solution!

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6. Your Bestie (a.k.a Best Friend)

• Frequency: Often (hopefully).
• Risk: Low or Zero
• Description: Your Bestie is your customer champion. These are your customer contacts who are willing to sponsor your solution when you're not in the room. They know where your strengths lie, believe that you're better for their business and are willing to help you. (They're the antithesis of the Trojan Horse.) They don't want to be seen as overtly supporting you in public, but are willing to subtly help you win whenever they can.
• Motive: Your Bestie might be motivated by a true belief that you're the best solution. Sometimes the motive is more covert. These could include (but not be limited to) their desire to have your solution on their CV as a key skill, or they might even want to work for your organisation at some time in the future.
• Response: Your Bestie can help you in two crucial ways: (1) Give them some great questions to ask you that will reveal the true value of your solution; (2) Feed them the tough questions you want to ask your competitors. If you're smart, you'll give them a tough question to ask you (to maintain their cover), but you have a great answer, or can agree to undertake some 'free' development work that you already have planned.

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7. The Boxers

• Frequency: Not often, but scary.
• Risk: High
• Description: The Boxers are really having an internal dialogue, perhaps between departments or other warring factions. They ask you questions, but these are really designed to make a point to these other people. If you're not careful you'll be caught in the crossfire. (Example: "Would you advise us to develop a stronger data protection policy before implementing a new solution?" or "What would you say to someone who said that Email Marketing is dead?") The final proof that you're dealing with The Boxers emerges if the other party asks you an opposing question to prove their point!
• Motive: Your customer is probably involved in an internal squabble or battle of wills. They're using your authority as an impartial third party to make their point. They're not really interested if your proposition is selected or not. You are a pawn in their game.
• Response: In these situations I always attempt to clarify the question and find out why they're asking it. In extreme situations I've even suggested a 'time out' from the presentation so they can have a short internal discussion in private. As soon as you identify The Boxers it's important not to take sides (even if there's a side to be taken). The polite and neutral response is to acknowledge both sides of the argument without committing to either.

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8. The Assassin

• Frequency: Rare (but beware!)
• Risk: Highest
• Description: The Assassin will never buy your solution and will try everything to sabotage your chances of success. Your company has crossed him/her in the past and they have vowed to avenge your transgressions. They mostly lurk beneath the surface, but if they do ask questions they’re potentially lethal. (Example: "Why do you inflate your support charges once a customer is committed to your solutions?")
• Motive: As the old saying goes, "Revenge is a dish best served cold!" The Assassin is a silent deal killer. They will have a strong sense that they have been wronged in previous dealings and see your current encounter as an opportunity to even up the score.
• Response: As a Solution Engineer there is little you can do. If possible take the issue "off line" and buy time to build a sales strategy to counter The Assassin. In the longer term you need to spend significant time and effort to prove to them that times have changed and you're keen to repair the relationship. This starts with listening and empathy. Don't seek instant solutions.

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Final Words

Objection handling is a skill that can be practiced and refined. Most SEs practice in front of the customer and build these skills on experience (and emotional bruising!)

My final advice is LISTEN. Not because you're waiting to respond, but because you're seeking to understand the true question being asked.

I haven't attempted to provide a comprehensive list of personas and strategies, but those that are most common and that you'll find most useful.

I would love to hear your personal experiences and if you think I've missed anything crucial.

[Your views and opinions are always welcome. If you spot any typos or mistakes, I would welcome your feedback.]

I enjoy blogging about Customer Experience, Digital Marketing and, occasionally, Solution Engineering.

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• 4th Generation Solution Engineering
• Who Wants To Be A Solution Engineer?
• Why Solution Engineers Quit
• Is There Life After Solution Engineering?

You can view my other blog posts here. And why not follow me on Twitter: @CxDaryn