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<v Speaker 1>The trip really to dealing with anchors or objections is

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<v Speaker 1>a really simple one. Don't get emotional, don't get defensive,

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<v Speaker 1>don't try to overcome it, because the reality is if

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<v Speaker 1>you don't know what you're tackling, you may then handle

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<v Speaker 1>it in correctly and put yourself at risk in terms

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<v Speaker 1>of the opportunity.

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<v Speaker 2>You're listening to the Audible Ready Podcast, the show that

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<v Speaker 2>helps you and your teams sell more faster. We'll feature

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<v Speaker 2>sales leaders sharing their best insights on how to create

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<v Speaker 2>a sales engine that helps you fuel repeatable revenue growth.

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<v Speaker 2>Presented by the team at Force Management, a leader in

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<v Speaker 2>B to B sales effectiveness. Let's get started.

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<v Speaker 3>Hello and welcome to the Audible Ready Sales Podcast. I'm

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<v Speaker 3>Rachel Klett Miller. Today we are going to be talking

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<v Speaker 3>about handling objections with face objections a lot of times

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<v Speaker 3>throughout the sales process at all different types, even from

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<v Speaker 3>trying to get that first meeting until the final close.

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<v Speaker 3>And I've brought Antonella Oday on here to talk to

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<v Speaker 3>us about handling objections. Hi.

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<v Speaker 1>Antonella, Hi Rachel, thanks for having you back.

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<v Speaker 3>Yes, we're happy to have you Antonella. I'll just do

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<v Speaker 3>a quick plug. She just hosted a live event on

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<v Speaker 3>a sender on this very topic, So if you haven't

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<v Speaker 3>checked out a sender and you are looking to up

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<v Speaker 3>level your sales skills, please check it out at cender

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<v Speaker 3>dot co. We're also running events every month on there.

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<v Speaker 3>Super Valuable Antonella is one of our sales experts, but

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<v Speaker 3>thankful to have her on the podcast today. So Antonella,

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<v Speaker 3>let's just start with the mindset that we need to

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<v Speaker 3>have when we hear objections, Like, what is the mindset

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<v Speaker 3>we need to have when when we hear those as

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<v Speaker 3>a rep? Well?

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<v Speaker 1>When I think about mindset and objections, minds that I

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<v Speaker 1>really think is everything when it comes to handling objections,

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<v Speaker 1>how we see them, how we address them, very often

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<v Speaker 1>will make or break our opportunities. And if we few

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<v Speaker 1>objections as barriers, they tend to become exactly what we

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<v Speaker 1>think they are. They end up standing in our way.

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<v Speaker 1>They affect our state of mind, they impact our approach,

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<v Speaker 1>they ultimately impact the way customers engage with us. On

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<v Speaker 1>the flip side, if we view them as opportunities, and

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<v Speaker 1>when I say opportunities, I'm talking about an opportunity for

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<v Speaker 1>us as sellers to better understand the customer's point of view,

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<v Speaker 1>what they're thinking, to better understand their mindset and what's

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<v Speaker 1>driving it. An opportunity to better understand their why they

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<v Speaker 1>become just that, an opportunity that is more likely to

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<v Speaker 1>turn into business. Think about how valuable it is for

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<v Speaker 1>both the customer and us to have them talk about

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<v Speaker 1>those things out loud. To put this in an analogy

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<v Speaker 1>that probably everyone can relate to. Think about them in

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<v Speaker 1>the context of a road trip. You start on your journey,

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<v Speaker 1>you hit a roadblock. Now you have two moves there.

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<v Speaker 1>You can get upset and feel your journey's been disrupted

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<v Speaker 1>and complain about it, or you can view it as

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<v Speaker 1>an opportunity that maybe takes you to a new route

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<v Speaker 1>or one that has your problem solving skills, because we

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<v Speaker 1>all know that in reality, roadblocks are part of the

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<v Speaker 1>whole journey.

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<v Speaker 3>Yeah, you know, that's a great way to think about

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<v Speaker 3>them as an opportunity, and it's good to know it, right.

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<v Speaker 3>Wouldn't you want to know it now than at the

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<v Speaker 3>final stages of the deal, because in the early part,

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<v Speaker 3>if you know it, you can handle it, something about

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<v Speaker 3>it right and manage it. One thing I wanted to

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<v Speaker 3>talk about here at the start is the term objections

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<v Speaker 3>and anchors. We often intertwine them. Talk about why we

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<v Speaker 3>do and what we mean by anchors.

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<v Speaker 1>Yes, let's talk about anchors and what they are. So

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<v Speaker 1>anchors are a tactic that can be used to reframe

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<v Speaker 1>the conversation. Let me explain what I mean by that.

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<v Speaker 1>So let's take, for example, if a customer says, Wow,

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<v Speaker 1>you know, implementation seems more complex than I anticipated, and

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<v Speaker 1>I'm concerned about the time required. They're trying to create

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<v Speaker 1>a frame of reference for the conversation. They want the

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<v Speaker 1>focus on implementation, the complexity, the time. When they say

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<v Speaker 1>I don't want to pay for functions I don't need,

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<v Speaker 1>they're trying to change the reference for the conversation. And

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<v Speaker 1>what's interesting is that this could be conscious where they're

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<v Speaker 1>actively trying to frame or reframe the conversation, or it sometimes,

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<v Speaker 1>very often could be unconscious from the customer. The challenge

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<v Speaker 1>for us as sellers is that we allow this to happen.

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<v Speaker 1>We let our customers reframe the conversation and we die

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<v Speaker 1>like deep into it. So now you know what's the

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<v Speaker 1>connection between objections and anchors. All objections are anchors because

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<v Speaker 1>they all attempt to reframe the conversation, but not all

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<v Speaker 1>anchors or objections. You could have a situation where a

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<v Speaker 1>customer might say something like, I find it interesting that

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<v Speaker 1>you and your competitor tackling pricing so differently. We may

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<v Speaker 1>see that or interpret that as an objection, but they

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<v Speaker 1>just might be saying it a statement. It may not

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<v Speaker 1>need anything significant at all whatsoever, So it could come

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<v Speaker 1>in the form of a statement that's not truly an objection.

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<v Speaker 1>The trick really to dealing with anchors or objections is

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<v Speaker 1>a really simple one. Don't get emotional, don't get defensive,

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<v Speaker 1>don't try to overcome it, because the reality is if

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<v Speaker 1>you don't know what you're tackling, you may then handle

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<v Speaker 1>it incorrectly and put yourself at risk in terms of

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<v Speaker 1>the opportunity. And when I say risk, it could be

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<v Speaker 1>risk to damage the relationship. It could be the risk

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<v Speaker 1>of losing that customer. So use a customer's anchor or

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<v Speaker 1>objection as an opportunity to better understand your customer.

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<v Speaker 3>Yeah, that's great, that's great frame of reference there. And

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<v Speaker 3>I know there's a three step process that you have

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<v Speaker 3>that we teach reps to use whenever they hear an objection,

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<v Speaker 3>so I want to talk through that. I think for

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<v Speaker 3>those of you listening, this is a great way to

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<v Speaker 3>approach these objections in a methodical way and give yourself

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<v Speaker 3>the right mindset and use them to help you in

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<v Speaker 3>the deal. So first is showing that you hear it

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<v Speaker 3>right and not blowing by it, not ignoring it.

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<v Speaker 1>Yeah, absolutely, it should be obvious, but not always the

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<v Speaker 1>easiest to execute on right. The first thing you want

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<v Speaker 1>to do is listen really well. You want to demonstrate

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<v Speaker 1>that you hear what your customer's saying and that you

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<v Speaker 1>desire to better understand their business. So how do you

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<v Speaker 1>show your listening. You might say something that displays some

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<v Speaker 1>empathy and acknowledge your buyer's concern.

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<v Speaker 3>What does this do?

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<v Speaker 1>It allows your customer to feel more comfortable. It opens

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<v Speaker 1>the door to have a more in depth discussion about

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<v Speaker 1>what's important to them. It lays the foundation to build

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<v Speaker 1>some trust, all those things that we are focused on

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<v Speaker 1>if we're truly trying to build relationships with our customers.

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<v Speaker 1>What we don't want to do here is overpower the

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<v Speaker 1>discussion by talking over your customer and steering the conversation

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<v Speaker 1>away from them. You also want to avoid looking like

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<v Speaker 1>you're ignoring them and trying to get past the issue.

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<v Speaker 1>The reality is there's something underlying that anchor or objection.

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<v Speaker 1>The only way to get a good outcome for both

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<v Speaker 1>you and your customer is to understand what it is.

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<v Speaker 3>That's so true. And I think I was in a

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<v Speaker 3>contract negotiation actually this week, and we were going back

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<v Speaker 3>and forth on one specific point and we were holding

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<v Speaker 3>tight to it was a number in the conversation, and

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<v Speaker 3>then we just took a step back, and I was like,

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<v Speaker 3>why is this important to you? Why can't you come

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<v Speaker 3>up to where we are? And then they walked it through.

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<v Speaker 3>They said, well, here's the things that I'm worried about

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<v Speaker 3>if we put this hard number in this contract. I

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<v Speaker 3>was like, that makes total sense. Okay, let's figure out

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<v Speaker 3>how we can come to agreement because I understood the

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<v Speaker 3>why right, and getting defensive or getting annoyed or just

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<v Speaker 3>ignoring that in the conversation would cause problems down the road.

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<v Speaker 3>We were going for signatures, So let's figure out what

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<v Speaker 3>it is and understand the why, and then I can

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<v Speaker 3>explain the why too to our team when they see

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<v Speaker 3>that in the contract. So you also talk about understanding

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<v Speaker 3>that why. So we're not blowing by the objection. We

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<v Speaker 3>hear it, we're going to acknowledge it, and then we

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<v Speaker 3>want to understand the why. I just sort of kind

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<v Speaker 3>of ted you up for that, so expand on that

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<v Speaker 3>a little bit antonella.

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<v Speaker 1>Yeah, that's exactly right. The why is what is happening

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<v Speaker 1>very often beneath the surface that helps us better understand

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<v Speaker 1>the situation. It's the motivation behind their statement. So the

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<v Speaker 1>how in terms of understanding that why happens through really

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<v Speaker 1>good discovery, asking good open ended questions, asking questions that

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<v Speaker 1>help them and you get clarification. So let's go back

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<v Speaker 1>to that example I shared at the very beginning. Or

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<v Speaker 1>maybe the customer's concerned about the complexity of implementation. If

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<v Speaker 1>the goal is to get to the real root of

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<v Speaker 1>the concern there, I might ask some questions like what

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<v Speaker 1>previous experiences with implementation or influencing your concerns about this one,

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<v Speaker 1>or what resources or support do you have available in

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<v Speaker 1>house to handle the implementation, What does a smooth implementation

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<v Speaker 1>look like for you. There's obviously a lot more questions

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<v Speaker 1>you can ask, but you can kind of get a

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<v Speaker 1>sense that these types of questions, where's the customer to

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<v Speaker 1>validate and question their own point of view, and it

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<v Speaker 1>either helps clarify things for you, it helps clarify things

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<v Speaker 1>for them, and it potentially sets forth a good opportunity

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<v Speaker 1>for us to reframe as well.

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<v Speaker 3>Yes, so that's the next step, right, reframing the objection?

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<v Speaker 3>What do we do here? How do we reframe it?

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<v Speaker 1>So good news here, customers aren't the only ones that

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<v Speaker 1>get to set anchors in these conversations. We get to

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<v Speaker 1>do it as well, and we should as often as

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<v Speaker 1>we can. So if we want to reframe the conversation,

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<v Speaker 1>we can do it by using maybe a proof point

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<v Speaker 1>you have that's valid and aligns well with the person

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<v Speaker 1>that you're talking to, or it could be something that

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<v Speaker 1>they shared in a previous conversation that focused on what's

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<v Speaker 1>important to them. It could sound something like we just

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<v Speaker 1>finished working with acme Coorp, who had a highly complex

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<v Speaker 1>system and limited internal resources, and we were able to

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<v Speaker 1>successfully implement our solution in under three months. We provided

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<v Speaker 1>and what's step by step guidance, We set up the

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<v Speaker 1>rollouts so it would avoid disruption, and we offered hands

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<v Speaker 1>on support to their team throughout the process. Not only

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<v Speaker 1>was the transition smooth? They so great improvements in their efficiency.

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<v Speaker 1>Let's discuss how we can achieve similar outcomes for you.

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<v Speaker 1>So I'm now refraining the conversation. I'm taking it away

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<v Speaker 1>from the complexity and talking about how smooth and simple

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<v Speaker 1>we've made it for others. So we're addressing what might

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<v Speaker 1>be top of mind for them, but we're also now

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<v Speaker 1>having a conversation around what we want to talk about

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<v Speaker 1>in the context of still what's.

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<v Speaker 3>Important to the customer. Yeah, that's great, And you know,

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<v Speaker 3>you can't talk about objections without talking about the price

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<v Speaker 3>objection because it's probably the one we hear most often

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<v Speaker 3>even throughout the sales process. So talk about how we

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<v Speaker 3>would execute this like three step approach that we've gone

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<v Speaker 3>through with that objection.

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<v Speaker 1>Yeah, so price objections do come up really often. But

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<v Speaker 1>before I I walk you through like how am I

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<v Speaker 1>tackle it? I do want to briefly discuss like what's

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<v Speaker 1>really typically behind these price objections because the number one

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<v Speaker 1>reason why they tend to come up is because the

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<v Speaker 1>customer doesn't see value. They don't think your solution is

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<v Speaker 1>going to deliver that ROI that they're looking for, and

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<v Speaker 1>your only logical move if this is the case, is

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<v Speaker 1>to go back and try to re establish value. You

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<v Speaker 1>do that through maybe some of the questions that you

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<v Speaker 1>ask and keep that top of mind when you hear

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<v Speaker 1>them come up, because you don't want to use these

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<v Speaker 1>as a reason to go back to your manager and

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<v Speaker 1>ask for concessions, right. You want to be able to

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<v Speaker 1>handle these effectively on your own, because if you're giving

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<v Speaker 1>price concessions every time you have a price objection, you're

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<v Speaker 1>eating away at revenue for your organization, You're eating away

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<v Speaker 1>at margin for your objectives. There's a lot of downside

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<v Speaker 1>to that. So let's say your customer says to you, Hey,

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<v Speaker 1>you know, Rachel, your solution is very expensive. I just

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<v Speaker 1>not seeing how we're going to move forward here. Obviously,

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<v Speaker 1>you want to show that you're listening, so I may

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<v Speaker 1>say something to the effect that, Rachel, I hear what

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<v Speaker 1>you're saying. I know it's important to make sure that

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<v Speaker 1>any investment that you make is justified and it's going

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<v Speaker 1>to deliver the outcomes that you're looking for. So I'm

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<v Speaker 1>showing empathy. I'm proving that I'm actually paying attention to

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<v Speaker 1>what you just said. Now, I want to understand your

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<v Speaker 1>why Rachel, and I might ask a series of questions,

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<v Speaker 1>and these are just some examples. Obviously they should have

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<v Speaker 1>a good flow and they should follow one another. But

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<v Speaker 1>I may ask questions like what aspects of the solution

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<v Speaker 1>are you not seeing value in? Or I may ask

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<v Speaker 1>something like what outcomes have shifted since our last conversation,

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<v Speaker 1>or what priorities should I be aware of that are

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<v Speaker 1>not being met by our solution, or how are you

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<v Speaker 1>measuring the ROI or savings from the solution over time?

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<v Speaker 1>Things that help me understand and clarify where the customer

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<v Speaker 1>really stands. But if you're my customer, Rachel, I want

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<v Speaker 1>you to think about this more deeply, like am I

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<v Speaker 1>looking at this just from a price perspective? Or is

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<v Speaker 1>there more to this that I don't even as a

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<v Speaker 1>customer understand and I need to be thinking about. Once

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<v Speaker 1>I get at better understanding of the why now, I

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<v Speaker 1>want to reframe the conversation and I may say something

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<v Speaker 1>to the effect of, hey, Rachel, you know we've talked

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<v Speaker 1>a lot about how your goal is to increase revenues

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<v Speaker 1>by fifteen percent this upcoming year. I put you in

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<v Speaker 1>contact with one of the organizations that we're working with

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<v Speaker 1>and how we deliver those results for them. You've been

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<v Speaker 1>able to understand it from their perspective. Let's revisit how

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<v Speaker 1>we can deliver those outcomes for you. So now I'm

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<v Speaker 1>taking the conversation from I think this is expensive. I

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<v Speaker 1>want to reframe it around outcomes, because if I can

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<v Speaker 1>get you thinking about outcomes versus price, I may be

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<v Speaker 1>able to shift the focus for you on what's most

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<v Speaker 1>important for your organization at the end of the day.

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<v Speaker 3>That's great, that's great a common objection that we hear,

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<v Speaker 3>and thanks for giving us the context around that. I

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<v Speaker 3>hope that this conversation for all of you listening, you're

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<v Speaker 3>able to take some great little tidbits that will help

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<v Speaker 3>you in your sales conversations this week. That's always our

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<v Speaker 3>goal with the Audible Ready Sales podcast. Antonella, thank you

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<v Speaker 3>for your perspective today.

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<v Speaker 1>Thanks so much, Rachel all right.

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<v Speaker 3>And thank you all for listening. Make it a great week.

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<v Speaker 4>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 4>elite teams. Our proven methodologies deliver programs that build company

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<v Speaker 4>alignment and fuel repeatable revenue growth. Give your teams the

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<v Speaker 4>ability to execute the growth strategy at the point of sale.

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<v Speaker 4>Our strength is our experience. The proof is in our results.

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<v Speaker 4>Let's get started. Visit us at forcemanagement dot com.

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<v Speaker 2>You've been listening to the Audible Ready podcast. To not

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<v Speaker 2>miss an episode, subscribe to the show in your favorite

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<v Speaker 2>podcast player. Until next time, Kay,