Objections

4The Science of Resistance

In sales, it's not what you say; it's how they perceive what you say.

—Jeffrey Gitomer

You're at the end of the sales process. After weeks of research, meetings, discovery, demos, and gaining a series of micro-commitments, you've delivered a masterful presentation and walked the decision maker through the proposal. He agrees with your recommendations and it feels like everything is a go.

Sensing the time is right, you ask confidently for his business.

After a moment of silence, he looks down at his desk and says, “We're going to need to think this over a little more before making any long-term commitment.”

Whiskey-Tango-Foxtrot! You think to yourself what you wish you could say out loud.

We've been discussing this project for three months. We've had multiple meetings, three demos, a pilot, and a dozen phone calls. You said yourself that the clock is ticking to get this implemented and you can't wait any longer! What the F#&$ is left to think about?

What do you have to do to get this guy to act? You fantasize about reaching across the table, grabbing him by his collar, and screaming, “Sign the damn contract you fool!”

This is the stuff that frustrates and, frankly, pisses salespeople off: vague, passive objections that make no earthly sense. Prospects under severe time crunches who suddenly become lackadaisical procrastinators. Stakeholder groups that need to:

• Run you through demo after demo, only to object at the last moment that they no longer ...