There are two critical dimensions to resolving objections, especially regarding complex and critical corporate-wide issues. First technical knowledge -- you know how important it is to have the technical knowledge you need to develop a credible, substantive response. The second is communication skills. Even the most thorough response can fail to satisfy the client's objection if it is not delivered effectively. The key is to create a dialogue, connect, tailor your response -- and not lecture your client.

The "right" answer can seem wrong if it is too long, too short, too technical, or positioned inappropriately. What you think is the "right" answer can even reinforce the objection you are trying to dispel.

For example, a client may say, "Your X is not as good as your competitors'."

Regardless of how technically prepared you are to deal with this (or any other critical objection), unless you understand what the client truly means and what the concern is, your response cannot be as on target and specific as it could be if you understood more. You must understand what the concern is, whose concern it is (is it your client's, his/her colleagues, or something a competitor has provoked?), etc.

However, to begin your response with your question can seem challenging to the client. By first acknowledging or empathizing before you ask a question to clarify the objection, you will connect and be able to reframe the negative situation. It is vital to acknowledge the concern -- not with a wooden statement, but with genuine acknowledgment. Most people mentally acknowledge, but it stops there and so does the connection. For example, you would say, "Karen I appreciate your telling me your feelings and I want to understand the concern about our quality vs. our competitors." Then ask your question.

You will have paved the way for the question even if your experience with the client and your expertise makes you confident that you understand what the client means. There are compelling reasons to ask a question. By finding out how the client sees the situation, you can avoid making assumptions, learn more, distinguish yourself as someone who listens, and you can position your response persuasively.

Acknowledgment cases into the question and encourages a more complete response from the client.

Only by staying connected and understanding more about the client's specific issues that are driving the objection can you PERSUASIVELY POSITION your technical knowledge and help the client be open and receptive, therefore hearing what you have to say.

Sales professionals with superb skills know that there is more to answering an objection than the "answer." They know the client is the key to the solution. * They start with Acknowledgement or empathize to stay connected. * They ask clarifying question(s). (Listen! Listen! Listen! and drill down more as needed). * They position their response so it is concise and targeted. * They check for feedback. * They go through the process again if they have not addressed the concern

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About the Author

Linda Richardson is President and founder of Richardson (http://www.richardson.com), a leading sales training and consulting firm. She is a recognized leader in the sales training industry and is credited with the movement to consultative selling, which is the corner stone of Richardson's methodology. Ms. Richardson has written 9 books on selling including her most recent, The Sales