by Mary Johnson   Objections really have three forms: conditions, stalls, and true objections. True objections, such as, "This house is too small," are fairly straightforward. So let's look at conditions and stalls.

Conditions
Sometimes a customer does not have the authority to make a decision. Perhaps the homeowners are going through a divorce, and you find yourself at a listing appointment with only the husband. Or a parent wants to approve the house prior to giving the gift of a downpayment. These are conditions.

Often, nothing you do in these situations will result in a signed contract. The key is to ask questions that determine the nature of the condition, then schedule the appointment for a time when the condition requirements have been met. By asking, "When will the estate be settled?" then meeting with the sellers directly afterward, you will avoid the frustration of attending an appointment that ends without the desired results.

The real secret to handling conditions is to find out about them as soon as you can. It's better to discover that Dad wants to approve the house before you put the buyers in the car. That way, Dad can come along and see that the house they choose is really the best one.

The benefit of handling a condition up front is that you don't waste time working with people who aren't in a position—or don't have the authority—to make the decision.

Stalls
You'll recognize the most common form of a stall with these words: "We want to think it over." There are many variations. The key to dealing with these objections is to recognize the customer's statement is a stall, so you know what to say.

When you listen beyond the prospect's words, you'll often realize they are trying to camouflage their real concern. Perhaps a buyer or seller is afraid that if they tell you the real reason they don't feel they should make a decision, you'll handle it. Or maybe they are trying to avoid confrontation. By telling you the truth, they take a risk. It's much easier than saying, "We're not sure we trust you," or "I think we're going to list with my sister."

Whatever the cause for the stall, handling it isn't a science, it's an art. The art is in helping the customer see that you truly accept and understand their hesitation. To do that, you need to say words that convey agreement. You might say, "Well, that makes sense. It is a pretty big decision."

The next step is to probe. Ask questions that might reveal what is really stopping them. For example, "Are you concerned with the terms?" Your goal is to determine the underlying objection. Often, you'll get a reply that helps you uncover the real objection so that you can handle it.

Handling objections — a five-step process
To handle any objection, you must recognize it for what it really is. The clients are telling us the reason they don't feel they should move forward. We are asking for a decision, and the client is saying no. For that to change, we must first respect the no. Though we may disagree with their reason, we must acknowledge and respect their right to a contrary opinion.

Step one: acceptance
Begin by listening intently. Let your genuine concern and sincere interest show on your face. Nod your head. The client must not feel you're going to argue with them but that you truly understand their position.

Be careful not to rush this step. Especially when you know how you plan to proceed, you may feel a tendency to say, "Yeah, but... ." Resist this temptation. Your prospect must understand that you accept his position.

Step two: clarify
Now get more information to grasp exactly why they feel as they do. If you don't yet understand their concerns, your expression might show that you are puzzled. Begin to ask clarifying questions. Be careful that the questions are not accusatory, like, "What do you mean it's too expensive?"

Instead, express your need to really understand what they mean. You might ask, "What do you think the house is worth?" Nod to accept their answers (even if unreasonable) and continue with questions. Frequently, it will take three to eight questions to truly explore the obstacle you face.

Suppose you've completed your presentation, and the seller tells you she intends to list with another company. Following are some clarifying questions you might ask (While the client is speaking, actively listen to their answers. Be nonjudgmental, accepting, and sincere. The words in parentheses are sample active-listening responses you might make after the client's reply): Which company do you think you'll hire? (Oh, that's a good company.) Who have you chosen from XYZ? (Hmm, I have/haven't heard of him.) How did you happen to choose him? (I see.) Why do you think you'll list with them? (Uh-huh.)

Step three: sharp-angle close
Now is the crucial moment to use all the information you've gathered and ask a summarizing question.

A sharp-angle close is always a question to which the only answer is yes or no. Ideally, you structure the question to lead your client to the answer you want to hear. This doesn't always work. Remember on Perry Mason, when the attorneys used to say, "Leading the witness, Your Honor?" That's exactly what we want to do. In sales, this is the culminating moment.

A powerful structure for your sharp-angle close is, "If you knew _______, would you ______?"

Let's take our previous example. We might ask,”If you knew I could sell your house faster than XYZ, would you list with me?"

With a sharp-angle close, it's best to already have in mind how you will handle the objection. But the question doesn't reveal that. It appears as if you are merely curious or concerned. Not as though you have a technique up your sleeve.

Step four: prove it!
Now you must prove what you suggested to the prospect.

No one can predict the future but history often repeats itself, so statistics and facts are valuable tools for changing minds. Bring them along. In fact, there are many visuals you should bring to every listing appointment. Maybe you need more. If so, get enrolled in a sales training program, bring the topic up at your firm's sales meeting, or join a mentor group.

Let's go back to our example of the seller who wants to list with your competitor. Here are a few visual tools you could choose from: Show a list of services you offer compared to other company's services. Ask which list is longer; Exhibit a list of everyone who has done business with you (or your company) over the last year with good results; Take out a list of expired properties from your company and compare it to the number your competitor had; Use statistics that your company obtains a higher average percentage of list price than the other company or sells more houses or sells houses faster.

The proof you show is limited only by your imagination and the ability to back it up. You must be convinced you are the best agent for the job. When you believe it, they'll believe it. They can see it in your face and hear it in your voice. Then selling is easy.

Step five: close
After demonstrating your visual materials, you should assume they've changed their mind and ask them to act. If they aren't ready to move forward and sign the contract, they'll let you know. The tool you chose didn'[t convince them. You now have two choices: give up or start the process over again.

What works with one client won't always work with the next. That's why you need an assortment of tools. When one thing doesn't work, start again at step one.

Working with customers and clients is rewarding, fun, and challenging. To be successful, you've got to be equipped with the people skills and sales skills to help them make the decisions for which they'll be grateful. You cannot browbeat them. You must employ techniques that allow them to change their minds with respect, without losing face. They need to feel good about reversing their position—yet do so without taking so long that they jeopardize what they are trying to accomplish. Learning to handle objections enables you to really serve your clients. Doing a great job for them now will yield multitudes of referrals in the years to come.

Mary Johnson is a national speaker who has worked with Floyd Wickman Courses for the last 10 years. She is one of only eight master trainers certified to teach the renowned Sweathogs program. You can contact her at 651/779-0132 or sweathogMJ@aol.com.

Photo by Dennis Fagan.

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