Approaching Conflict

Put another way, if you don't discover all the needs, you risk being blindsided later by an objection.

Dealing with customers' objections is less daunting when you stick to a process derived from proven conflict-management techniques. This helps you focus on the objective, maintain your professionalism, and curbs your tendency to react too quickly.

Before introducing the objection-resolution model, there are two assumptions that you need to accept, Firstly, many, if not most, objections are unfulfilled needs. Needs are motivational in nature and when you don't meet them to the customer's satisfaction, they usually appear later as objections. Put another way, if you don't discover all the needs, you risk being blindsided later by an objection.

The second assumption -- which may seem counter intuitive -- is that most objections indicate interest at some level. Indifference and apathy are the reactions you want to see least in response to your recommendations. When the client complains about something, at least they care about the outcome. Taking the customer's objection as a good sign will encourage you to work to resolve it. It's a healthy way to approach conflict.

ACTION POINT: You don't have to accept these assumptions at face value, but work with them and decide later whether or not you agree.