Translating into Needs

When you re frame a client's objection you are changing the tone of what they said

Objections from customers are barriers to progress, whereas needs are aspirational, so it follows that turning objections into needs makes them easier to discuss and resolve. These examples illustrate how objections, in fact, mask needs:

• A client complains about the high complexity of your proposal: what he may need is a clearer explanation pitched at his own level.
• A client recounts a bad experience of a purchase similar to the one you are proposing: what she may need is reassurance that it won't happen again.
• A client laments the difficulty of changing heir in-house systems: he may need to understand that you can help to facilitate the process.

You can re frame almost any objection into an invitational question that asks how something can be done as opposed to why it can't. An objection like "my manager will never go for this" becomes "It appears to me that there's a need to establish a rock-solid business case for this purchase."

When you re frame a client's objection you are changing the tone of what they said, and you should avoid putting words into their mouth--note the use of "it appears to me" in the example above.

ACTION POINT: Don't worry if the way you re frame the objection is off target. Ask the customer to correct you and keep trying until you get it right.

Reframing Objections

the next step of the selling process is re framing the objections as needs.

By this time, you have heard the customer's objections to your proposal. Most--but not all --objections that you will hear from clients are really disguised, unfulfilled needs. So the next step of the selling process is re framing the objections as needs.

Re framing is not restricted to selling situations. A multi billion dollar company was in the process of selecting a new CEO: during the interviews, one of the leading candidates was challenged by the chairman. The candidate had a reputation for risk taking, and the chairman expressed his worries about his judgment in financial decisions. The candidate's re frame went something like this: "My impression is that you're concerned about my reputation for trying new things and need to feel comfortable that when it comes to financial decisions I will demonstrate the fiduciary responsibility that the job demands. Is that correct?" He gave a great response and two days later he got the job.

ACTION POINT: Re framing is the art of turning a negative into a positive, changing the apparently unresolvable into the possible.

Self Control - Discipline

It takes discipline, strong, self-imposed mental willpower to overcome lack of control.

How quickly we lose control when daily diversions cloud our vision and keep us from seeing the right path to follow. How much independent, no-nonsense, controlled mental input goes into your day on average? Our lack of mental self-control will let the wrong things control our lives.

It takes discipline, strong, self-imposed mental willpower to overcome lack of control. Sometimes it takes seeing enough poor results to want change. Sometimes it takes reaching the bottom before we want up.

• A man without self-control is as defenseless as a cit with broken down walls. (Proverbs 25:28)

ACTION POINT: Exercise your mental willpower.

Encouraging the Customer to Open Up

Let your customer know that you appreciate their insights...

Building rapport with your customer starts with getting them to open up to you. The following actions can help begin that process.

• Be Positive - Let your customer know that you appreciate their insights by interspersing your your questions with appreciative phrases such as: "Thank you" and "That's very helpful."
• Be Direct - Clearly signal your intentions using phrases such as: "I'd like to ask another question or tow in order to..." to make the climate more conducive to problem solving.
• Introduce your questions - Give reasons for why you need the information to help to diffuse suspicion and put the customer at ease. If your customer raises the objection that your solution is complicated, respond with: "Yes, it is complex --but it's also very manageable. Can we discuss this further...?"
• Mirror the Client - If the client becomes obstructive and puts you on the wrong foot, try mirroring his or her objections. For example, counter "Your suggestion is ridiculous" with "Why do you think this seems ridiculous?" Do this in a nonjudgmental way that conveys your real curiosity about the answer.

Be silent - Sometimes, and especially when a client reacts in an inappropriately strong manner, being silent is the best option. Silence can defuse the situation and give the client time to realize that his or her behavior is not contributing to a resolution.

ACTION POINT: Learn the techniques above to help your customers to open up to you.

Crossing The Line

...trust your instincts and build on them with experience, you'll be right a lot more than you'll be wrong.

Almost any positive behavior can become a negative one when used in excess. It's great to be curious until you become nosy. You should be assertive, but not aggressive. By all means be pleasant; but say away from obsequious. Be empathetic and customer focused, but don't appear patronizing.

Take a position, but don't become dogmatic. And, of course, be tenacious, just don't get stubborn. These distinctions become particularly important when resolving conflict, but if you trust your instincts and build on them with experience, you'll be right a lot more than you'll be wrong.

ACTION POINT: Strike a balance when resolving conflict.