“I have to think about it” Should Never Happen
Objection Handling
I remember an interview I had for a sales job. We went through a list of questions, and the last one was: “You get to the end, ask for the sale, and they say, ‘I need to think about it.’ How do you handle that objection?”
I’ll be honest….I stumbled.
I know objection handling strategies. But the question itself told me the sales manager didn’t get it. Most don’t.
I didn’t answer the question well, because this isn’t how I’ve ever operated as a salesperson. I said something like, “I don’t get objections,” which obviously didn’t land well. But the truth is, objection handling isn’t something you do at the end by pushing back on concerns.
It happens throughout the entire appointment.
I like to work backwards. What’s the end goal? Then, build the roadmap to get there. In that planning, practice, and evaluation process, you already know the common objections. So you plant seeds. You subtly - and sometimes directly - address them along the way. Do I get objections? Of course. But they’re not a big part of how I’ve ever operated as a sales rep.
I don’t like talking people into things. I don’t like twisting arms. I enjoy the psychology of the sale and building a compelling case, but I approach it more holistically. If I get to the end and there are reservations, I’ll address them honestly.
If it’s affordability, they get to decide. I can offer ways to make it more manageable, but I’m not pushing someone to spend money they don’t have.
If it’s value, that’s different. If I represent a product, I believe in it. (You shouldn’t sell something you don’t stand behind.) At that point, it’s about clearly communicating that value.
“I’ll think about it” is usually a placeholder.
Behind it are real concerns:
Cost
Value
Trust in the outcome
Fear of making the wrong decision
These are things you address before they ever say them - long before the close.
After every appointment, I evaluate. If I didn’t sell it, why? Was it a legitimate no, or could I have done something better? When I get to the end, most of the time it’s a yes - because the “objection handling” already happened.
I don’t believe in strong-arming or pushing people into decisions. Good sales is communicating value clearly and building a case that makes sense for them. If I’ve done that (and if they’re a real prospect) there usually isn’t an objection left.
Selling is an art. It requires emotional intelligence. Listening. Paying attention to nuance. Connecting on a human level. Some people naturally operate this way. But it can be taught. And the people responsible for teaching it need to understand that side of selling, and coach to it.
Most don’t.