It's just conflict resolution in a business context. And you already know how to do that.
Mindset Shift:
Bad approach: Treating objections like attacks and getting defensive.
Better approach: Treating objections like information. Someone's telling you what they need to feel confident moving forward.
"It's too expensive."
What they're really saying: "I don't see the value yet" OR "I don't have the budget right now."
How to respond: "That makes sense. Can I ask—what were you hoping to stay under?" OR "What would make this feel worth it for you?"
"I need to think about it."
What they're really saying: "I'm not ready to commit yet" OR "I have questions I haven't asked."
How to respond: "Of course. Is there something specific you're unsure about, or is it more about timing?"
"I need to talk to my [partner/boss/team]."
What they're really saying: "I'm not the only decision-maker."
How to respond: "That makes sense. What do you think their biggest concern will be?" (Then address it now.)
"We're already working with someone else."
What they're really saying: "You haven't given me a reason to switch yet."
How to respond: "Got it. Are you happy with what they're providing, or is there something you wish was different?"
When your kid says they don't want to do their homework:
You don't just force them. You ask, "What's going on? Is it too hard?" You're diagnosing the real objection.
When a client says "it's too expensive":
Same thing. You're figuring out what's really holding them back so you can either solve it or realize it's not a good fit.
The Truth:
Objections aren't rejections. They're just questions you haven't answered yet.
A note on perspective:
Not every prospect becomes a customer—and that's okay. Objection handling isn't about convincing everyone to say yes no matter what. It's about determining whether you can solve the root issue to move the deal forward, or whether it's outside your control.
If the timing, budget, or fit genuinely isn't there, the professional move is to acknowledge that respectfully and keep the door open. Some of my strongest client relationships came from prospects I let go gracefully—they remembered how I handled it and came back when the timing was right.
Action Step:
Next time someone says "no" or hesitates, don't react. Ask: "Can you help me understand what's making you unsure?" Then listen.
I want to give you a framework you can use every time you hit an objection. It's called A.C.E., and once you internalize it, you'll never freeze up when someone pushes back again. Here's how it works:
A — Acknowledge
First, validate their concern. Don't dismiss it. Don't argue with it. Show them you heard it and you respect it. This disarms the tension immediately.
The words "that makes sense" are some of the most powerful words in sales. When you say "that makes sense," you're telling the other person: I'm not here to fight you. I'm not going to pressure you. I respect where you're coming from.
Example: Prospect says, "This is more than we budgeted." You say: "That makes sense. Budget is always a factor, and I appreciate you being upfront about that."
C — Clarify
Now dig deeper. The first objection is almost never the real objection. It's the surface-level version—the polite version. Your job is to find out what's really going on underneath.
Ask questions like: "Can you help me understand what's behind that?" or "When you say the budget is tight, is it that the total is too high, or is it about how the payments are structured?" or "Is it the price itself, or is it that you're not sure about the return yet?"
Example: You ask: "When you say it's more than you budgeted, is that about the total investment, or is there flexibility if the ROI made sense?" They say: "Honestly, I think I could make the case for it, but I'd need to show my director the numbers." Now you know the real issue: it's not the price. It's that they need ammunition to sell it internally.
E — Explore
Now you work through it together. You don't push. You don't convince. You collaborate. You become their partner in solving the problem—even if the problem is about your own product or price.
This is where trust is built. When you help someone navigate their own objection instead of steamrolling over it, they feel respected. They feel like you're on their side.
Example: You say: "What if I put together a one-page ROI breakdown you could share with your director? We could show the cost savings over 12 months compared to what you're spending now. Would that help?" They say: "Yes, actually, that would be really helpful." You just turned an objection into a next step.
A.C.E. in a Full Conversation:
Prospect: "I like what I'm seeing, but honestly, the timing just isn't great. We're in the middle of a system migration."
You (Acknowledge): "That makes total sense. A system migration is a huge project, and I wouldn't want to add more to your plate right now."
You (Clarify): "Can I ask—when you say the timing isn't great, is it that your team doesn't have bandwidth right now, or is it more that you'd want to implement this after the migration is done?"
Prospect: "It's more about bandwidth. We literally don't have anyone who could manage onboarding right now."
You (Explore): "What if we handled the onboarding for you? We have a team that does full implementation, so your people wouldn't need to lift a finger until you're ready. Would that change the conversation?"
Prospect: "Wait, really? Yeah, that would actually make a big difference."
Every objection you'll ever hear falls into one of five categories. Once you can identify which type you're dealing with, you'll know exactly how to respond. It's like a diagnostic tool—figure out the category, and the solution becomes clear.
1. Price Objections
"It's too expensive." "We don't have the budget." "Your competitor is cheaper." Price objections are the most common, but they're almost never actually about the price. They're about perceived value. If someone truly sees the value, they find the money. Your job is to build enough value that the price feels like a bargain.
How to handle it: Don't drop your price. Instead, ask: "What would make this feel worth the investment for you?" or "Can I walk you through what this saves you over 12 months?" Help them see the cost of NOT buying.
2. Timing Objections
"Now's not a good time." "Let's revisit this next quarter." "We're too busy right now." Timing objections can be real—but they can also be a way to avoid saying no. Your job is to figure out which one it is.
How to handle it: Ask: "If the timing were right, is this something you'd move forward with?" If yes, work together on a timeline. If they hesitate, the timing isn't the real issue—keep clarifying.
3. Authority Objections
"I need to talk to my boss." "I'm not the one who makes this decision." "The committee has to approve it." Authority objections mean you're talking to someone who can't say yes alone. That's not a dead end—it's a redirect.
How to handle it: Ask: "What do you think their biggest concern will be?" Then address it in this conversation. Also ask: "Would it be helpful if I joined that conversation? I can help answer any technical questions they might have."
4. Need Objections
"I'm not sure we need this." "We're doing fine with what we have." "I don't see how this applies to us." Need objections mean you haven't done enough discovery. The prospect doesn't understand their own problem clearly enough yet, or you haven't connected your solution to their specific situation.
How to handle it: Go back to questions. "Can you walk me through how you handle [the problem your product solves] right now?" Often, when they describe their current process, they'll realize the gap themselves.
5. Trust Objections
"We've been burned before." "How do I know this will actually work?" "I've never heard of your company." Trust objections are the deepest and most important to handle well. This person has been hurt by a previous vendor, or they simply don't know you well enough yet to risk their money or reputation.
How to handle it: Don't take it personally. Instead, offer proof: case studies, references, trial periods, guarantees. Say: "I completely understand that. Would it help if I connected you with a couple of clients who were in a similar situation? They can share their experience directly."
This might be the most important section in this entire module, and it's the one most sales training programs skip completely: not every objection should be overcome.
Sometimes an objection is telling you that this isn't a good fit. And pushing through a bad fit doesn't make you a great salesperson—it makes you a pushy one. There's a difference between persistence and pressure, and learning to tell them apart is what separates professionals from amateurs.
Signs it's time to walk away:
They genuinely can't afford it and no restructuring will change that.
If the money truly isn't there, pushing harder just damages the relationship. Let it go gracefully.
The need doesn't match what you offer.
If your product or service isn't actually the right solution for their problem, selling it anyway will lead to a dissatisfied client, a refund request, or a terrible review.
They've said no three times in different ways.
If you've acknowledged, clarified, and explored, and they're still not moving forward—respect it. A "no" that's been fully explored is a real no.
Your gut says something is off.
Trust your instincts. If something feels wrong—if the person seems dishonest, disrespectful, or like they'll be a nightmare to work with—listen to that feeling.
When you do walk away, do it gracefully. Say something like: "It sounds like the timing and fit aren't quite right for this right now, and I completely respect that. I'd love to leave the door open—if things change in the future, I'm here." That response does three things: it shows integrity, it preserves the relationship, and it positions you as someone they'll want to come back to.
Real Talk from Katherine:
One of my biggest clients today originally said no. Twice. The first time, their budget genuinely wasn't there. The second time, they were in the middle of a leadership change. Both times, I said, "No problem. I'll check back in when things settle down." No pressure. No guilt trips. Just respect. Eight months later, the new VP reached out and said, "You're the only vendor who didn't make us feel bad for saying no. We want to work with you." That single client has been worth over $300K in revenue. The deals you don't push are sometimes the ones that pay off the most.
The mindset shift that changed everything for me:
Early on, every objection felt personal. Like the client was rejecting me specifically. I’d get defensive, or I’d cave immediately and drop the price just to avoid the discomfort.
Then I learned to treat objections like questions I hadn’t answered yet. “Too expensive” meant: I don’t see the value clearly enough yet. “Not the right time” meant: there’s something else driving the hesitation. “Need to think about it” meant: I haven’t earned full trust yet.
Once I started asking instead of defending, everything changed. You can’t argue someone into buying. But you can understand them into it.
What you just learned shows up differently depending on which sales path you're exploring. Click your path to see how this applies to you specifically.
B2B objections are committee-driven, and that's what makes them uniquely tricky. The person on the phone might love your solution, but they're not the only one who gets a vote. "I need to talk to my team." "The budget has to be approved by finance." "We have a three-year contract with our current vendor." These are all real constraints, and they involve people you may never speak to directly.
The key to B2B objection handling is equipping your champion—the person who's on your side—to sell internally on your behalf. When they say, "I need to run this by my director," don't just say "Okay, let me know." Instead, ask: "What do you think their top concern will be?" Then help them prepare. Offer to create a one-pager, a comparison sheet, or an ROI analysis they can bring to the meeting. Make it easy for them to advocate for you.
Multi-layer objection handling is critical in B2B. The procurement manager might object on price. The IT team might object on integration. The legal team might object on terms. Each objection comes from a different person with different concerns, and you need a strategy for each. The A.C.E. framework works at every level—you just need to adapt the language. To procurement: "I understand budget is tight. Can we look at a phased approach?" To IT: "I get that integration is a concern. Can I connect you with our technical team for a 30-minute walkthrough?"
The biggest B2B objection that isn't stated out loud: "What if I champion this and it fails?" Your prospect is putting their professional reputation on the line by recommending you. Address this fear directly: "I want to make sure this makes you look good. Here's how we ensure a smooth implementation, and here's what happens if something goes sideways." Remove their personal risk, and the business objections often resolve themselves.
Before you move on, let's make sure the key concepts really clicked. Answer all questions correctly to unlock the next lesson.
1. What does the A.C.E. framework stand for?
2. What are the five types of objections?
3. When a prospect says "It's too expensive," what are they usually really saying?
4. According to Katherine, when should you walk away from a prospect?
5. What is the correct mindset about objections in sales?
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