Here we explain how to defuse these situations by building a healthy, constructive conversation based on 4 key steps. Together they create a 'chain of trust' that leaves the customer in control. That makes them more willing to listen, and puts them in the right frame of mind to hear your message.

Step 1: Understand actively and in depth

Objections are delicate and very often involve things left unsaid, deliberately or not. So it's essential to take the time to dig deeper and make sure you understand.

Even if experience tells you exactly what the customer is going to say, because you've had the same conversation 100 times, the listening process matters for your stance and for putting the customer at ease. They've never had this conversation before, so be patient.

A good understanding phase covers several things:

Make them feel heard and listened to:

Let them talk, ask questions, don't give answers.
Dig deeper to understand.
Rephrase to confirm your understanding.

'Thank you for sharing all that. To sum up, you're saying that...'

Understand the underlying need:

Don't stop at the immediate request or the solution being proposed. These solutions or requests are based on a perception that may be biased. They're only the surface of the problem: they describe its end result, not its cause. They very often lead to a dead end!
Identify the root problem, and focus on why the issue is a blocker.

For example, your customer wants a new feature. Understand the use case and the underlying need. Your solution may be different from the one the customer first suggested, but if it addresses the use case, that's fine.

'Very clear, thank you. Now, just to make sure I've understood, could you tell me why this point is such a blocker for you?'

Change the angle and shift the conversation:

Once you've identified the root problem, focus on it, and avoid going back to the surface problem at all costs.
Get them to picture the root problem being solved, and confirm.

'So if we managed to solve [your root problem], would that resolve the issue for you?'

Step 2: Reassure to prepare them to listen

Once you've understood the problem, it's tempting to jump straight to explaining your solution. But because this is an objection, your answer will almost certainly run counter to what your customer thought or expected at the outset. If you put it to them head-on, your answer is likely to be hard for the customer to accept.

It's important to take time to prepare them to listen, and that's the whole point of step 2. You want to put the customer in a comfortable position, so there's no clash between your answer and their expectations.

Here are some tips to get there.

Make them feel understood:

Acknowledge the other person's view and emotions as often as you can. They're not stupid: there are always plenty of aspects of their feedback that are valid and understandable. Find them, and say so as often as possible.
To do that, build on the root problem. The surface problem is often debatable, whereas the root problem generally makes sense.

'I completely understand why that's frustrating for you.'

'That's really interesting feedback, there's a genuine use case there.'

'Earlier you said [this], and you're absolutely right...'

Be reassuring: you have answers

It's easier for people to be patient and willing to listen if they know there's a solution at the end.
Let them know in advance that your approach may be different, but that the outcome is the same: the root problem gets solved, and that's what counts.

'Good news: I have a solution for [your root problem]. I'm fairly confident you'll like it, but you'll tell me. We'll just tackle it slightly differently.'

Leave them in control

It's more comfortable to hear a different point of view when you know the other person isn't trying to force it on you.
Ultimately, the customer decides. You can never force them! So you might as well embrace that fully.

'If that works for you, let me explain what I have in mind. Then you can tell me what you think. Does that sound OK?'

This sentence is extremely powerful because it puts the customer in control in several ways. You and your customer are now both comfortable talking about what comes next!

Step 3: Explain in small steps

In this phase, you need to explain, not justify. So you'll aim to demonstrate by presenting facts that help your customer understand. Here are a few techniques to make it easier for your customer to buy into your answer or solution.

Be reassuring: their point of view is normal

At all costs, avoid making the other person feel stupid during your explanation. If they're wrong about the solution they're proposing, it's almost certainly a common mistake that makes sense in one way or another.
Start by explaining why their point of view is perfectly normal.

'In your current context and with the information you have, it's completely normal that you'd choose this approach. What I'd suggest is that I share some other information with you on the subject, so you can make an informed decision.'

Use facts or your experience

To avoid justifying yourself, steer clear of opinions and talk about facts to build a solid case.
And if there are no hard facts (no formal study or data), you can draw on your experience or other customers' experience.

'What we've noticed across all our customers is that...'

'The data we aggregate shows that...'

'We've found that 100% of our customers who don't do this end up in a situation where...'

Explain using other people's experience

In addition to the previous point, it's always easier to picture yourself in a situation by imagining someone else in the same position. For a customer, that means stories about other customers.
It also helps you avoid the off-putting 'well, the salesperson would say that' reaction. Take a neutral, humble stance by telling someone else's story, so you can frame your case as what other customers have learnt, or what other customers have taught you.

'That's very relevant feedback. In fact, many of our other customers have had the same need. Let me share how they handled it, and you can tell me what you think. Does that work for you?'

Always stay positive

Never contradict or say that something is wrong or the opposite. Ban words such as 'no', 'but', 'except that', 'however' and so on.
Use positive phrasing only: 'and in fact', 'alongside that', 'what we see is' and so on.
Use the points where the customer is right (see step 2) to support your argument. Your customer has often grasped a problem that's fundamentally real, but drawn the wrong conclusion. Use what they've understood correctly, and build on it.

'Earlier you said [this], and you're absolutely right. In fact, we see that to reach that goal, our customers save a lot of effort by...'

Confirm in small steps

Break your argument down into pieces that are easy to digest and understand.
Confirm each step openly with the customer, asking them to agree out loud.

'We agree that..., is that right? [And wait for confirmation]'

Steps 2 and 3 are closely linked. It's a good idea to reassure the other person regularly as you make your case.

Step 4: Confirm to seal the agreement

This step confirms that you and your customer are aligned. You may have to go back to square one (understanding) if the issue isn't fully resolved.

Keep your word and hand back control

Once your customer has all the information, ask them openly what they think.

'What do you think? Would that approach work for you?'

Normally, if you've confirmed each step properly in step 3, the outcome should be predictable. This formality is still key, though, because you need the customer's final approval and you want to show them they remain in control of their decisions.

If your case has landed, it should strengthen your customer's buy-in and the trust they have in you.

Act as a support

If you've reached agreement, talk about next steps and set an agenda.
If your customer decides not to follow your proposal, that's fine. But above all, don't act as a blocker: support them as best you can.

'I'll let you think it over on your side. On mine, I'll look into it and come back to you.'

'Well, at least you now know what I think. That said, I completely understand your choice, and I'll help you as best I can to move forward in that direction.'

'I think you now have a better understanding of how it works on our side. What would help you move forward?'

Conclusion

Each of these steps is fundamental, and the order is critical. Very often, difficulties handling objections come from difficulties with one of these steps, which breaks the chain of trust and brings the whole approach down. Step 2 is the least natural and therefore often skipped. Bear in mind, though, that this is first and foremost a conversation!

To improve, identify the part or parts that are holding you back. Next time you face an objection, don't hesitate to spread it over several meetings so you have time to prepare your approach, especially for the steps you find difficult. With a bit of perseverance and the right tools, it's a skill you can master fairly quickly!

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4 key steps to defuse an objection in Customer Success