There’s a specific moment in almost every sales conversation where something shifts. You’ve explained everything, the client seems engaged, but then — boom — he hits you: “It’s too expensive,” or “I need to think about it,” or “We already work with someone.” And just like that, the deal starts slipping through your fingers.

Early in my career, I hated that moment. I didn’t know what to say, how to respond, or how to get things back on track. So I did what most beginners do — I either pushed harder or gave up too soon.

Later, I realized something important: objections are not the end of the conversation. In fact, they’re the real beginning. If you know what to listen for — and how to respond — objections turn from roadblocks into invitations. They’re clues. They show you where the real doubts and hesitations lie. And more importantly, they give you the opportunity to lead.

Let’s break it down, step by step.

Step One: Don’t Let Objections Surprise You

Objections are normal. If you’re surprised every time someone says, “It’s too expensive,” then we need to talk. That objection alone appears in 80% of sales conversations. But here’s what no one told me in the beginning: the objection itself is not the problem. The problem is how you got there.

Most objections don’t appear out of thin air. They grow from missed steps earlier in the process. You didn’t dig deep enough into the client’s real pain. You didn’t ask the right questions. You rushed to the pitch before building trust. You presented features, not value.

It’s like watching a figure skater fall. The mistake isn’t in the landing — it’s in how they entered the jump. Maybe they didn’t build enough speed. Maybe their posture was off. Either way, the fall was just the visible part of a mistake made earlier. Sales works the same way.

If your client says “too expensive,” you probably failed to show them why the price makes sense.

That’s the difference between price and value.

Price is a number. Value is a feeling — a belief that what you’re offering is worth it.

When the value is clear, the price stops being a problem.

Step Two: “Too Expensive” Means “I Don’t See the Value”

If you’re hearing “it’s too expensive,” don’t assume the client literally means they don’t have the money. That’s rarely the case. People pay for what they believe in — even during tough times. I’ve seen clients pay for business coaching during recessions, upgrade their software in the middle of a cost-cutting period, or book training programs when their own company told them not to spend.

The question is never, “Do they have money?”

The real question is, “Do they believe this is worth spending money on — right now?”

That’s why the worst thing you can do is immediately lower your price or offer a discount. When you do that, you confirm their suspicion: “Yeah, maybe it really wasn’t worth that much.” Instead, zoom out. Step into their world. Ask:

“Can I ask — is the decision mostly about price? Or is it more about making sure the value justifies the cost?”

This one question does two things at once. First, it signals respect — you’re not pushing, you’re inviting a conversation. Second, it forces the client to choose between two answers. If they say “price,” they sound cheap. If they say “value,” you now have the opening to build your case.

Then say something like:

“I completely get it. It’s normal to want to make the right decision, especially when money’s involved. Let me walk you through what that price includes — and then you can decide if it’s the right fit for you.”

Now you’re not arguing. You’re aligning.

And alignment builds trust.

Step Three: Crisis, Economy, and the “We’re Not Spending Right Now” Objection

One of the most common objections these days sounds like this:

“There’s a crisis going on — we’re not spending right now.”

Let me tell you what that really means.

It’s not “We can’t spend.” It’s “We’re being extra careful with where we spend.”

Your job isn’t to push harder. Your job is to give them a reason to believe that this purchase is still worth it — even now.

Here’s what I say in those moments:

“I totally get where you’re coming from. A lot of businesses are cutting back — and with good reason. But I also know that some of the best investments happen because of uncertain times, not in spite of them. If I can show you exactly how this helps reduce risk, save money elsewhere, or protect future revenue — would it still make sense to have a quick look?”

That line gives them permission to consider your offer without feeling reckless.

And that’s exactly what they need.

Step Four: Read Between the Lines

Most objections aren’t what they seem. When someone says, “I need to think about it,” it sounds polite, thoughtful, rational. But often, it’s code for something else:

“I don’t trust you yet.”

“I don’t believe the value.”

“I don’t want to say no to your face.”

You can’t always know which one it is. But you can gently get to the truth.

Try this:

“I hear that a lot, and I completely understand. But I’ve also learned that when someone says ‘I need to think,’ it usually means there’s still something that doesn’t feel quite right. Could you share — just honestly — what’s holding you back? I promise I won’t push. I just want to learn what I could’ve done better.”

That level of vulnerability is disarming. It removes pressure. It invites real feedback.

And when the client feels safe enough to tell you the truth, the whole game changes.

Step Five: “We Already Work With Someone” — The Loyalty Objection

This one used to stop me dead in my tracks.

Client says: “Thanks, but we already have a supplier.”

End of story? Not quite.

Here’s the truth: every business already works with someone. That doesn’t mean they’re 100% satisfied. It doesn’t mean they’re not open to options. It just means they’re not ready to switch on a whim.

But there’s a powerful way to shift that conversation — without sounding pushy or desperate.

I usually say:

“I actually hear that a lot — and it’s a good sign. If you already have a supplier, that tells me you’re serious about what you do. Can I ask: are you working with them because you’re happy with the results — or mostly because it’s familiar and easy?”

That question does a few things. It plants the seed that better might exist. It opens a small door without demanding anything. And it invites honesty.

If they say they’re happy — great. But now you can ask:

“Would it be totally out of the question for me to show you a benchmark — something you can keep on the side as a backup plan, in case anything changes in the future?”

Now you’re not fighting their loyalty. You’re giving them safety — a plan B. And many clients say yes to that because it costs them nothing… and makes them feel smart.

Step Six: How to Handle “I Need to Talk to My Partner”

The first time I heard this, I thought it was a real reason. Then I started hearing it in situations where it didn’t make any sense. One client literally told me he needed to “check with his partner”… and he was a solo entrepreneur.

So what’s really going on?

Sometimes it’s true. But more often, it’s a polite way to exit the conversation without conflict.

Here’s how I handle it:

“Of course — I respect that. May I ask, though — if your partner says yes, are you personally ready to move forward? Or are there still questions you’re unsure about?”

If they say, “Yes, I’m ready,” great — now you can offer support for the upcoming conversation:

“Perfect. If it helps, I can send over a quick summary — something you can forward to your partner, with the key benefits and answers to common questions. Would that make your job easier?”

If they hesitate or reveal their own doubts, that’s your opening to keep the conversation going. You’re no longer stuck in limbo. You’ve created movement.

Step Seven: Recognizing When Objections Are Just Smoke Screens

Some clients are just afraid to say no. They’ll hide behind politeness, delay tactics, or convenient excuses. Here’s what that taught me:

You can’t take objections at face value.

You have to develop the skill of hearing what’s not being said.

So when someone says, “Now’s not the right time,” or “We’ll circle back later,” I pause and say:

“I respect that. Can I just ask — is this more about timing… or about something you’re still unsure about?”

The tone here matters more than the words. You can’t sound suspicious or aggressive. You have to sound curious and calm.

Often, the client will tell you the real reason. And even if they don’t, you’ve at least shown them you’re the kind of person who cares enough to ask.

And that alone builds trust for the next interaction.

Step Eight: Avoiding the Trap of Logic Battles

This is a mistake I used to make all the time.

Client says, “Your competitor is cheaper.”

So I launch into a long-winded explanation: better service, more features, superior support. I line up the logic, expecting the client to nod and say, “Wow, you’re right!”

But logic doesn’t sell. Emotion does.

People rarely change their minds because of facts. They change because they feel something new.

So instead of battling with bullet points, I ask:

“Let me ask you this — when you think about working with us, what’s the one thing you wish you felt more confident about?”

Then I listen. And once they tell me, I answer with a story.

Stories change everything.

I might say:

“One of our recent clients felt the same way. They’d been with a cheaper provider for years — until their system crashed in the middle of a deadline. That’s when they realized the ‘savings’ weren’t worth the stress. We stepped in, stabilized everything, and within a month, they told us they couldn’t believe they hadn’t switched sooner.”

When the story is real, relevant, and emotionally resonant — it lands.

Step Nine: “Let Me Think About It” — The Silent Killer of Sales

This one sounds harmless. It’s polite. It even sounds like a win — the client didn’t say no!

But here’s what I learned: “I’ll think about it” almost always means “I’m not convinced.”

It’s the beginning of a slow fade into nothing.

And the only way to prevent that is to gently surface the real hesitation.

Here’s what I say:

“Totally fair — it’s a big decision. But just between us, when most people say they need to think, it’s usually because something didn’t fully click. Would it be okay if I ask what you’re still on the fence about?”

Again, no pressure. Just a calm invitation.

If they give you something specific — amazing. Now you’ve got something to work with.

If they insist on thinking, then at least ask this:

“Would it be helpful if I followed up next week? That way, if you have any questions after thinking it through, I’ll be there to help.”

This way, you don’t leave the door closed. You keep the thread alive.

Step Ten: The One Technique That Always Works — Sincere Curiosity

At some point, I stopped trying to outsmart objections. I stopped using tricks or clever lines.

I just started getting curious.

I’d say things like:

“Can I be honest? I want to understand what I might’ve missed. What’s the part that didn’t land for you?”

Or:

“I get the feeling something still feels off — and that’s completely fine. Could you tell me what it is?”

These moments — when delivered with sincerity — have led to some of the most powerful breakthroughs I’ve ever seen.

People lower their guard. They open up. They tell you what’s actually going on.

And once you know that, the path forward becomes clear.

Step Eleven: The Best Objection Is the One That Never Comes Up

Let me share something that took me years to realize: the most effective way to handle objections is to make sure they don’t show up in the first place.

How?

By running a strong, structured discovery.

Every time a client says, “It’s too expensive,” it usually means you didn’t uncover the right pain. Every time someone says, “I need to think about it,” it often means you didn’t build enough trust. And every time someone tells you, “Now’s not the right time,” it can mean the urgency was never made clear.

If you know how to ask the right questions early on, objections almost disappear.

Here are a few questions that changed everything for me:

• “What’s the main challenge you’re trying to solve right now?” • “Why is this important to fix now, and not six months from now?” • “If this works the way you want — what changes for you or your business?”

You’re not fishing for surface-level answers. You’re looking for emotion — something they care about deeply. Because if the emotion is strong enough, price fades. Timing fades. Doubt fades.

Then comes the presentation — and here’s where most salespeople lose the deal.

They start listing features. They walk through bullet points. They present the product like a brochure.

But the client doesn’t care about features. They care about what those features do for them.

The secret is to anchor every point to their own words.

“You said earlier you’ve had trouble with delays — that’s why I think this solution will be a game-changer for you. It cuts turnaround time by 40%.”

“You mentioned that your team is burning out. This training program? It gives them a system — and takes the pressure off the managers.”

See the difference?

Now you’re not “presenting.” You’re solving.

And when you solve something real — something the client already told you matters — they don’t push back. They lean in.

Final Thoughts: Objections Are Opportunities

If there’s one thing I hope you take away from this article, it’s this:

Objections are not the enemy.

They’re not signs of failure. They’re signs that the client is still thinking, still engaged, still looking for a reason to believe.

And if you respond with calm, curiosity, and confidence — you can turn those moments into the very reason they choose to buy.

Because here’s what separates great salespeople from average ones:

The average rep resists objections. The great ones welcome them.

They don’t try to win the argument — they try to understand the person.

And that shift in mindset changes everything.

It changed my numbers. It changed my confidence. It changed my career.

Now it’s your turn.

Thanks for reading. If this article helped you — or even made you think differently about your sales conversations — I’d love to have you along for the journey.

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If you want a checklist on handling objections, you can find it here.

And if you’re already out there talking to clients, here’s my final piece of advice:

Every “no” is just the start of a deeper conversation — if you’re brave enough to lean in and ask why.

Keep going. Keep learning. And keep showing up with curiosity.

That’s where mastery begins.