Why You’re Getting Objections — And What to Do About It
The topic of handling objections in sales almost always triggers a reflex reaction: “Give me the script!”, “How do I respond to ‘too expensive’?”, or “What should I say when the client says ‘I’ll think about it’?” I get it. When you hear a “no,” all you want is a magic button that instantly turns it into a “yes.”
But let’s start with the key insight that once changed my entire approach to sales — and the approach of those I’ve trained:
The best way to handle an objection is to prevent it in the first place.
Most of the objections you hear in a sales conversation aren’t random mistakes that happened in the moment. They’re consequences of things you missed earlier in the process.
It’s like figure skating: the athlete doesn’t fall because they executed the jump poorly — they fall because they approached it at the wrong speed.
Same with objections. If you’re getting hit with “too expensive,” “not interested,” “we’ll think about it,” or “we already have another vendor,” chances are – the real problem started at the beginning of the conversation.
You didn’t tap into the pain.
You didn’t show the value.
You didn’t build trust.
I’m not trying to paint an ideal picture — even with a strong presentation, you’ll still hear a few “buts” and “ifs.” But there will be fewer of them. And the ones that remain? They won’t feel like threats — they’ll be stepping stones and opportunities to move the client closer to the deal.
The “Reading Between the Lines” Technique and Working with Value
If you remember only one tool from this article — let it be the “Reading Between the Lines” technique.
When a client tells you:
– It’s too expensive.
– We don’t need this.
– I’ll think about it.
– We already have another supplier.
Learn to hear not just what they’re saying — but what’s behind their words. Because almost always, that’s not the real reason. It’s a mask. Let me explain.
When someone says “It’s expensive,” they almost never mean:
“I physically don’t have the money.”
What they’re really saying is:
“I don’t understand why this costs what it does. I don’t see the value.”
Here’s a real-life example: the exact same iPhone might be out of reach for someone earning 1000 dollars — and seem “unreasonably expensive” to someone earning 10000 dollars, if they don’t understand why they need it.
So when you hear “too expensive,” your job isn’t to dismiss or downplay the objection — it’s to raise the perceived value. To get the client to say:
“Wow. Now I get what I’m paying for.”
Here’s one of my favorite phrases for this exact moment:
“Tell me, are you generally focused only on the price — or is a fair balance between price and quality important to you?”
This is a provocative question — in a good way. It works because it leaves the client with only one socially acceptable answer. Who wants to look like the kind of person who always chooses the cheapest option? Almost no one. And when they say:
“Well, of course, the balance matters,”
— you’ve just opened the door wide.
Now you can start showing your value.
What exactly am I offering in return?
What do they get for paying 7,000 more?
A guarantee, a result, an added service, personal support, experience, peace of mind?
The client begins to think differently. They’re no longer thinking about price — they’re thinking about value.
And that’s where the sale becomes possible.
“I’ll Think About It,” “We Don’t Need This,” and Other False Objections
If you’ve worked in sales, you’ve definitely heard this one:
“I’ll think about it.”
Let’s be honest — it sounds polite, even classy. No one’s slamming the door, no one’s saying “I don’t care about your product.”
But you can feel it, can’t you? There’s no real intention to think. It’s just a gentle way to walk away.
Why does this happen? Because the client isn’t your enemy. In fact, they’re often a kind, decent person who simply doesn’t want to hurt you.
They understand you’ve put effort into the presentation, that you’ve shown up emotionally — and saying a direct “no” might feel awkward.
So they say: “I’ll think about it.”
It’s like telling someone in the hospital: “You’re going to be just fine,” when the doctors already know the truth.
So what can you do about it?
My favorite technique? Honesty.
And I’m serious — I’ve tried dozens of approaches. But nothing beats a calm, human, honest response.
Here’s what I usually say:
“Look, I totally get you. It’s just that, in my experience, when someone tells me ‘I’ll think about it,’ 99% of the time it means ‘no.’ I absolutely respect that. But if you don’t mind — could you tell me honestly what held you back? Was it the price? The format? Something didn’t feel right? I’m not trying to argue — I just want to understand and get better at what I do.”
When you say this calmly, sincerely, without pressure — the client doesn’t see a pushy salesperson.
They see a human being.
And that’s often when the magic happens.
“Well, to be honest, it feels a bit expensive…”
Or:
“I like the idea, but the schedule doesn’t really work for us.”
And suddenly, you’re not talking about a vague excuse anymore — you’re discussing the real objection. And that, you can work with.
Now, another one of my “favorites”:
“We already have a supplier.”
What is the client really saying between the lines?
“I don’t want to change. I’m afraid of the risk. I don’t see a reason to switch. But… if you’re really convincing — maybe I’ll listen.”
Here’s what I usually respond with:
“That’s great — it’s actually the reason I’m reaching out. Most of our clients already had a supplier before working with us. We’re not asking you to drop everything and switch today. We just want to offer an alternative. You might never even use it — but it’s good to have a backup. Who knows, maybe you’ll like our terms enough to test us out with a small order? And we’ll do everything we can to make sure you’re happy.”
There are three key elements here:
- Acknowledge their current situation (don’t dismiss their existing choice).
- Offer a safe next step (no pressure to switch right now).
- Leave the door open (we’re just here — when you’re ready).
This kind of approach doesn’t break trust — it builds it.
And when trust grows, so do your chances of making the sale.
One More Thing: Never Argue with a Client
I have to say this — never argue with a client.
The moment you start trying to prove that your product is better, you fall into a trap of polarity.
You’re on one side, they’re on the other.
An argument is the energy of separation.
Sales is the energy of agreement.
So when a client says:
“You’re too expensive!”
And you respond with:
“No we’re not, just look at the market!”
— you’ve already lost. You’ve shifted the conversation into “who’s right,” instead of “how can I help.”
What should you do instead?
Acknowledge — and redirect.
Try something like:
“I totally understand. Honestly. A lot of people told me the same thing at first. That’s exactly why I wanted to show you what’s actually included — and why, for many, it ends up being a better deal in the long run.”
Agreement — and a gentle nudge toward the place where your value lives.
Because the goal isn’t to win the conversation.
The goal is to connect — and help the client see what they might be missing.
A Strategy That Works: Build Agreement, Not Arguments
No matter how many years you’ve been in sales, you’ve probably noticed one key psychological truth:
People don’t like admitting they were wrong.
It’s just human nature.
A client might realize that your product is actually better, that the price makes sense, that the terms are ideal — but if you prove it in the middle of an argument, they still might walk away.
Why?
Because losing doesn’t feel good.
When you push back — even with logic, even with solid arguments — you risk bruising the client’s ego.
And a person who feels like they’ve “lost” the conversation doesn’t buy. They put up a wall.
That’s why, when it comes to handling objections, I stick to a simple principle:
Don’t convince — join.
Here’s an example:
Client: “We already have a supplier.”
You don’t reply: “Our service is better!”
Instead, you say:
“Totally understand. That actually shows that you’re growing and have solid systems in place. That’s exactly why I wanted to talk — maybe we can offer something that complements your current setup, or gives you an alternative. It’s not about switching right away — it’s about having a choice.”
See what’s happening here?
You’re not opposing them — you’re stepping onto their side.
And from that position, you have a real shot.
Because when the client feels respected, not challenged, their guard goes down — and the conversation can finally move toward a “yes.”
What Strong Objection-Handling Phrases Actually Sound Like
If you’re looking for some real-life phrases that actually work — here are a few I often use myself and share with others.
Just remember: tone, energy, and sincerity matter more than the words themselves. A script without emotion is just text.
1. When They Say “I’ll Think About It”
“I understand. Usually, when my clients say ‘I’ll think about it,’ it means there’s still a question I haven’t answered. Could you tell me what’s causing doubt? We can talk it through right now — so you’re not left with any open questions.”
2. When They Say “We Don’t Need This”
“Got it, and thanks for being upfront. Just to clarify — are you 100% sure this area is fully covered on your end? Or are there parts you’re solving differently? Not trying to sell you — just trying to understand how relevant our product really is for you right now.”
3. When They Say “It’s Too Expensive”
“You’re absolutely right — it’s not a small price. That’s exactly why I want to walk you through what’s included and what you actually get. Chances are, once you see the full picture, it may not feel quite so expensive.”
4. When They Say “We Already Have a Supplier”
“That’s great! That means you already understand the value of these services. That’s exactly why I’m suggesting this: let’s just compare. Even if you continue working with your current provider — you’ll have an alternative. And who knows, maybe we’ll offer something that’s even more convenient.”
These aren’t magic phrases.
But they create space for dialogue instead of tension.
They show respect, invite trust — and open the door to real conversation.
And that’s where sales actually happen.
Why the Key to Handling Objections Isn’t in Scripts — It’s in Empathy
I always say this:
Don’t learn how to sell — learn how to listen.
When you hear not just what the client says out loud, but also what they’re really saying between the lines — that’s when you start guiding them toward a decision, instead of pulling them by the hand.
Here’s a simple technique I use myself — and recommend to everyone I work with:
Whenever I hear an objection, I mentally translate it into the client’s honest inner dialogue.
– “I’ll think about it” = “I’m unsure. Convince me.”
– “It’s too expensive” = “I don’t see the value. Help me understand.”
– “We already have a supplier” = “I’m not sure you’re better. Show me.”
– “We don’t need this” = “I don’t get why I should care. Make it relevant.”
When you stop arguing with the objection and start connecting with the person behind it — everything shifts.
You’re no longer just a salesperson.
You become a partner.
Not someone who’s pushing — but someone who’s helping.
Not someone who’s taking money — but someone who’s offering value.
Final Thought — And Something Personal
If you take away just one idea from this article, let it be this:
Handling objections isn’t about fighting — it’s about finding agreement.
It’s the art of standing next to someone in a moment of doubt…
And helping them make a decision — free, thoughtful, and right for them.
If you approach objections not “by the script,” but with understanding, awareness, and a genuine intention to help — your clients will feel it.
And your sales will change.
They’ll become deeper.
More honest.
More successful.
Thank you for reading to the end.
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P.S.
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That’s where you’ll find the Objection Handling Cheat Sheet.
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