In a perfect world, you could invite prospects to a
conference call or give a sales presentation, and
afterwards they would all be ready to buy or signup.
There are two things wrong with this scenario. First, we
don't live in a perfect world, and two, if all prospects
bought without any objections, Ameriplan would not need
you and there would be no opportunity.
Now as we go through this training I want you to keep a
couple of things in mind.
First - Objections are a good thing. Most recruiters who
don't know any better fear objections and see them as
obstacles to closing the deal. In actual fact, the
reasons objections are good is because they tell you how
and what the prospect is thinking. If you know what the
prospects issues are, you can address those issues.
Here's what I mean, letís say you follow up with a
prospects and he enthusiastically says he loves
everything he heard, but every time you ask for the deal
he says don't worry, I'm
going to do this but not today. But he won't
tell you why he's not starting today. I hate that type
of prospect because he won't give me anything to work
with. Letís flip that around, the prospect says
I love everything but I'm not
sure I can afford to
With this prospect, you know you have to address the
money issue. As long as you can offer solutions to the
prospect that address the money issue to the prospects
satisfaction, you can close the deal.
So from now on, see objections as signposts that tell
you what you have to do to close the prospect.
Second - In a way, objections give us an advantage. What
I mean by that is this. Prospects use the same
objections. They all say the same things.
I want to think about it, I can't afford it; I have to
talk to my spouse, etc. Itís almost like
prospects go to an ďObjection to Buying SchoolĒ
where they learn what to say to keep from making buying
Now, because we know what the prospects are going to
say, we can prepare responses and procedures to handle
those objections in advance.
We would be in trouble if every prospect you talked to
invented objections you never heard before. So, we
actually have the advantage, because we can use
procedures that have been developed, tested and
perfected to handle those objections we hear over and
Finally, keep this in mind. The worst thing you can do
is to continue letting the same objection keep you from
closing deals. I've heard recruiters say,
ďthis one objection keeps
shutting me down. I just can't overcome this particular
objection. Iíve been recruiting for some time now and I
have never overcome this one objection.Ē
These recruiters are like a lot of salespeople, they
will not invest the extra time to sit down and develop
procedures to handle that one objection. I don't care
what you're promoting; you will consistently hear the
same objections from prospects. Your job is to do the
smart thing and develop 2-3 procedures for every
objection you hear consistently. Test these procedures
until you have 2-3 that work. Now, when that objection
comes up, instead of saying
Oh my Goodness! Here it is
again, you will say to yourself,
Bring it on Mr. Prospect! I am
ready for that one.
Take the time to prepare your response and procedures,
and the confidence you will have when talking to a
prospect will increase 100%. When you project
confidence, instead of fear, you will close more deals.
This is a six-step procedure you can use to create your
responses to common objections. Take a few minutes and
make a list of the objections you hear most often from
your prospects. Pick the one that gives you the most
trouble and use what the following six steps to develop
2-3 answers to that objection. Not one answer, you need
2-3 answers for each objection.
Here are the six steps
2. Show empathy
Restate the objection and turn it into a question
4. Isolate and confirm
6. Get agreement
Letís go over each of these steps so you will understand
how it all works together.
1st Step - Listen - This is
extremely important. When you prospect is giving you his
or her objection, you need to let the prospect finish
what he has to say. You may have heard the objection
1000 times and you know what the prospect is going to
say, but if you interrupt the prospect, you're being
rude. That is not the way to make friends and influence
people. So, sit quietly as the prospect is voicing the
objection and make sure he is done talking before you
2nd Step - Show Empathy
- After the prospect has voiced his objection a lot of
recruiters will go on the offensive and actually start
arguing with the prospect. Challenging what the
prospect just said. For example, a prospect says
I want to talk to my spouse,
the closer will say ďI
donít know how things are where you come from but around
here we donít say baby can I, we say baby look at what I
did. Ok that is a little strong besides it
is confrontational and it will not help you close the
deal. Instead, what you want to do is show the prospect
that you are just like he is and you understand his
issues or concerns. Letís use that same objection;
I want to talk to my spouse.
You could respond like this.
I understand, I'm also
married and we like to discuss things before making any
I appreciate what you're
Showing that you understand and saying it will actually
relax the prospect and this allows you to move on to
Step 3 of the formula
Step 3 -
Restate the objection and turn it into a question
The reason you want to restate the objection, is again,
to show the prospect that you have heard him, you
understand him and you are both on the same page. You
finish this part of the formula by turning it into a
question. The reason for this is itís easier to answer a
question then overcome an objection. This helps the
prospect see his concerns as an issue that can be
answered as opposed to an obstacle to moving forward.
Hereís how that might go, and again we will use the same
I have to talk to my spouse
So, what you're saying, Mr.
Prospect is you want to discuss this with your spouse to
make sure she supports your decision, is that correct?
You will have to learn how to do this step for each
objection, you will hear the same objections over and
over again, so take your list of the most common
objections and practice restating the different
objections and turning it into a question.
Step 4 - Isolate and
confirm - This step involves isolating the
prospects objection and confirming this is the only
issue keeping the prospect from becoming a new broker.
You don't want to be in a position where you handle a
prospects objection, you're ready to close and he comes
up with another objection. If there are additional
objections, this is the time to get it out so you can
deal with it also.
Here's how you use this step.
So, Mr. Prospect, in
addition to discussing this with your wife, is there
anything else keeping you from going forward on this?
(Wait for answer)
This is the isolation question. It doesn't matter if
there are, or are not, additional issues. You finish
this step with the following.
Ok Mr. Prospect, if talking
to your wife was not an issue; would you be getting
If the prospect says, yes
that is the only thing keeping me from going forward,
move on to the next step. Sometimes this
additional question will bring to the surface other
objections the prospect did not mention when you were
So, Mr. Prospect, if I
could show you a way to handle this that would keep both
you and your wife happy, there wouldn't be anything
keeping you from moving on this, right?
Do you see whatís happening here? We are literally
boxing this prospect into a corner. We have made him
tell us what his objections are, we went a step further
to uncover any other objections the prospect might have,
and we got the prospect to say that if I could show him
a workable solution, he would signup.
So, what we have done is made it difficult for the
prospect to continue stalling as long as we provide a
solution that works for him. We will now offer our
solution in Step 5.
Step 5 - Answering
the objection - Here is where we will address
his concerns and work together to find a solution to
those concerns that works for both him and us. Now
again, you will be dealing with the same objections, so
take time and develop these answers. I will provide a
sample answer to the spouse objection here.
All right, Mr. Prospect, as
I said I understand youíre having to talk to your wife.
I run across this all the time and here is what
typically happens. Most wives are concerned about money
going out but not coming back in. What I'm saying is,
following the company and our teams different business
model, you will be in a positive cash flow within 48
hours. If you recall, With our comp plan you get paid
daily. Here's what you need to keep in mind as you make
this decision. Do you have a good work ethic? The reason
I want you to think about that is this, if you will give
this business 2-3 hours a day, apply what we teach, you
can enjoy an average weekly income of $1000 to start
Let me ask you, do you have
a good work ethic? (Wait for answer)
Next question, would your
wife object to an extra $1000 a week?
(Wait for answer)
Thatís my point, so with that in mind, it makes sense to
get started, doesn't it? Good, all I need is
your name as it appears on your credit card.
Ok, in that answer I actually added the 6th and final
Step 6 - Get
agreement and Close - You will notice that I
answered the objection then I said
thatís my point, so it makes
sense to get started doesn't it?
Notice the tie down
At that point, as long as you get a
yes, itís time to
close. If you recall the 6th step was get agreement and
close. If you ask the get agreement question and you do
not get a yes,
do not try and close. You still have work to do. What
you will need to do is use additional objection verbiage
you have developed to handle the spouse objection. This
is the reason you want to have 2 or 3 objection answers
to each common objection. Sometimes you need to address
an objection a couple of different times using a couple
of different answers to get the prospect to the point
where you can close him.
So now you have the formula for developing answers to
There is a saying, "Successful people do the
things unsuccessful people won't do."
This is an area you want to master. Your ability to
confidently and smoothly answer a prospectís objections
and concerns will make a tremendous difference in your
signup rates. If you stumble and stall when a prospect
expresses an objection, you have an excellent chance of
losing that prospect. Your prospects can sense when
youíre stumbling over an answer or youíre not sure about
This is an area where you do not want to wing it. You
should know what the most common objections are.
You should take the time to prepare quality answers, and
most important, those objection answers should be in
writing and placed where you can read them if that
objection comes up.
Like your invitation script, you want to spend a lot of
time practicing the delivery of these answers so,
although you are reading the answer, it doesn't sound
like you're reading. The more you practice the better
you will be.
Now you know how to start the follow up or closing call.
In addition, you know how to respond to objections. With
this knowledge you are now armed to help your downline
close there deals also.
If you don't close the prospect, all of the work it took
to find the prospect, get him or her in front of your
recruiting information, will be wasted.
If you are having trouble getting the prospect to say
yes to your offer,
chances are you have been afraid to ask the prospect to
make a yes
decision or you have been asking the wrong way. It is
your job to make it easy for the prospect to buy.
Letís take a look at what typically happens when you
make the follow up call to a prospect after he or she
has been to the conference call, or listened to a
pre-recorded version of our recruiting information.
Letís use a guy named Joe, as the recruiter, and Jane,
as the prospect. Jane has been to Joeís pre recorded
call and Joe is now calling Jane to hopefully get a
"Hi Jane, this is Joe. So,
what did you think about the call?
That is absolutely the wrong question to ask, but
that is exactly what the typical home businessperson
says on the follow up. The reason thatís a lousy
question to ask on the follow up call is the question is
so broad Jane literally has to take a few seconds and
think about an answer.
Now, back to Joe and Jane. Now what typically happens is
Joe telling her all of the things he likes about the
program, and when he is unable to get a decision and the
call ends with Jane saying,
"I want to think about it."
So, what happened? Jane seemed somewhat interested, but
Joe couldn't get a commitment or decision. Instead he
got a weak, I want to think
about it, and in plain English, most of the
time, that means the answer is
How do I know that? I know that because Joe follows up a
few times and either can't get Jane on the phone or Jane
says she hasn't had time to think about it yet.
Now, I want to ask you, does any of this stuff sound
familiar? Is this what you've been dealing with?
What went wrong on the call, in addition to the weak
opening Joe used, was he never focused on the Janeís
needs, likes, and desire, and therefore he never
connected with Jane. I like to call this tuning into
WIFM Whatís In It For Me.
So, letís look at the right way to handle a follow up
Joe calls Jane, and says with enthusiasm,
Hi Jane, this is Joe. That
was an awesome call, wasn't it?
Letís take a second and examine this technique. Joe is
not asking Jane what she thought; instead Joe is taking
a proactive approach, telling Jane it was an awesome
call. Doing it this way, the message Joe is sending to
Jane is, I know what you just heard was awesome call,
everybody who hears that conference call thinks its
awesome. This communicates to Jane that Joe has
total confidence that his offer is the best thing since
fried chicken. After Joe makes that statement, he ends
the sentence by saying, wasn't it?
When Joe tacked wasn't it
on the end if the statement, he was using a tie down.
Tie downs make it easy for the prospect to say yes.
Tie downs are also what some call mini questions
and the person asking the questions is the person in
After Joeís question,
wasn't it - the vast majority of prospects
will say yes, it was a good
call. After Jane says
yes it was a good call,
Joe continues on the offensive and says this.
So, tell me Jane, what did
you like most about what you heard?
That question is so powerful. It accomplishes two things
for you. First, Jane will take a second and think about
what she liked, so all of the images and thoughts in
Janeís mind right now are focused on the things she
liked. That is exactly what you want a prospect to be
thinking about on a closing call.
Before we move on to the other thing that questions
accomplishes for you, let me show you an example of a
variation of this technique that you will be familiar
with. Anytime you buy a new car, have you ever noticed
the salesperson always insists you test-drive the car?
What you don't know is, if you were to say to the
salesperson, I'll buy that
one I don't need to drive it, when the car
salesman goes to his manager with the paperwork, the
first question the sales manager asks the salesman is,
did the prospect drive the
car? If that salesman says,
ďNoĒ, but they want to buy
it anyway.Ē That salesman will be told to go
back and have the prospect drive the car. The manager
wants that prospect thinking about that new car smell,
the smooth ride and cold air conditioning and so on
before the negotiations begin. (I know this to be a fact
as I was general manager of a new car dealership). You
want your prospect thinking about all of the things he
liked on the call, before you actually attempt to close.
Your prospect will be thinking about things like being
able to work from home, quit that JOB, retirement,
residual income, immediate income, financial freedom and
maybe for the first time in that prospects life, having
the money to do the things he or she really wants to do.
Now, letís look at what else this question does.
When Jane answers the question, she is telling Joe what
she liked. This is ammunition Joe can use later in
helping Jane go ahead and say yes.
For example, letís say Jane answered,
ďWell, I liked two things. I
like the fact that I can enjoy immediate cash flow and I
like the fact that I can create residual income.Ē
Later when Jane says, "I'm
not sure I want to do this yet." Joe can say,
ďJane, I understand. Let me
ask you this, would you like to make real cash now while
building the long term, lifetime residual income?Ē
Joe took the information he got from asking that
question to push Janisís button and close the sale.
Now, do you see why itís important to focus on what the
prospect likes about your company, not what you like,
about the your company?
Letís review. Joe started the call with,
ďHi Jane, this is Joe. That was an awesome call
Next, Joe says what did you
like most about what you heard?
Now so far, we are heading home with this prospect, but
don't jump the gun yet, we want to take one more step
before we ask for a decision.
When Jane is finished telling Joe what she liked about
the call, Joe's next question will be
"Thatís interesting, why is
that important to you?Ē
Now this is what we call 2nd level data. When Jane
answered the second question and told Joe what she
liked, that was first level data. Sometimes thatís not
enough. By asking Jane why those things are important to
her, chances are good you will get the real data you
want, so don't skip this step. You will be amazed
sometimes at how the prospect will open up and tell you
what they are really feeling. If any objections come up
while the prospect is answering, just make a mental note
and don't respond to the objection yet. You will learn
that many times prospects will deal with their own
objections and you won't have to, so resist the
temptation to respond to any objections just yet.
Now that Jane has told us why what she liked is
important to her, letís go for the first close. Here's
how Joe will handle that.
So Jane based on what
you've told me, it sounds like it makes sense to get
started, doesn't it?
Did you notice that tie down,
doesn't it, again,
tie downs make it easy for a prospect to say yes.
When Jane says yes, it
makes sense, Joe says
great; all I need is your name
as it appears on your credit card.
Notice what Joe did here. He did not say
do you want to get started,
which only gives the prospect the option to answer
no. The reason you
don't want to close on a
yes or no
question is because we live in a negative world and itís
easier for most prospects to say
Now you know how to close. This simple four-step
procedure is highly effective. But let me caution you,
no technique, no matter how powerful or effective, will
work 100% of the time, but if you use the technique
properly you will find that you will close more
prospects then you ever have in the past.
Now here's what you need to do.
Practice, drill and rehearse this procedure until its
second nature and use it. Start using it today.
If this were a perfect world, all of your prospects
would close after this simple procedure, but itís not a
perfect world. Some prospects will have questions,
objections and issues.
On every follow up call one of three things should
1. You close the deal.
2. The prospect shows that they are
3. You do a three way with someone
on the team.
Always remember, we are a team and
no team ever becomes number one without working
together! I cannot help but to remember the LA Lakers of
2003, they had the best talent money could buy however
they did not work together and therefore they never
became number one.
At first this type of recruiting
may put you outside your comfort zone. Always remember a
great Quote by Greg Arnold,
ďALL GREATNESS IS ACHIEVED
WHILE PERFORMING OUTSIDE YOUR COMFORT ZONEĒ.
For your success