_Obstacles In Your Way_
[Sidenote: Mountain Climbing]
There is no great mountain in the world that has a natural, smooth road
with an easy grade all the way to the top. Mountain climbing requires
some hard work. It involves getting around, or going over, or removing
many obstacles that block the path upward.
You will encounter similar difficulties, obstacles, and resistance on
your way to success. _If you cannot pass them, your ambition will be
defeated._ You will quit the climb, discouraged; or will be driven back,
a failure. In order to _assure_ your success you must now ascertain
dependable ways to conquer obstacles. This advance knowledge will make
them seem less formidable. Since you will have definite plans for
dealing with the difficulties that may obstruct your path, you will not
feel hopelessly blocked when you face them.
[Sidenote: Knowing How]
No great mountain has ever been scaled by a novice ignorant of the
science, and unskilled in the art of climbing to supreme heights. But an
expert mountaineer learns from mastering one peak something about how to
climb others. He develops ability to conquer any and all obstacles he
may meet. He proves repeatedly that what would be impossible to a
novice is a _certainty_ to him. He starts the most difficult ascent with
absolute confidence that he will gain the top.
[Sidenote: Obstacles and Resistance]
_You likewise can feel sure of your ability to reach the highest peaks
of success_. In preceding chapters you have been shown how to take
advantage of the _easiest_ way up by following the guide marks of
salesmanship at every step. Now we are to study the obstacles you will
encounter, in particular the objections the prospect may raise to
frustrate your purpose. At this stage of the selling process you will be
like a mountaineer fighting in the Alps. It will probably be necessary
that you overcome or evade considerable human resistance while you are
climbing toward your goal.
Let us assume that you have already gained a chance to sell your
capabilities to the particular man through whom you expect to succeed.
He has heeded your knock and welcomed you into his interest. You have
made such a presentation of your desirability and service value that he
wants you to be associated with him. But now it will be natural for him
to begin a critical analysis, seeking whatever faults he can discover or
imagine in you or your proposition. _Your success or failure in your
ultimate purpose is likely to depend on how you handle the criticisms he
raises._ Therefore it is of vital importance that you learn in advance
_sure ways to gain your goal despite normal opposition._
[Sidenote: Objections Are Natural]
Recognize first that it is _natural_ for your prospect to raise
objections, whether he is favorably impressed or not. His resistance to
your purpose may be only a _precaution_. Perhaps it does not indicate
_opposition_ at all. He may want you to convince him you are all right;
so that he will feel entire confidence in his own judgment when he
finally does as you wish. Or he may object for no other purpose than to
test you thoroughly. If this is the case, his sympathies will all be
with you while you are dealing with the obstacles he puts in your way.
_Evidently objections of this sort should not be handled the same as the
objections of opposition._ It is necessary that you distinguish between
the two kinds and that _when dealing with each specific objection you
determine in your own mind what is its source_. There should be nothing
in your method of handling the obstacle that might _antagonize_ your
prospect. You should take fullest advantage of his every inclination to
_cooperate_ with you in his thoughts and feelings. He may be "pulling
for" you strongly when he seems to be "bucking" the hardest.
[Sidenote: Objection is Favorable Sign]
_An objection really is a favorable sign._ If you call upon a
prospective employer who, after hearing your presentation, begins to
find fault with it and with you, or tries to evade your proposal, you
may be sure that you have carried him along a considerable distance
toward the accomplishment of your purpose. _He objects or evades because
he is on the defensive._ "You have him going." He is wary, and so takes
measures for self-protection. _The moment your prospect begins to raise
objections in your way, he indicates that he is not entirely comfortable
in his own mind about escaping from your salesmanship._ He has felt the
tug of desire; but he does not feel sure yet that you deserve his
confidence, or else he has a pretty positive idea that in this matter of
your possible employment his interests and yours are different. He is
looking out for himself.
[Sidenote: Welcome Opportunity To Strengthen Yourself]
However, you have come with a _true service_ purpose. You believe he
_needs_ you; that you can _satisfy a lack_ in his business. You feel
your interests and his are alike, not different. You know that you have
no intention "to put anything over on him." You want your prospect to be
absolutely satisfied with what you propose. Therefore you should welcome
every chance to convince his mind and win his confidence. _An objection
affords you an opportunity to overcome it, and so both to strengthen
your proposition and to weaken his resistance._
[Sidenote: Don't Set Up Straw Men to Knock Down]
_You_ should not, however, bring up objections that the _prospect_ has
not raised in his own mind. That would be putting up a straw man and
knocking him down, which is profitless and unconvincing. Of course you
must clear the path when there is no other way to proceed, but do not
block it yourself. Sometimes it will not be advisable to clear the path.
If you can get around a difficulty you see, without attracting your
prospect's attention to it, you will be wise to go some indirect way to
your goal.
Suppose, for example, that you know the salary you want is higher than
your prospect has been accustomed to pay. It will be good salesmanship
for you not to refer to the amount you have in mind, until after you
have carried him along with you to consider the profits he will make
from engaging your services. Since you plan to show him that these
profits will pay your salary, you will be wise to avoid the matter of
your compensation until you have approached nearer to the successful
conclusion of your selling process.
[Sidenote: Avoid Troubles by Forethought]
_Almost every difficulty and opposition you are likely to encounter can
be anticipated._ Don't wait until you come face to face with an
obstruction in the way of success. Let forethought carry you
imaginatively into just such a situation. _Think yourself out of a
possible difficulty before you actually get into it._ Then you can win
the respect of your prospect by proving on the spot that you are not a
man who can be dodged or blocked, or cornered. _Every time you pass an
obstacle, you will be a long step nearer to success_ in selling your
services.
Suppose an employer says to you, "You are too young. You have had no
experience in this line of work." You cannot _deny_ your youth and you
should not _defend_ it as if it were a fault. Nor can you claim
experience you have not had. But it is unnecessary for you to indicate
any feeling that inexperience is a demerit. An ordinary applicant might
be discomfited by such resistance to his purpose. If you are a skillful
salesman, you will be prepared to deal with this very obstacle and will
turn it to good account. You can say at once:
[Sidenote: Value of Adaptability]
"Because I am young, I am adaptable to your methods, instead of being
set in ways that might differ from yours. True, I am not experienced.
Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
material that won't have to be re-made, and that can be easily shaped as
you want to form it. I realize it will take some work on your part, _but
the product will be satisfactory to you when it is done_. It seems to me
that the only question involved is whether or not I would make it worth
your while to do the work on me. The fact that I have come to you of my
own choice proves I really want to be employed here. I assure you now
that I will make my services worth any pains you take to teach me your
methods, and I will be just as eager to remain as I am to start."
[Sidenote: Use Objection As a Sales Help]
Analyze this method of dealing with any particular obstacle. _Plan to
get rid of the obstruction completely, leaving the way ahead smoothed._
When the objection of the prospect is so skillfully disposed of, his
_desire_ for your services is stimulated. He _wants you more, because he
likes you better_ now that you have cleared away the obstacle. Thus you
have utilized the objection as a _help_ in selling yourself
successfully. Just so a mountain climber uses the rocks he encounters as
holding places to help him climb higher.
Your prospect may say that he has no need for such services as you
offer. He may state reasons why you are not needed in his Business. _But
if you have prepared yourself thoroughly, each disclaimer of his lack,
every suggestion of an objection, will give you an opportunity to prove
in some specific way your service value to him._
The president of a manufacturing company had an ironclad rule that all
positions in his business were to be filled by promotion. He never hired
a new employee except to start at the bottom. A competent young office
man applied for a situation. He was turned down flatly. The company's
policy was quoted as the reason. He met this obstacle in a new way.
[Sidenote: Making an Exception]
"One of the principal reasons I came to you, Mr. Blank, is that I hope
to benefit from your rule myself. I want to get into a company where I
will know that the way to advancement is sure without going outside for
my chance. But by my experience in other employment I have developed
certain capabilities that would warrant you in making an exception to
your rule, in my case.
"You do not audit your own books. Yet you have been self-auditing your
methods of office operation. Another thought I want to suggest. You know
that in the royal families of Europe the stock runs down because they
don't get in fresh blood. I would not advocate a change in your general
policy. But you have already made an exception to your rule in having
your books checked by a public accountant whom you engage by the year
for that purpose.
"I propose to bring in the outside viewpoint for the study of your
office system, with the expectation of suggesting possible improvements.
I want to introduce fresh blood, and yet to become part of your
organization family. It is sound business for you to engage me because I
am from the outside. You need an auditor of your operations as much as
an auditor of your accounts."
This view of the matter had never been presented before to the employer.
It won him over to the proposal. The new man broke in where every
preceding applicant had failed.
[Sidenote: Apparent Objections]
Thus far we have considered _actual_ obstructions, _real_ blocks in the
salesman's way. Now let us turn our attention briefly to obstacles that
are only _apparent_, to resistance that is but a _feint_.
Your prospect may try to put you off. Or perhaps he will attempt to
evade uttering a downright refusal, and instead will make some sort of
an excuse for not doing what you wish. If you dignify these _artificial_
or merely _apparent_ obstacles by treating them as _real obstructions_,
you will hinder your own progress toward success.
[Sidenote: Danger of Losing Ground Gained]
You have secured your chance to present your services for purchase. You
have made real progress toward the successful accomplishment of your
ultimate purpose. _Nearly always if you let yourself be put off for any
reason, without making a definite advance toward your final goal, you
will lose some of the ground already gained._ When your prospect
attempts to evade the issue by making an excuse or by postponing further
consideration of the subject, _he tacitly admits that your position is
strong_. But if you have to start the selling process all over again at
another time, if you let him put you off when your position is strong,
_you will be weaker when you attempt to resume your sale_.
[Sidenote: Do One of Two Things]
Should you be put off, do one of two things. _Either disregard the
evasion entirely and go straight ahead with your selling process_; or,
if you consent to the postponement or evasion, _take advantage of your
strategical position of strength to make a definite advance toward the
accomplishment of your purpose_. For examples of the two methods let us
consider suppositious cases.
[Sidenote: Driving Ahead]
Your prospective employer might say, "I'll think over your application.
Come in next week and I'll let you know my decision." You can handle
this evasion effectively by going directly ahead and proposing, "I am
perfectly willing that you should think over my usefulness to you, but
during the week you are considering me for future employment, let me
actually work on the job. If you decide that you don't want to keep me,
tell me so at the end of the week and there will be no charge for my
time." _You will be driving straight toward your goal, not even pausing
when he attempts to put you off._
[Sidenote: Strengthening Position]
This effort at evasion or postponement might be handled in a different
way. You could say to the prospective employer, "Very well. I will
return in a week for your decision. Meanwhile I will submit some
additional references as to my character and energy. I ask also that you
permit me to save a week instead of wasting it. I should like your
permission to spend this next week in your office, studying the job.
Then if you decide to employ me, as I believe you will, I will be
already broken in." Such a proposal is hard to refuse. While you would
consent to the postponement or evasion of decision, _you would be
strengthening your own position_.
[Sidenote: Make Progress]
_In one way or the other you can make progress._ Either you can brush
the evasion aside and carry your prospect through to the closing stage
of the sale of your services, or you can close an intermediate sale on
the spot, as in the second illustration.
[Sidenote: Forcing Real Objection]
_Do not, therefore, treat evasions and postponements as real obstacles._
Even in case you cannot induce your prospect to go ahead with you, or
close an intermediate sale, _you can avoid being blocked_ by his attempt
to put you off. When he sees that he cannot get rid of you by his
subterfuge, he will be forced to make a _real_ objection. He will not
give you another weak excuse after you have disposed of his first
attempt to evade. When he tries to block you by making a real objection,
after the failure of his excuse or postponement, he will fall right into
your plan of the sale. _You will be all ready for the objection he
states._ You will know exactly how to handle it and turn it to good
account so that his opposition will be weakened and you will add to your
strength.
Let us suppose your prospect comes out with the flat statement, after
you prevent him from putting you off, "No, I have made up my mind not to
add any new employees for the present." He thinks that settles the
question. In reality it affords you a sales opening. You retort, "Your
attitude is perfectly right. You do not want to add to expense. I should
feel the same way myself, were I in your position. However, I am not
going to be an _expense_. I shall be a _money-maker._ I know you have no
objections to increasing your profits." His opposition would have given
you your lead.
[Sidenote: Unsound Objection]
A man applied for a position in a bank. Business in general was dull; so
the president tried to put him off. The position sought offered any one
filling it opportunities to develop increased business for the bank
along certain lines. Thus the objection of dull times was plainly
_unsound_. The applicant felt, however, that it would be a mistake to
urge very strongly his ideas about increasing the business. He believed
the president would not accept them if fully stated. So the young man
met the attempted evasion by drawing the banker on to a step that
committed him only to the _beginning_ of the program outlined.
"I appreciate that business is not rushing at present," he said.
"Therefore you will have time to study how I propose to develop some
new business. If you were very busy, you would not be able to
investigate my plan thoroughly. You may not care to put it into effect
just now, but while you have comparative leisure let me give you an
illustration of ways in which my idea can be worked out.
"It is unnecessary to discuss salary or a definite engagement at
present, if you prefer to wait awhile. But with your permission I should
like to come in here for a month and demonstrate a few of my ideas in
actual practice. At the end of that time I will show you a chart of the
results."
[Sidenote: Evasion Turned to Selling Aid]
_The evasion was turned into a selling aid_. The banker, naturally
desirous of making additional profits, could not very well turn down
such a proposal. He would have felt a little ashamed to accept services
without paying for them. Therefore he gave the applicant a chance and
agreed to pay him a moderate salary from the beginning. The new man went
to work immediately, and very soon demonstrated such value that his
compensation was increased to an entirely satisfactory amount.
[Sidenote: Don't Fight Back]
Already in this chapter you have been warned against handling an
objection in such a way that the natural antagonism of the man who makes
it will be increased by your method of dealing with his opposition. When
he resists you, or puts obstructions in your way, you of course must
take the measures that are necessary to enable you to proceed with your
purpose, notwithstanding the obstacles he raises. _But if he acts
antagonistic, be careful not to appear to fight back._ Avoid making the
impression that you regard him as an _opponent_. Your difficulty in
closing the sale will be lessened if you keep him from feeling at any
time that he needs to adopt measures of _self-protection_ against you.
[Sidenote: Diplomacy And Tact]
_When your progress is obstructed, it is necessary that you use a very
high degree of diplomacy and tact._ This will carry you much farther
toward your purpose than any manifestation of naked force. Of course you
must meet many objections squarely. You will encounter obstructions that
cannot be avoided, opposition that will not step aside. There will be
occasions when it will be necessary for you to employ force. But you can
always conceal "the iron hand in the velvet glove" if you exert your
force in _tones_ and with _gestures_ or _movements_, rather than by
making _word_ statements. _The art of suggestion can be employed as
effectively at the objection stage as at any other step of the selling
process._
Let us assume that you are a greenhorn. But you believe yourself capable
of filling a certain position. You apply for it. Your prospective
employer questions your capability because you lack experience. He
refuses your application, and declares he is unwilling to run the risk
of having you make mistakes that might be expensive to him.
[Sidenote: Using Suggestion Instead of Statement]
You know that you are very careful, and that you would not take any
important action on your own responsibility if you were in doubt whether
or not you were right. You feel that his objection is unsound; that he
is exaggerating caution. But it would certainly be a mistake for you to
say, "Nonsense!" That would make him bristle.
Of course you want to show him that you do not take his objections
seriously. You can make the right impression by smiling at his
statement. You can reinforce the effect of your smile by making a
horizontal gesture with your hand. If you shake your head slightly,
force will be added to your denial of incapacity or rashness. It may not
be necessary for you to _say_ anything. Possibly your suggestion will be
stronger if you simply ignore the point he has raised against you.
Usually, however, in such a case it is best to employ a few quiet words
in disposing of the objection; _though chief reliance should be placed
on the suggested meaning behind the statement_.
[Sidenote: Your Stake In Your Opportunities]
I recall the case of a man who handled an objection of that sort by
first smiling while shaking his head and making a gesture of negation,
and then said, "I could not lose much for _you_, but if I were reckless
or irresponsible I certainly would lose for _myself_ this opportunity
that you see I want very much. I have a great deal more at stake than
you. You may be sure I shall not risk losing my chance to succeed, by
causing you any losses." The tone used was the heart pitch of sincerity,
with the final assurance in the deeper tones of power. The tone and the
manner of the applicant for the position indicated such strength that
the prospect felt the weakness of his objection and did not persist in
it.
[Sidenote: Direct and Qualified Admissions]
When you make a _direct admission_ of the point the prospect raises
against you, _have a strong answer ready and give it to him at once_.
Otherwise you will not rid his mind entirely of the objection. In most
cases it is preferable to make only an _indirect_ or _qualified_
admission of the point raised. Then the objection, not having been
strengthened by your full confirmation, can be overcome without the use
of much force or power.
[Sidenote: Straight-out Agreement With the Objection]
If your prospective employer says to you, "We are not making any money.
I do not intend to put on a new man," diplomacy requires you to admit
unequivocally the truth of his assertion that his business is not
profitable. He may be exaggerating a temporary condition, but he would
take offense if you should question his blunt statement. Therefore agree
with him, and having prepared the opening with your tact, _introduce to
his mind agreeable ideas of satisfying his want for profits_. You might
say, "I realize business is poor. That is one of the reasons I come to
you just now. If you were making plenty of money, you would not
appreciate the value of my ideas for increasing your profits. The
results of the work I propose to do might not be sufficiently
conspicuous among other large earnings to attract your especial notice.
This period of depression gives me the very opportunity I need to prove
to you that I would be a money-maker, and not an expense to you. Surely
you would like to have me demonstrate that. All I ask is a chance to
convince you. Judge me by the results."
Analyze this unequivocal admission of the validity of the objection.
Such cases can often be handled most effectively by granting the point
raised, directly and without any reservations, and then answering the
objection in such a way that it is completely removed as an obstruction.
This is good salesmanship.
[Sidenote: Indirect Admission]
Suppose, however, you feel the objection of poor business is unsound.
Let us assume that this prospective employer you are interviewing has a
dull season every year. Therefore the condition of which he complains is
simply normal, and his objection is put forward as an excuse for
rejecting your application. _In such a case you do not want to make the
obstruction more formidable by fully admitting its validity. Yet tact
forbids you to deny its soundness._ It will be better salesmanship to
recognize indirectly the point raised than it would be to give your full
agreement with the objection, as in the above example of an unequivocal
admission. You might use such an answer as this:
[Sidenote: "That is True, But"]
"I notice, Mr. Blank, that you are making some extensive repairs on your
factory. Though this involves additional expense in your dullest season,
you are having the work done now because this is your slackest time.
True, your profit showing at present will not be so good as it would be
if you did not make the repairs. But the earnings of your business will
be improved during your busiest season and you will avoid the extra
expense of interrupting your production when it is at the maximum. This,
of course, is the time to have your repair work done. It would not be
good business to put it off.
"My proposal that you engage me now is directly along the line of your
own policies. What I would do in your office might be called repair
work. Your dull season is the time to have it done. I can introduce my
efficiency ideas now without disorganizing your operations. Then, when
you are busiest, the new system will be in perfect working order, for
your service."
[Sidenote: Adapt Solutions To Your Own Problems]
When you study illustrations of the application of basic principles, do
not give them merely superficial consideration. _Examples are of slight
value unless they suggest to you how you should use your imagination to
make illustrations of your own in actual practice of the principles._
Whatever your need for help in selling your services, and whatever
difficulties you may have to overcome or get around, you will find in
the pages of these books _cues_ to the methods of certain success.
Evidently, however, the scope of the series of chapters must be somewhat
limited. None of the answers to the major problems of salesmanship are
omitted from the contents, _but you must apply and fit the given
solutions to your individual necessities_.
[Sidenote: Two Bases of Objections]
Turn your thought now to the different bases of objections. It is of the
utmost importance that you know whether the obstruction is raised by the
_mind_ or by the _heart_ of your prospect. _Mental_ resistance can be
met and overcome by _ideas_, by points introduced by _your_ mind into
the _mind_ of the _other_ man. His _heart_ may not be involved. But if
there is "feeling" in his opposition, it is necessary that you displace
it with a different _feeling_ toward you and your proposal. The heart of
your prospect must be turned from antagonism to friendliness, if it is
involved in an objection. Therefore when a point is made against you,
_decide from the evidence whether the obstacle raised has an emotional
or a mental basis_. Treat it accordingly. Use your own _mind_
principally in dealing with the purely _mental_ objection of the
prospect. But depend on drawing out _his heart with yours if his
emotions are involved_ in his opposition.
[Sidenote: Mental Basis]
Suppose you have a plan about engaging in a certain business. You have
worked it out carefully and are confident that it is "a winner." But you
need financial backing. So you go to a man who has money, and apply to
him for a loan. He listens to your plan. When you finish explaining, he
refuses your request. He uses the mental tone of cold business when he
states his reason. "You offer me no security. I am not in the habit of
lending money without it." His words and manner indicate that he has
listened to your plan without the slightest feeling of sympathy for your
purpose. His _emotions_ have not been stirred. He is turning you down
simply because his _mind_ is opposed to the form of investment you
propose for his money. It would be futile for you to make an _emotional_
appeal to this man, in the hope of getting rid of his _mental_
objection. He would be disagreeably impressed were you to attempt to
stir his heart. You cannot offer him the security he has in mind, but
you need not be balked for that reason. It is possible for you to make
an appeal to his mind only, and to suggest to him ideas of security that
he has not considered.
"Mr. J.P. Morgan," you might remind him, "when asked the basis upon
which he loaned money, replied, 'Character, principally.' I offer you
the security that Mr. Morgan considered most important. You know my
reputation is good. You perceive that my plan is sound, and that I have
thought it out thoroughly. You do not expect me to lose money. I have
proposed to protect you as fully as possible by agreeing in advance that
I will take no step until after your approval has been given. Therefore,
in addition to my character, I am offering you the security of your own
mature, sound judgment on all operations.
[Sidenote: A New Idea Of Security]
"Don't you believe that my squareness, guided by your advice, would
secure you? I have applied for a loan of only ten thousand dollars. You
will absolutely control the expenditure of the money. You know,
therefore, that at the worst I could not have a large loss. I have
offered you life insurance to protect you against the possibility of my
death within the next five years. It is altogether improbable that I
should have a loss of as much as a thousand dollars in the new business.
Certainly you have sufficient confidence in my ability and integrity to
believe that I could and would repay you a thousand dollars with
interest before the expiration of five years. I expect, and you expect,
that my venture will prove successful. I have planned a sound business
enterprise, free from the dangers of speculation. With the cooperation
of your judgment, your loan would be a secure investment. I believe you
are now convinced of that."
[Sidenote: Reaching Heart Through Mind]
Notice that the objection is dealt with powerfully; yet there is no
appeal that is aimed away from the prospect's _mind_. For this very
reason his sympathy with the proposal is likely to be stimulated. _Such
salesmanship often has the effect of enlisting the heart of the other
man after removing the objection of his mind._
[Sidenote: Objection on Emotional Basis]
Let us assume now that the prospect refuses to make the loan to you
because he has been imposed upon before by some one he has backed. He
may really want to lend you the money, but his heart has been so
embittered by his previous experience that he turns a deaf ear to your
proposition. His opposition is based chiefly on feeling. His heart, not
his mind, is at the bottom of his refusal of your request for a loan. He
would not be reached by the appeal that would be effective with the man
in the first example. This second prospect should be addressed something
like this:
"The experiences you have had hurt you, principally because they have
made you lose faith in men. This, not the money involved, was your
greatest loss. So long as you have only those experiences to think
about, you will be unable to get back your former belief in human
nature. You would like to recover it. You would be happy to feel that
the men who abused your confidence were exceptions, and not the rule.
[Sidenote: Selling a New Feeling]
"If you will lend me ten thousand dollars, and I make good my promises
to you, your new experience with me will go a long way toward restoring
your lost faith in men. It is natural that you should feel embittered,
but the taste in your mouth is unpleasant. Back me up. I will help you
get rid of your bitterness, and will replace it with a glow of
satisfaction. You cannot doubt that I will make good. You should not let
your old prejudice stand in the way of the gratified feeling you will
have when I prove to you that all men are not unworthy of trust. After I
justify your confidence you will be happier for the rest of your life."
In the illustration the objection is dealt with _emotionally; because
its basis is feeling_. No _mental_ appeal is made. The salesmanship in
this example is the direct converse of that in the previous
illustration.
[Sidenote: The Best Rule]
Usually, however, it is best to counteract objections by making appeals
to _both the heart and the mind_ of the objector. In most cases it is
safe to assume that his mental opposition involves his feelings to some
degree, and it rarely happens that an objection is so purely emotional
that the mind of the prospect does not take part in it at all. So the
rule of masterly salesmanship is to use neither the appeal to mentality
nor the appeal to feeling _exclusively_, but rather to _stress one or
the other, while using both_. If the objection appears to be based
_principally_ on opposition of _mind_, it is more important to reach
into the prospect's _mind_ with the answer than it is to draw out his
_heart_; and vice versa.
[Sidenote: Emotional and Mental Tones]
If the thought behind the objection arises principally from _feeling_,
it will nearly always be expressed in an _emotive tone_. By this pitch
of the prospect's voice you can determine whether he is speaking chiefly
from his heart or from his mind. Conversely, of course, the _mental_
objection will be pitched in the high "head" tone. One of the most
difficult features of dealing with opposition from the other man is
uncertainty as to _how much he means_ of what he says and does. It would
be a mistake to take his resistance too seriously or too lightly.
Therefore it will aid your salesmanship a great deal if you are able to
discriminate between the mental and the emotional tones in which
opposition is expressed. You can reply accordingly.
[Sidenote: The Power Pitch]
It is almost as important that you recognize _the pitch of power_ when
it reenforces the words of objection, and that on the other hand you
note when the power tone is _lacking_. In the first case you will need
to reply with considerable force, whether you appeal to the mind or the
heart of the prospect. But when his objection is stated in a powerless
tone, even though it may be accompanied by curtness or bluster, you need
not waste much force on your answering appeal to his mentality or his
emotions.
[Sidenote: Keep Ears Alert]
The mental tone, as we recall from previous study, is pitched higher
than either the tone of feeling or the tone of power. The medium, heart
tone is vibrant. It rings with sincerity. The power tone is deep, and
most sonorous of the three. _Keep your ears alert for these indications_
your prospect will give you unconsciously when he opposes your purpose.
The discriminative reading of the tones of objections will greatly
reduce the danger of "getting your wires crossed" when you reply.
[Sidenote: Suggest Strength Without Antagonism]
If you have to deal with opposition expressed in the tone of power or
with gestures of force, you will be safe in concluding that considerable
_feeling_ is behind the objection. Therefore it will be necessary for
you to put _both feeling and power_ into your answer. You should be
careful, however, when you meet such resistance, not to make the
impression that you are engaged in a contest of power with your
prospect. _Throughout the selling process avoid any suggestion that you
are fighting back._ Use the tone of force, not to indicate that your
strength of purpose is greater than the strength of the resistance, but
just to _emphasize the basic soundness_ of your proposition. Thus you
can suggest that you are sure of your ground, while you do not dispute
the force and sincerity of the other man in making his objection.
Suppose, for example, you apply for a situation in a wealthy firm, and
one of the partners turns you down most emphatically by saying that they
can't afford to engage any new men at present. You realize the firm may
be losing money temporarily, but you believe that your services in the
capacity you have outlined will be valuable to the partners. You can
come back firmly and not retreat an inch from your position. You need
not _antagonize_ by manifesting your determination to have the merits of
your proposal given due consideration. You know your prospect feels
pretty strongly on the matter of increasing his payroll while business
is unprofitable, but you should make him recognize that you believe so
thoroughly in your earning capacity that you feel you would justify him
in disregarding the temporary depression, while he considers your
service worth.
[Sidenote: Units of Tone]
As we have noted previously, it is important to know, at the time an
objection is put in your way, _whether or not it is really meant_. When
deciding in your mind on the right answer to this problem, you will be
helped very much if you size up not only the tone pitch of the
objection, but also the _units_ of tone employed by the prospect in his
expression of opposition. If he refuses your application, but uses just
_one_ tone, you may be sure his negative is not strong. If you do not
strengthen it to stubbornness by antagonizing him, but use tact to get
rid of his resistance, you will not find it difficult to melt away the
obstruction.
However, should the "No" be spoken in two or more tones, with increased
stress at the end, your prospect certainly means his rejection to be
final. His mind is fully made up for the time being. It would be poor
salesmanship to butt your head against his fixed idea, just as it would
be foolish to tackle a strong opponent when he stands most formidably
braced to resist attack. But the two or three toned negative does not
mean that the idea behind it is fixed in the prospect's mind _forever_.
Any one is prone to change his mind, _unless he is kept so busy
supporting a position taken that he has no chance to alter his opinion_.
[Sidenote: Preventing Stubborness]
Therefore leave alone at first the rock you encounter. Get behind the
boulder by taking a roundabout path. Then quietly dig the support from
under the negative idea. If you make no fuss while you are undermining
the obstacle, it will be likely to topple over and roll from your path
without your prospect's noticing that it has disappeared. If his
interest is diverted from it, there is no reason why he should turn his
mind back to a stubborn insistence on his objection. Should he be
conscious that the rock of his earlier opposition has rolled away, he
will probably think it lost its balance. He will not realize that you
subtly undermined it and got rid of it by your skillful salesmanship.
A salesman of an encyclopedia met a prospect who refused to give
favorable attention to him and his proposition.
"No sir-e-e!" declared this objector, shaking his head emphatically. "No
more book agents can work me. The last slick one that tried to swindle
me is in ja-a-il now, and I put him the-ere!"
He gloated in two or three tones.
[Sidenote: Turning Back A Turn-down]
"Good for you!" praised the undaunted salesman, who had come prepared
for adamantine obstacles in his path. "If more book buyers would see
that such rascals get what's coming to them, the rest of us salesmen,
who represent square publishers squarely, would not have to prove so
often that we are not crooks like some fellows who have happened to
precede us in a territory. Please tell me the name of the man who
swindled you. He might hit my publishers for a job after he gets out of
jail, and I want to warn the boss against him. Sometimes those slick
rascals pull the wool over our eyes, too. We are always on the lookout
to avoid getting tangled up with them."
The salesman pulled out his note book and pencil. When the name was
given, he wrote it down painstakingly. He asked the prospect to spell it
for him; so that he would be sure to get it right. Then he thanked the
man who had said he would have nothing more to do with book agents.
Having "got around" the objector, the salesman proceeded with his
selling talk on the encyclopedia, as if he had not been turned down
flatly to begin with. In less than half an hour he had secured the
signature of the prospect to a contract for the finest edition.
[Sidenote: Be Ready for Opposition]
If this salesman had not been thoroughly prepared to meet the strongest
kind of mental and emotional opposition, he could not have come back so
quickly with the appropriate answer that undermined the obstacle. You
should be likewise ready for the "tough customers" one hears about.
_Practice in anticipation various ways of handling every imaginable
objection._ Then, when you face an actual difficulty, you will either
have on the tip of your tongue a solution of the problem, or your
forethought will assist you to devise on the spur of the moment the way
to work out the right answer. Again we observe the importance of full
preparation, in assuring successful salesmanship.
[Sidenote: Two Essentials Of Resourcefulness]
No quality is more important to the salesman than _resourcefulness_. Its
first requisite is _knowledge_, particularly advance knowledge of the
points that are likely to come up in the course of the selling process.
The second is a _mind trained to act quickly and effectively in using_
its knowledge. If you have these two essentials of resourcefulness, no
objection will ever catch you napping. It will do you no good to look
up the right answer _after you leave the prospect_. Nothing can be more
exasperatingly worthless than an idea of something you "might have said"
but could not think of until _too late_. Have all your facts on tap. And
be practiced in making use of them in every imaginable way. Rare indeed
will be cases that you are not prepared to handle successfully.
[Sidenote: Practicing "Come-backs"]
I know a salesman who trained himself in resourcefulness by typing on
about fifty cards all the objections to his goods or proposition that he
could imagine. For ten or fifteen minutes every evening he played
solitaire with these cards. He would shuffle them, held face down, and
then deal off, face up, objection after objection. He never could tell
which was coming next. In a few weeks he had trained himself to give an
answer instantly to each objection, and to utilize it as a help instead
of a hindrance in his selling. Thereafter opposition and criticism from
prospects had no terrors for this salesman. He was able to get rid of
objections so swiftly, surely, and completely that they never had time
to grow formidable in the mind of the other man.
[Sidenote: Adaptive Originality]
Only a little less important than resourcefulness in meeting objections,
is _adaptive originality in answering them_. The "pat, new" reply is
always very effective. But do not unduly stress the value of the factor
of _originality_ alone. It must be coupled with _adaptation to the
particular viewpoint of the other man_. You must speak his language, if
you would be sure of making him understand you perfectly.
[Sidenote: Use Prospect's Language]
For example, suppose you apply to a watch manufacturer for a position in
his office. He seems inclined to question your dependability. You will
make a hit with him if you quote a detail from one of his own ads and
say, "I have a seventeen jewel movement," and then particularize that
number of good points about yourself. Such a reference preceding a
specification of your qualities would be adaptive originality. _It would
be an expression exactly fitted to the way this prospect thinks._ So it
would be more effective than an ordinary answer to the objection.
Adaptive originality in disposing of objections is a manifestation of
tact and diplomacy--the fine art of letting the other man down with a
shock absorber instead of jolting him to your way of thinking.
[Sidenote: Keep Train of Thought on Main Track]
When your prospect starts objecting, it is up to you to prevent him from
wandering far afield. At the objections stage, as at every other step in
the selling process, _you should dominate the other man_. Tactfully keep
him concentrated on the subject and on your application. If he starts to
grumble that some man he has engaged previously was "no good," you can
smile and reply, "You would not give _me credit_ for _anybody else's_
fine work, and of course you do not _blame me_ for what _that_ fellow
did."
You know what points are relevant to the subject you have come to
discuss, and what are not. _Discriminate, and make the prospect follow
you._ Restrict your treatment of his objections to points, means, and
methods that will keep his ideas from switching onto side-tracks of
thought. _When he wanders away from the subject, do not ramble with
him._ Promptly and diplomatically run his mind back on the main line of
your purpose. _You are operating a through train to success. You must
not be diverted into picking either daisies or thistles by the right of
way while your salesmanship engine stands idle._
[Sidenote: Patience and Calmness]
Tact and diplomacy include the qualities of _patience_ and _calmness_.
You cannot deal successfully with opposition if you are impatient or
flustered. Patience understands the other man and avoids giving him
offense; because it comprehends his way of thinking and is considerate
of his right to his opinions. _Calmness denotes a consciousness of
strength. Hence it inspires admiration._ Keep your patience open-eyed.
See ahead. Do not chafe restlessly because the present moment is not
propitious. A better chance for you is coming. Because of your vision
have faith in your power to _make_ it come. Whatever may happen, be
self-possessed when you meet it. You can give no more impressive proof
of your bigness. Your calmness will win the confidence of the other man.
It will help in making the impression of courageous truth. Only an
honest purpose can meet attack with quiet fearlessness.
[Sidenote: Win Admiration by Keeping Upper Hand]
_The chief danger to the salesman at the objections stage is that he may
lose control of the selling process._ Be on your guard to prevent the
other man from dominating you by his opposition. You have the advantage
at the start. He cannot be so well prepared to make objections as you
should be to dispose of them effectively. _Keep the upper hand._ If you
have not antagonized his feelings, your prospect will admire you when he
sees that he cannot dominate you and realizes that you will not let him
have his own way. You will build up in him a favorable opinion of your
manhood, intelligence, and power. _He cannot help appreciating your art
in handling him._
[Sidenote: Make Desire Grow]
Dispose of each objection in such a way that you will get yourself
wanted more and more as you remove or get around the obstacles
encountered. _The prospect's desire for your services should grow in
proportion as you overcome his opposition._ It is possible to use
objections, or rather their answers, to strengthen your salesmanship so
greatly that it will be easy to gain your object--the job or the
promotion you seek.
[Sidenote: Hard Climb Leads to Supreme Heights]
Therefore do not quail from the obstacles you meet. Recognize in each an
opportunity to succeed in demonstrating your capability; a chance to
increase the respect, confidence, and liking of your prospective
employer. _Remember, if there were no difficult, steep mountains to
scale, the supreme heights of success could not be gained._ So, with
shining face, climb on and up undaunted!