How to handle the 7 most common sales objections and keep the deal alive

This blog will help salespeople learn how to confidently handle the 7 most common objections in sales so you don’t get stuck or thrown off when a prospect pushes back.

Introduction

If you are in sales, you must have faced this problem. You explain your offer clearly, answer every question the prospect asks, and the call seems to go well.

But just when you expect a yes, they say something like “I need to think,” or “It’s a bit expensive,” and the deal goes cold. You try following up, but they either stop replying or give the same excuse again.

In the end, you’re left wondering, “What should I have said differently?” even though you know your offer was valuable.

But what if I tell you that you don’t need to get stuck at that point ever again? What if you had a way to handle these objections with so much confidence that the conversation actually moves forward instead of dying right there?

If that sounds useful, let me tell you that most objections in sales are just resistance, not rejection. And there are 7 of them that come up again and again. Once you know how to tackle each one properly, you’ll stop losing good deals for the wrong reasons.

But before explaining each of those 7 objections, I want to make you understand why it’s even important to prepare for objections in advance.

Why is it important to prepare for objections in advance?

You also must have realised by now that most deals don’t fall apart because your offer is weak. They fall apart because you didn’t know how to respond when the prospect pushed back.

People will ask for the price, act interested, take the proposal, and then hit you with a last-minute objection that throws you off.

And if you’re not ready for it, you’ll either freeze, start overexplaining, or say something that makes you sound unsure. What happens after that? Boom, the deal dies.

This is why you need to be ready before the objection comes up. Because once it does, you won’t have time to think. You’ll either respond powerfully and keep the conversation moving, or you’ll lose control and the prospect will slip away.

And want to know the worst part? Most objections are predictable. You’ll keep hearing the same 5 to 7 reasons again and again. So if you’re still getting surprised by them, it’s not the prospect’s fault, but it’s your preparation that’s missing.

That’s exactly why knowing how to tackle objections is not just a skill, but it’s a requirement. You don’t want to figure out your response while the deal is dying. You want to be ready before the objection even comes up.

And once you know what to say, you’ll stop fumbling, start leading, and finally feel in control of your sales calls even when things get tough.

Now that you understand why handling objections is non-negotiable, it’s time I show you the 7 objections that kill most deals and exactly how to tackle each one.

Objection 1: “It’s too expensive.” (Price objection)

Let’s say someone sees your landing page, reads your pitch, and replies with the classic, “Sounds great, but it’s too expensive.”

Now, the mistake most people make is that they either start panicking and offering discounts, or they go into explanation mode and start defending the price. But the truth is that when someone says, “It’s too expensive,” it’s not about the number.

Instead, it’s about the value they think they’re getting in return. They’re not saying, “I don’t have the money.” They’re saying, “I don’t think this is worth what you’re charging.” And that’s a positioning problem, not a pricing one. So let’s fix it.

1. Stay calm and hold your frame.

The first thing to do is nothing. Don’t flinch, don’t justify, and definitely don’t defend. Because the moment you start sounding nervous or offer a discount, you’re silently agreeing with them. You’re saying, “Maybe you’re right… Maybe this isn’t worth it.”

And the moment that happens, the trust breaks. So what you do instead is stay calm, smile, nod, and then say something like, “Totally fair. Let’s take a quick look at what this actually includes.”

You’re not brushing it off. You’re acknowledging it and redirecting focus back to the value. You hold the frame. You don’t chase.

2. Ask them, “Compared to what?”

This one line changes everything. Because now the pressure isn’t on you to explain your price. The pressure is on them to explain their comparison. Ask them, “Totally get that. Can I ask, compared to what?”

Now you get to find out what they’re really thinking. Is it another competitor? A budget they made up? A DIY plan they saw on YouTube? Once they answer, you can respond with clarity, not guesswork. Let’s say they mention another option.

You can then ask, “What does that include?” or “Is that something you’ve tried before?” Now you’re no longer defending your price, but you’re just clarifying their logic.

3. Reframe the price as ROI or daily cost.

Now that you know where they’re coming from, it’s time to reframe the number. Big price tags trigger fear. But small, logical numbers feel manageable. So you break it down. Let’s say your offer is ₹30,000. You can say,

“That’s ₹333 a day for three months, which is less than one bad trade or your daily chai-snack budget. But this will teach you something you’ll use for years.”

Now you’ve anchored it. They’re no longer seeing a big number. They’re seeing a small daily trade-off for long-term gain. This step is important because it removes sticker shock. And once that happens, they actually start thinking about the result, not just the price.

4. Show proof, not logic, not theory, just proof.

This is the step that seals it. Because even if your logic is perfect, people still don’t buy unless they believe someone like them has already gotten results.

So you can tell them, “One of our customers said the same thing. But two weeks in, they closed a ₹60 Lakhs deal from just one customer as our software has reduced their cost exponentially.”

That’s it. One line. Real person. Real result. And it flips the conversation. Just make sure the example is someone like them. If you’re talking to a freelancer, share a freelancer win. If you’re talking to a student, show them a win. Relevance is what makes the story stick.

And that’s how you flip the price objection without lowering your price. You didn’t get defensive. You didn’t chase. You didn’t drop the price. If you had done those things, the customer would have run away.

Now you just showed them that it’s not actually expensive, but a great deal. And that’s how you move the conversation from “This is expensive” to “This actually sounds like a no-brainer.”

That’s how real sales are closed without begging, discounting, or second-guessing your worth.

Objection 2: “I need to think about it.” (Stalling objection)

This one sounds polite. Harmless, even. You’ve explained your offer, the person seems positive, and then they say, “Hmm… I just need to think about it, and I’ll get back to you.” And that’s where it ends. No follow-up. No reply. Just silence.

Most people assume it’s because the person genuinely needs more time. But in 90% of cases, that’s not true. “I need to think about it” usually means there’s something bothering them, but they’re not comfortable saying it out loud.

Maybe it’s the price. Maybe they’re unsure it’ll work. Maybe they don’t trust you yet. But unless you call it out gently and bring the real objection to the surface, the deal dies right there. Here’s how to fix it:

1. Don’t agree blindly, instead ask what they’re thinking about.

If you just say, “Sure, take your time,” you’re giving them a polite exit. And 9 out of 10 times, they’ll take it. So instead of agreeing, slow the conversation down and say,

“Totally fair. Can I ask if there’s something specific you’re thinking through? Happy to help if you’re unsure about anything.” This one line does two things:

• It shows you’re not pushy.
• And it makes them feel safe enough to actually share what’s stopping them.

Once they speak, you can solve it. But if they walk away with silence, you lose your shot.

2. Offer common reasons to help them open up.

Sometimes the person doesn’t even know what’s bothering them, or they’re too polite to say it directly. That’s where you guide the conversation with a few easy options. You can say,

“Just so I understand better… Is it more about the timing, the price, or maybe something that didn’t feel like a fit?”

Now they don’t have to think too hard. They just have to pick one. And once they do, you know what to fix. This step helps you move from vague stalling to a real conversation about what’s actually in the way.

3. Offer value and lock in a next step before ending.

Don’t say, “Okay, let me know.” That kills momentum. Your job here is to keep things moving, without sounding salesy. So, offer something that helps them make a better decision, something like:

“Would it help if I sent you a quick summary of what we discussed, with a comparison sheet or a short recap based on your goals?” Once they say yes, add:

“Cool, I’ll send that now. Let’s catch up quickly on Thursday to see where you’re at. Does 3 PM work?”

Even a soft follow-up is better than no next step. Because once someone hangs up without anything on the calendar, the chances of them returning drop by 80%.

4. Set a polite but firm boundary.

This step is key. You don’t want to chase someone for weeks, and you don’t have to. But you do want to close the loop respectfully. What you can say is, “If I don’t hear back by Friday, I’ll assume it’s not the right time and I’ll close the file on my end. Fair enough?”

This does two things:

• It gives them urgency without pressure.
• And it shows that your time is just as valuable as theirs.

Surprisingly, people respond well to this because now they have a deadline that feels fair and human.

And that’s how you stop the “I’ll think about it” stall from killing the deal by staying calm, uncovering what they were really thinking, giving them support to make a better decision, and walking away with a clear next step.

If you had just nodded and said “okay,” the deal would’ve died right there. But now? You’ve turned a polite brush-off into a real conversation and given yourself a second chance to close.

Objection 3: “I’m happy with my current provider.” (Status quo objection)

This one feels like a wall. You pitch your solution, and they say, “We’re good right now. I already have someone for that.” At first glance, it looks like a dead end. But it’s not.

See, this objection doesn’t come from fear or doubt. It comes from comfort. And comfort is harder to break than resistance, because the person isn’t actively in pain.

But what you need to know is that nobody’s setup is perfect. Even if they’re “happy,” there’s always something they wish worked better, like faster results, quicker response times, smoother execution, or stronger support.

Your job is not to trash their current vendor or convince them to make a risky switch. Your job is to quietly open a curiosity loop, spot a gap they didn’t even realize, and give them a safe way to test something better. Here’s how you do it:

1. Acknowledge their comfort instead of fighting it.

If you start attacking their current setup, they’ll instantly get defensive. It doesn’t matter if your solution is better, as they’ll push back just to protect their choice. So instead, meet them where they are. Say something like:

“That’s great to hear. Honestly, most of our clients felt the same. They weren’t actively looking, but they were open to seeing if something smoother or faster was possible.”

This works because you’re not pushing. You’re normalizing the idea of looking even when things are going fine. That creates space to talk without pressure.

2. Ask one curiosity-driven question to spot the gap.

Nobody wants to answer “What’s wrong with your current provider?” So you flip the angle by asking, “Just out of curiosity. If you could improve or tweak one thing about your current setup, what would it be?”

This doesn’t attack their choice. It just opens a mental tab. And most of the time, they’ll mention something small like speed, reporting, flexibility, or support. That’s your angle. Once you hear it, you don’t need to sell everything. You just need to solve that one thing better.

3. Create contrast with a real, specific edge.

Now that you’ve spotted the gap, bring in your strength but tie it directly to a real-world outcome. Let’s say they said their provider takes 5–6 days to deliver changes. You say:

“Totally get that. One thing our clients love is our 24-hour revision turnaround. Sounds small, but it lets them move quicker, capitalize on trends, and beat competitors to the punch. That speed adds up over time.”

This works because it’s not just a feature. It’s a win. You’re not just saying “we’re faster,” but you’re saying “here’s how being faster makes you more money.”

4. Offer a low-commitment, side-by-side test.

Most people won’t rip out their whole system just to try you. But they’ll test one piece if the risk is low and the benefit feels real. Say this:

“No pressure to switch completely. But what if we picked just one small part of your current setup, say [X], and ran it side-by-side for a week? You can compare the experience directly and see if it’s even worth considering a switch.”

This line is powerful because:

• It lowers their resistance.
• It makes you sound confident.
• And it gets your foot in the door without forcing anything.

And once they feel the difference, you won’t have to convince them. They’ll already know.

And that’s how you shake the status quo. You didn’t try to trash their current provider. You didn’t beg for a switch. And you didn’t force the conversation.

You just asked the right question, spotted a real gap, tied your edge to a clear win, and gave them a safe way to test it. That’s how you turn a “we’re happy” into “hmm, maybe this could be better.” And that’s when they start leaning in, even if they didn’t plan to.

Objection 4: “Let me check with my boss/partner/team.” (Authority objection)

This one hits you at the end of a good call. You explain everything, they’re nodding along, it looks like it’s about to close, and then you hear: “This looks great… but I’ll just check with my boss/partner/team and get back to you.”

Now you’re stuck. Do you wait? Do you push? Do you follow up endlessly, hoping they reply? The truth is that sometimes this is genuine. But sometimes, they are the decision-maker and just don’t want to say no to your face.

Either way, if you don’t handle this right, the deal dies quietly. Your job now is to figure out who’s actually deciding, make it easy for them to get a yes internally, and ideally, get in the room yourself. Let’s break it down:

1. Clarify their role without making it awkward.

You don’t want to sound suspicious or confrontational. But you do need to understand who holds the final say, otherwise you’ll keep selling to someone who can’t move the deal forward. What to say:

“Totally get that. Just so I can support you best, what’s your role in the final decision?”

This works because you’re not challenging their authority. You’re showing that you want to support their process. If they are the decision-maker, they’ll admit it, and the real objection will come out. If they’re not, they’ll tell you who is, and now you know what to plan for.

2. Ask what the actual decision-makers care about

Now that you know who else is involved, your next job is to find out what matters most to them. Because you’re no longer selling to this person, you’re selling through them. Here’s what to say:

“What’s usually most important to [Name or team] when making a call like this. Is it price, timeline, results, or implementation?”

This works because it gives you insight into how the internal pitch will go. If you know what the decision-maker is looking for, you can tailor your message and reduce the chances of being misunderstood, misquoted, or deprioritized.

3. Give them something forwardable.

If they’re going to talk to someone else, you have to control that conversation, even if you’re not in the room. That means giving them a simple, powerful summary they can forward. You can say, “Would it help if I sent over a one-page summary you could share with them?”

This works because they’re not going to re-explain your pitch the way you did. And if they fumble it, the sale’s gone. A short doc or slide helps them look good and keeps your message clear.

Make it visual. Punchy. Easy to skim. Not a 15-slide pitch deck. Just 1–2 pages that show the problem, the solution, the ROI, and the next step.

4. Offer a quick 3-way call.

This is the move most salespeople are scared to make, but it can change everything. If you can talk directly to the final decision-maker, you dramatically increase your chances of closing. But don’t make it feel like a big deal. Keep it light and helpful.

You can say, “Would it make sense to do a quick 15-minute call with [Name] so I can walk them through it directly and answer anything they need?”

This works because it shows confidence. It makes life easier for your contact. And it gets you in the room. If they say yes, great, now you control the pitch again. If they say no, your summary doc is still doing the work.

And that’s how you stay in control even when someone else makes the call. You didn’t get thrown off. You didn’t say “okay, no problem” and left it to chance.

You found out who decides, figured out what matters to them, made it easy for your prospect to pitch internally, and gave yourself the best shot to be part of that process.

That’s how real closers handle the “I’ll check with them” objection, calmly, clearly, and without ever losing control of the sale.

Objection 5: They say, “Now’s not a good time.” (Timing objection)

This one sounds polite, but it’s dangerous. Because when someone says this, they’re not rejecting you. They’re just trying to exit the conversation without confrontation.

And if you leave it at that, the deal quietly dies. They won’t think more about it. They won’t come back later. So in this step, your job is simply to find out what’s really stopping them, reframe why acting now matters, and give them a smaller, low-pressure way to stay in.

Here’s exactly how to do it:

1. Ask what exactly is stopping them right now

“Not the right time” is too vague. You can’t do anything with that. You need to find the real reason behind it. Maybe it’s the budget. Maybe they’re swamped. Maybe someone internally told them to wait. But you’ll never know unless you ask directly. So simply say:

“Totally understand. Just so I can support you better, what exactly makes now not the right time? Is it more about budget, bandwidth, or something else?”

This makes it safe for them to be honest. And once they tell you, you’ll know if this is a real delay or just hesitation disguised as timing.

2. Reframe urgency without sounding pushy.

Most people delay action until the problem becomes painful. But your job is to make them realize that waiting has a cost, and if they keep waiting, it could actually hurt more later. You don’t push. You just plant the thought. You say:

“I get that a lot of people wait until it feels urgent. But the ones who act early usually save a lot more time, money, and stress later. Would you agree?”

That one question shifts the conversation. You’re not selling, but you’re helping them realize the hidden cost of doing nothing.

3. Offer a smaller, easier way to start.

If they say it’s timing or bandwidth, don’t try to force the full offer. Just shrink the entry point. Make it feel lighter. For example:

“What if we just start with [X] for now. Something small that fits your current bandwidth, and we expand when the timing works better?” This lets them say yes without feeling overwhelmed.

4. Lock in the follow-up right there.

If they still don’t want to move now, no problem. But don’t leave it open-ended. Because when you say, “Cool, let me know,” it dies. Instead, say:

“Let’s do this. I’ll send over a quick summary now, and we’ll reconnect in the first week of next month. That way, it doesn’t fall off your radar. Should I block 10 minutes for that?”

Now you’ve given them time, but also locked a real next step. You didn’t chase. You didn’t disappear. And that’s how you turn a vague delay into a clear, controlled next step.

You just stayed calm, made the offer feel lighter, and kept the momentum going. That’s how you handle “now’s not the right time” without losing control or losing the sale.

Objection 6: “I’ve heard mixed things.” (Trust objection)

This one feels tricky. They’re not saying no. They’re not saying yes either. Just floating in that grey zone of doubt, which is where most deals quietly die. You explain everything, and they reply with, “Hmm, I’ve heard some mixed things…”

Now, most people panic here or try to dodge the topic. But if you try to gloss over this, you’ll lose the deal. Because what they’re really saying is, “I’m not fully sure I can trust you.” And trust is the one thing you can’t fake. So here’s how to handle it properly, step by step:

1. Don’t brush it off, instead invite the concern in

The biggest mistake you can make is to ignore the doubt. Because when you avoid it, they assume it’s true. So instead, call it out in a calm, confident way. Say something like:

“Totally fair, and thanks for being honest. Can I ask what you heard specifically so I can give you the real picture?” This works because now you’re not hiding or defending. You’re just being real.

And most people don’t expect that, which is why it works. It lowers their guard immediately.

2. If there’s some truth in what they heard, own it and show what’s changed

You don’t need to be perfect. If the concern is about something that actually went wrong in the past, own it. But don’t stop there. Show exactly what changed and how you fixed it. Say:

“You’re right, that did happen a while ago. We were using [old system or team], and it caused some issues. But we’ve since revamped the whole thing, added a proper process for [X], and results have been much stronger since.”

This shifts their attention from the past to your present and shows growth, not excuses.

3. Back it up with a recent, relevant win.

This is where you bring proof. Not hype. Not theory. Just a short, sharp success story of someone who had a similar concern and still moved forward and got results. Say:

“One of our clients actually came in with the same hesitation. But within 2 weeks, they saw [clear result], and now they’re working with us long-term.” If you want to go stronger, you can add, “Happy to connect you with them if you want to ask them directly.”

Even if they don’t take the call, the fact that you offered it shows confidence, and that builds trust faster than any sales line.

4. Give them a small, safe step to test it for themselves

Even after all this, they might still hesitate. And that’s okay. So instead of trying to push a big commitment, offer a small test where they can judge based on experience, not reviews. Say:

“No pressure to jump all in. Let’s start with just [X small thing]. If it doesn’t go well, it’s totally fine to walk away. But if it clicks like I think it will, you’ll know it’s real.” This lowers the risk, shows belief in your offer, and gets the ball rolling without pressure.

And that’s how you turn doubt into belief without defending or begging. You didn’t panic. You didn’t argue. You faced the hesitation calmly, clarified what actually happened, proved how it’s different now, and gave them a safe way to see it for themselves.

That’s how you earn back trust, and that’s how you close deals that most people would lose.

Objection 7: “We don’t have the budget” (Budget objection)

Let’s say you have a great call. They like your offer. They agree it solves a real problem. And then just when it’s time to move forward, they hit you with this line: “Honestly, we don’t have the budget right now.”

And if you’re not prepared, this feels like the end of the road. But in most cases, it’s not about money. It’s about priority.

Because the truth is that people always have money for things they consider important. So if they’re not spending on your solution, what they’re really saying is, “I’m not sure this is worth spending on yet.” And that’s the part you need to flip.

Your goal in this objection is not to argue or convince. Your goal is to calmly unpack whether the money is actually the problem, or if it’s just a polite way to say no. And if it’s real, you give them a way forward without pressure. Here’s how to do it step by step.

1. Check if it’s a real budget issue or just a polite exit

This is the first thing you need to know. Because if it’s a soft no masked as a budget excuse, and you start offering discounts or flexible options, it’ll backfire. So before anything else, call it out gently and see what’s underneath.

Say this: “Totally get that. Just so I can support you better, is it that funds genuinely aren’t available right now, or is it more about whether this feels worth prioritizing yet?”

This works because it lets them be honest without feeling awkward. If they say it’s a priority issue, now you can focus on value. If they say it’s cash flow, then you move to the next step. Either way, you’re not guessing anymore; you’re dealing with the real reason.

2. Offer a smaller starting point or flexible payment that lowers the pressure.

Sometimes the problem isn’t the price itself, but it’s the upfront load. They might believe in the offer but don’t have the liquidity to go all in. You don’t want to discount your work. What you want is to reduce resistance.

So say this: “Would it help if we split this across two or three payments? That way, you can get started without feeling a big hit all at once,” or “We can also start with just the first module or phase, something small to get results in motion, and then go from there.”

This works because you’re not lowering your value. You’re just making it easier to say yes. And it shows you’re flexible, not desperate, which keeps your authority intact.

3. Shift their focus from what it costs to what it’s already costing them

This is the most important part. If they’re stuck on cost, it’s because their brain is only looking at what they’re about to lose, not what they’re already losing by not solving the problem. You need to flip that lens. Say this:

“Just out of curiosity… if this problem is costing you even ₹10,000 a month in lost opportunities, missed leads, or time wasted… and we can even cut that in half, wouldn’t that already start paying for itself?”

This works because you’re showing that not taking action is also expensive. Now your price doesn’t feel like a loss, instead, it feels like a smart step to stop the bleeding. This creates urgency without being pushy.

4. Use ROI logic to make the spend feel like a smart move

Once they start seeing the potential return, help them picture it clearly. This isn’t about making it sound affordable. It’s about making it sound logical. Say this:

“If you spent ₹15,000 and over the next 2 months got back ₹40,000 worth of results, whether in new clients, saved time, or better conversions, does that feel like a worthwhile move?” Then stop. Let them process it.

This works because now you’ve taken them out of expense mode and into investment mode. If the return makes sense, the budget suddenly becomes findable. Because people stretch for things that feel like good decisions, not optional expenses.

And that’s how you flip the budget objection without discounting your worth. You didn’t panic. You didn’t beg. You calmly asked the right questions, found out what the real objection was, made it feel easier to start, and reframed the entire conversation around ROI, not cost.

That’s how you move a deal forward without lowering your price, without chasing, and without getting stuck on “maybe later.” You just made your offer feel like a smart decision.

Conclusion

I hope you understand now that most salespeople don’t lose deals because their product isn’t good, but they lose them because they get caught off guard when a prospect says something like “It’s too expensive” or “Let me think about it.”

The truth is, objections are not rejections. They’re just resistance. And if you don’t know how to handle that resistance, even the best offers will fall flat. But now you’ve got the toolkit. You know how to tackle the 7 objections that come up in almost every sale.

Now go apply this. Start using these objection-handling moves in your next few calls, and watch how different the energy feels. You won’t be hoping for the sale, instead, you’ll be leading it.

And if you want to be free from encountering such leads who raise so many objections, you need to identify them in the beginning itself. This blog will help you do that.

A quick guide with a summary of the above 7 objections

Objection 1: “It’s too expensive.”

Stay calm, ask “compared to what?”, reframe the price as ROI or daily cost, and share real proof from someone like them.

Objection 2: “I need to think about it”

Don’t just agree. Ask what they’re thinking about, offer common reasons to guide the answer, and lock in a next step before ending.

Objection 3: “I’m happy with my current provider”

Acknowledge their comfort, ask what they’d improve, create contrast with a real-world edge, and suggest a low-risk side-by-side test.

Objection 4: “Let me check with my boss/partner/team”

Clarify their role, find out what the decision-maker cares about, send a forwardable one-pager, and offer a 3-way call if possible.

Objection 5: “Now’s not a good time”

Dig into what’s really stopping them, reframe why waiting has a cost, offer a smaller way to start, and set a follow-up instantly.

Objection 6: “I’ve heard mixed things”

Welcome the concern calmly, address it with transparency, share recent wins, and offer a small test to rebuild trust without pressure.

Objection 7: “We don’t have the budget”

Figure out if it’s a real constraint or just a polite no, suggest flexible starting points, shift focus to ROI, and show the cost of waiting.

Now you’ve got a pocket playbook to handle the toughest objections without losing control. Use this before any sales call to stay sharp and close strong.

Frequently asked questions (FAQs)

1. What if the objection I hear isn’t on this list?

If it’s not one of these 7, it’s usually just a variation of them. Most objections boil down to timing, trust, value, or authority. The wording might be different, but the root cause is still one of these. Your job is to listen for what they mean, not just what they say. And if something genuinely new comes up, use the same structure, which is to understand the fear behind it, reframe it, and respond with calm logic and proof.

2. What if I get nervous while responding to objections?

That’s normal, especially if you’re new. But you get less nervous the more prepared you are. If you’ve already written down your counters, practiced them, and know your proof points, it becomes second nature. The goal isn’t to sound robotic, but it’s to respond calmly and with confidence, even under pressure. That’s what builds trust.

3. Can I use these objection-handling steps in DMs or emails, too?

Yes, 100%. The exact steps still apply. In DMs or emails, just be more concise and ask questions that invite a reply. Objections are still objections, no matter the channel. The delivery just adjusts.

4. How do I keep my energy up after handling 10 rejections in a row?

Remind yourself that objections aren’t personal, as they’re just part of the process. The worst mistake is taking them emotionally and then softening your pitch on the next call. Rewatch a win, read an old testimonial, or tweak your pitch if needed, but don’t start assuming every next prospect will say no. One strong close makes up for five average ones.

5. What if I feel like they’re using objections just to avoid telling me no?

You’re probably right. A lot of people use objections as a soft escape because saying “no” feels uncomfortable. That’s why your job is to read the tone. If the energy shifts and the objection feels forced, call it out gently. Say, “Hey, totally fine if this isn’t a fit, but I’d rather know that directly than keep chasing. Would that be fair?” That one line saves you time and earns respect.