Objection
There are few moments more uncomfortable than when a client (or a partner) raises an objection.
You know the ones: “It’s too expensive.” “We’ve already got someone.” “Let me think about it.”
They’re as common in law firm corridors as they are in client meetings, and the process for handling them is exactly the same.
The trick is remembering that an objection isn’t rejection. It’s interest in disguise. It means they’re still talking to you.
Handled well, an objection can actually deepen trust and move the conversation forward.
Handled badly, it just confirms every negative stereotype they’ve ever had about sales.
So, this week, three ways to handle objections with a bit more grace and a lot less sweat. Bonus common objection table at the end. Enjoy.
#1. Listen – don’t leap
When we hear “I’m not sure”, our instinct is to argue, explain or defend.
Don’t. Just listen. As Salesforce puts it, the first rule of objection handling is to resist the reflex. Let them talk. Ask open questions such as:
“That’s interesting. Can you tell me a bit more about what’s behind that?”
It’s amazing how often an objection isn’t about price or timing at all, but about risk, confidence or trust.
And you can’t solve what you don’t understand.
#2. Acknowledge – show them you care
Once you’ve heard them out, show empathy before you show evidence.
As RAIN Group notes, acknowledging an objection doesn’t mean agreeing. It just means you’ve heard it. Try phrases like:
“I completely understand why you’d think that.”
“That’s a fair point. Others have raised that too.”
It diffuses tension, validates their perspective, and sets the stage for a collaborative chat rather than a debate.
#3. Explore – find the fix together
Now the fun part. Problem solving with them, not at them.
Ask:
“What would need to change for this to make sense for you?”
That’s how objections turn into opportunities. According to HubSpot, the best sellers use objections as a way to co-create, reframing them as insight into what the other person actually values.
Explore the options together. Adjust scope, timing or format. Find the middle ground that works for both sides. Collaboration builds ownership, and ownership builds buy-in.
The Handy Bit
We’ve pulled together a quick-reference table of 20 common objections you’re likely to hear in any professional services conversation – whether that’s with a potential client, a sceptical partner or a busy department head.
Each one includes a practical way to handle it using the same three-step approach:
Listen. Acknowledge. Explore.
You can print it, save it, or stick it on your desk for the next time someone says, “Love it, but not right now.”
The LINAR Pocket Guide to Handling Objections
(Because “No” is just “Not yet” in a slightly moodier outfit.)
Objection | How to handle it |
1. “You’re too expensive.” | “Can I ask what you were expecting budget-wise?” then “I get it, budgets are tight everywhere.” Explore whether to tailor the scope or phase delivery. |
2. “I need to get approval from management.” | “Totally understand. What would help you make a strong case internally? I can provide a one-pager or a success story. I’d also be happy to speak with your management team alongside you if that helps.” |
3. “We’re too busy right now.” | “Timing’s always tricky. Shall we look at a light-touch version now, or would it be worth scheduling a restart in a few weeks?” |
4. “I need to get [X’s] view, but they’re off sick/on leave.” | “Of course. While we wait, would it help if I summarised where we are so far to keep things moving?” |
5. “Can you send me more info?” (classic delay) | “Happy to. Before I do, what would be most useful? I don’t want to bury you in PDFs.” |
6. “We’re already working with someone else.” | “That’s great. What’s working really well with them? And if there’s one thing you’d tweak, what would it be?” Position yourself as the backup. People get conflicted or make mistakes, and you want to be next in line when they do. |
7. “We’ve tried this before, and it didn’t work.” | “Fair point. What didn’t land last time? Let’s see if there’s a better way to tackle it.” |
8. “We don’t have budget this year.” | “Understood. Would it make sense to explore what can be planned or piloted now for next year’s cycle?” |
9. “We don’t see the value.” | “Fair challenge. Could I show you examples of firms like yours who saw measurable benefit?” |
10. “It’s not a priority right now.” | “Totally. What’s top of your list instead? Maybe this links into it rather than competing with it.” |
11. “I’m not convinced this would work for us.” | “Understandable. Could we test it on a small project or one team first?” |
12. “We’ve got a policy against doing that.” | “Makes sense. Could you share what the policy’s trying to protect against? There might be a compliant workaround.” |
13. “Let’s revisit this next quarter.” | “Sure. Shall I pencil something in now so it doesn’t slip through the cracks?” |
14. “We’re going through a restructure.” | “Got it. Is it worth us checking back once things settle, or would it help to scope what’s needed in the new setup?” |
15. “Send me your proposal and we’ll take a look.” | “Of course. Before I do, what will matter most when you review it? That way I can make sure it hits the mark.” |
16. “Can you match this competitor’s price?” | “Let’s look at what’s included in their offer so we can compare properly and see what fits best.” |
17. “We just don’t have the internal buy-in yet.” | “Fair. Who would need to be involved for this to get traction? I can help build the case.” |
18. “We’re not ready for this yet.” | “That’s fine. We can work backwards from what ‘ready’ looks like and build a roadmap.” |
19. “I’m not the right person to speak to.” | “Thanks. Could you point me in the right direction? I can drop them a quick intro note mentioning our chat.” |
20. Ghosting (radio silence) | Wait a bit, then send: “Just checking if this has dropped off your radar or still on your list. No rush either way.” And don’t give up. If you’ve submitted a proposal, at the very least you’re entitled to an answer. |
Apply liberally to clients, partners and teenagers alike.
Final Thought
Next time you hear “I’m not sure”, don’t rush to convince – slow down to connect.
Listening, acknowledging and exploring together don’t just overcome objections. They turn them into trust.
Because an objection isn’t the end of a conversation. It’s the start of an honest one.
We’re building a team of voice enabled AI assistants to support you with BD activities and allow you to spend more time being human. Interested? We’d love to chat.
