Responding to the objections of the client or collaborator Tutorial

Curious about mastering client and collaborator objections? This video, titled 'Responding to the Objections of the Client or Collaborator', dives into transforming objections into constructive dialogue. Discover effective techniques like silent listening, positive rephrasing, and strategic counter questions that enhance collaboration and foster project success. Don't miss the chance to elevate your communication skills in challenging situations!

08:24
3 views

Selected for you
New

Available in SoftSkills

00:00:06

intelligently means anticipating the difficulties

00:00:09

and resistance that will inevitably punctuate your meetings.

00:00:13

Because some people are difficult,

00:00:15

because some subjects are delicate.

00:00:17

We will explore the management of objections and use of

00:00:21

counter questions to facilitate your meetings in difficult context.

00:00:25

First of all,

00:00:26

be aware that objections are a natural reaction of your conversational partner.

00:00:31

Do not consider them as attacks or threats,

00:00:34

even if they are badly formulated.

00:00:36

Disregard the form and above all,

00:00:39

see these objections as an expression of different point of view from

00:00:42

them as a sign of interest in the subject in yourself.

00:00:46

It is through the confrontation of our ideas that

00:00:49

we manage to build the best projects together.

00:00:53

Are they contradicting you?

00:00:54

This is a chance,

00:00:56

an opportunity

00:00:57

to enrich your point of view,

00:00:58

to find new solutions,

00:01:00

to understand what the other person thinks,

00:01:03

which is often what everyone else is thinking without telling you.

00:01:07

It is better that all objections are formulated in front of you so that

00:01:10

you can deal with them and get the positive out of them together,

00:01:14

rather than being repressed or expressed behind your

00:01:17

back after the meeting and undermining the commitment.

00:01:20

An explicit objection is ultimately a gift.

00:01:24

Acknowledging objections is a four-step process.

00:01:27

Step one,

00:01:28

silent receptive listening,

00:01:30

show interest,

00:01:31

be attentive and calm,

00:01:32

and let the other person express their thoughts to the end,

00:01:35

right down to the last point.

00:01:38

The speaker often gives elements of response in their objection.

00:01:42

Only interrupt the other person if you do not understand what they're saying to you,

00:01:45

if you need clarification of their thoughts.

00:01:49

Your positive reception of what the other person says

00:01:52

without bouncing back in the counterargument will calm them.

00:01:56

Second step,

00:01:57

positive rephrasing.

00:01:58

It will allow you to intelligently overcome most of the resistance.

00:02:02

It's about acknowledging the objection by rephrasing it.

00:02:06

Nothing to do with tricks from debaters like,

00:02:08

ah,

00:02:08

very good question,

00:02:10

when they don't mean it.

00:02:11

Here are some examples of how to rephrase objections.

00:02:15

What you think,

00:02:16

William,

00:02:16

is that the product is too expensive.

00:02:19

What you're telling me,

00:02:20

Maria,

00:02:20

is that you don't believe in the success of the project because.

00:02:24

Daring to welcome and reformulate even the negative as close as possible

00:02:29

to what the client has expressed is an act of courage.

00:02:32

A successful reformulation on your part,

00:02:35

your conversational partner will answer yes in the sense of yes,

00:02:39

that's it,

00:02:39

yes,

00:02:40

you understood me.

00:02:42

The question is not whether you agree or

00:02:44

disagree or whether you have understood or not.

00:02:47

The important thing is that the person you are talking to

00:02:50

feels understood and that they can confirm it with a yes.

00:02:54

The charge of the attack has fallen by 70% simply by a positive rephrasing.

00:03:00

A delicate subject is brought into a meeting and

00:03:02

you know that it will give rise to objections.

00:03:05

List them and prepare your answers.

00:03:08

Here's a few examples.

00:03:10

To the objection,

00:03:11

a 10 minute video is too long.

00:03:12

You say

00:03:13

you are afraid that the participants will drop out before the end of the video.

00:03:18

Yes,

00:03:19

reformulation is an art.

00:03:21

It can start with

00:03:22

what you're telling me is,

00:03:24

or

00:03:25

the ideal for you would be,

00:03:27

or even better,

00:03:28

start your rephrasing with,

00:03:29

you wonder how,

00:03:30

when,

00:03:31

if.

00:03:32

It's even more powerful.

00:03:34

It's kind of turning the objection into a question.

00:03:36

You ask yourself.

00:03:39

To the objection,

00:03:39

the deadline is too short.

00:03:41

You say,

00:03:42

you wonder how in 3 weeks we will be able to reach the objective.

00:03:46

To the objection,

00:03:48

I'm not sure I need your product.

00:03:49

You say you're wondering what more this product will give you.

00:03:54

I remind you,

00:03:54

the reformulation is successful if you get a yes from your interlocutter.

00:03:59

Yes,

00:03:59

in the sense of,

00:04:00

yes,

00:04:01

that's it.

00:04:01

Yes,

00:04:02

you understood me.

00:04:03

Even if the objection is a priori negative.

00:04:06

The important thing is that your interlocutter feels understood and

00:04:10

that they signify it to you with a yes.

00:04:13

It takes a little time to learn how to rephrase.

00:04:15

You may feel awkward at first,

00:04:17

to the point that people will see your merry go round.

00:04:21

With practice,

00:04:22

you'll become a master of rephrasing.

00:04:24

Your interlocutors feeling understood and having said yes,

00:04:28

will themselves take projects forward in leaps and bounds.

00:04:33

The third step after constructive reformulation is the answer.

00:04:37

Now it's time to give your opinion on the question in a clear,

00:04:40

concise,

00:04:41

pictorial and direct manner.

00:04:43

You know exactly what your interlocutors'

00:04:46

expectations are because you've taken the

00:04:48

time to listen to them and reformulate their point of view.

00:04:52

They are now receptive because they have felt welcomed and understood.

00:04:56

Even if your opinion remains opposed to theirs,

00:04:59

there is a little chance that you will end up

00:05:01

in conflict because respect for people has been maintained.

00:05:05

Both of you are willing to negotiate if the issue requires it.

00:05:09

Step 4,

00:05:10

after you've given your answer,

00:05:12

you can close the objection and move the debate forward with 3 counter questions.

00:05:17

Counter question 1,

00:05:18

the mere question,

00:05:19

returns to the person who raised the objection.

00:05:22

Did I answer your question,

00:05:23

William,

00:05:24

to be asked if you feel that William is positive again,

00:05:27

or

00:05:28

what is your own opinion on the question,

00:05:30

William?

00:05:31

Second counter question,

00:05:33

the relay question,

00:05:34

to an ally if possible.

00:05:36

And you,

00:05:37

Dianna,

00:05:37

how do you see the announced changed?

00:05:40

And you,

00:05:40

Henry,

00:05:41

what do you think about it?

00:05:43

Allies are participants in the meeting or gathering who are positive and

00:05:46

constructive and who you know are driving forces on the subject.

00:05:51

Give them as much to say as possible so that they generate commitment.

00:05:54

It is better to have two drivers than one.

00:05:57

You've been asked a question,

00:05:59

you can pass the ball back to Henry.

00:06:01

Henry,

00:06:01

you've already set up a similar project.

00:06:03

What do you think?

00:06:05

And you,

00:06:05

Deanna,

00:06:06

what did you gain from using such a tool?

00:06:09

If it's a meeting,

00:06:10

prepare it with your allies.

00:06:12

Either to lead part of it or to divide up the answers to questions and objections.

00:06:17

Your allies will sometimes be better at convincing the hesitant ones

00:06:22

and better at getting the passive ones involved in a project than you would be.

00:06:26

Allies will lessen the usual opposition of people who,

00:06:29

faced with the project leader,

00:06:31

will instinctively position themselves as opponents.

00:06:34

The exchange of words will no longer be a verbal ping pong from the group to you.

00:06:39

The project leader,

00:06:40

but an exchange between all of the participants in the meeting.

00:06:44

Yes,

00:06:45

rely on allies to answer or close the objection.

00:06:49

And you,

00:06:49

Patrick,

00:06:50

what would you like to add?

00:06:52

Third counter question,

00:06:53

the echo question is group oriented,

00:06:56

useful when the meeting has at least 4 people.

00:06:59

Questioning the group allows you to get out of the ping pong with the opponent.

00:07:02

It allows to look for allies or to widen the debate.

00:07:07

The echo question to the group will

00:07:08

make it possible to counterbalance the opponent's ideas

00:07:12

without belittling them.

00:07:14

Who would like to add their opinion on the issue?

00:07:16

What is the risk of shortening the deadline?

00:07:19

How can we move decisively towards an agreement?

00:07:22

Who questions leads.

00:07:24

The person who questions is the one who leads in the sense

00:07:27

that they guide the direction of the discussion of the negotiations.

00:07:31

Be a master of verbal aikaido by welcoming the appointed and their words,

00:07:36

reformulating and counter questioning.

00:07:39

You have a delicate subject to be put on the table in a meeting.

00:07:43

Imagine all of the objections that scare you the most,

00:07:46

those of your collaborators,

00:07:48

those of your clients.

00:07:49

One by one,

00:07:50

prepare the reformulation,

00:07:52

the answer,

00:07:53

and the counter questions to these delicate objections.

00:07:57

The true leader welcomes and takes the fruits of the labors from the objections.

00:08:02

What is the truth of the objection?

00:08:04

What obstacles does it highlight,

00:08:07

and what must be taken into account for the success of the project?

00:08:11

Objections that are not received as a tax

00:08:14

do not degenerate into conflict.

00:08:17

Opposition is a healthy way to move

00:08:19

debate forwards when it is managed intelligently.

Mandarine AI: WHAT YOU SHOULD KNOW