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intelligently means anticipating the difficulties
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and resistance that will inevitably punctuate your meetings.
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Because some people are difficult,
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because some subjects are delicate.
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We will explore the management of objections and use of
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counter questions to facilitate your meetings in difficult context.
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be aware that objections are a natural reaction of your conversational partner.
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Do not consider them as attacks or threats,
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even if they are badly formulated.
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Disregard the form and above all,
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see these objections as an expression of different point of view from
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them as a sign of interest in the subject in yourself.
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It is through the confrontation of our ideas that
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we manage to build the best projects together.
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Are they contradicting you?
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This is a chance,
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to enrich your point of view,
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to find new solutions,
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to understand what the other person thinks,
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which is often what everyone else is thinking without telling you.
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It is better that all objections are formulated in front of you so that
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you can deal with them and get the positive out of them together,
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rather than being repressed or expressed behind your
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back after the meeting and undermining the commitment.
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An explicit objection is ultimately a gift.
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Acknowledging objections is a four-step process.
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silent receptive listening,
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be attentive and calm,
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and let the other person express their thoughts to the end,
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right down to the last point.
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The speaker often gives elements of response in their objection.
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Only interrupt the other person if you do not understand what they're saying to you,
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if you need clarification of their thoughts.
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Your positive reception of what the other person says
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without bouncing back in the counterargument will calm them.
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positive rephrasing.
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It will allow you to intelligently overcome most of the resistance.
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It's about acknowledging the objection by rephrasing it.
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Nothing to do with tricks from debaters like,
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very good question,
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when they don't mean it.
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Here are some examples of how to rephrase objections.
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is that the product is too expensive.
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What you're telling me,
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is that you don't believe in the success of the project because.
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Daring to welcome and reformulate even the negative as close as possible
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to what the client has expressed is an act of courage.
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A successful reformulation on your part,
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your conversational partner will answer yes in the sense of yes,
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you understood me.
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The question is not whether you agree or
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disagree or whether you have understood or not.
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The important thing is that the person you are talking to
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feels understood and that they can confirm it with a yes.
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The charge of the attack has fallen by 70% simply by a positive rephrasing.
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A delicate subject is brought into a meeting and
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you know that it will give rise to objections.
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List them and prepare your answers.
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Here's a few examples.
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To the objection,
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a 10 minute video is too long.
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you are afraid that the participants will drop out before the end of the video.
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reformulation is an art.
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It can start with
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what you're telling me is,
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the ideal for you would be,
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start your rephrasing with,
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It's even more powerful.
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It's kind of turning the objection into a question.
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You ask yourself.
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To the objection,
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the deadline is too short.
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you wonder how in 3 weeks we will be able to reach the objective.
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To the objection,
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I'm not sure I need your product.
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You say you're wondering what more this product will give you.
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the reformulation is successful if you get a yes from your interlocutter.
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in the sense of,
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you understood me.
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Even if the objection is a priori negative.
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The important thing is that your interlocutter feels understood and
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that they signify it to you with a yes.
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It takes a little time to learn how to rephrase.
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You may feel awkward at first,
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to the point that people will see your merry go round.
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you'll become a master of rephrasing.
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Your interlocutors feeling understood and having said yes,
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will themselves take projects forward in leaps and bounds.
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The third step after constructive reformulation is the answer.
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Now it's time to give your opinion on the question in a clear,
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pictorial and direct manner.
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You know exactly what your interlocutors'
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expectations are because you've taken the
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time to listen to them and reformulate their point of view.
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They are now receptive because they have felt welcomed and understood.
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Even if your opinion remains opposed to theirs,
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there is a little chance that you will end up
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in conflict because respect for people has been maintained.
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Both of you are willing to negotiate if the issue requires it.
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after you've given your answer,
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you can close the objection and move the debate forward with 3 counter questions.
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Counter question 1,
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the mere question,
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returns to the person who raised the objection.
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Did I answer your question,
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to be asked if you feel that William is positive again,
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what is your own opinion on the question,
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Second counter question,
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the relay question,
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to an ally if possible.
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how do you see the announced changed?
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what do you think about it?
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Allies are participants in the meeting or gathering who are positive and
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constructive and who you know are driving forces on the subject.
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Give them as much to say as possible so that they generate commitment.
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It is better to have two drivers than one.
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You've been asked a question,
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you can pass the ball back to Henry.
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you've already set up a similar project.
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What do you think?
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what did you gain from using such a tool?
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If it's a meeting,
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prepare it with your allies.
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Either to lead part of it or to divide up the answers to questions and objections.
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Your allies will sometimes be better at convincing the hesitant ones
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and better at getting the passive ones involved in a project than you would be.
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Allies will lessen the usual opposition of people who,
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faced with the project leader,
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will instinctively position themselves as opponents.
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The exchange of words will no longer be a verbal ping pong from the group to you.
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The project leader,
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but an exchange between all of the participants in the meeting.
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rely on allies to answer or close the objection.
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what would you like to add?
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Third counter question,
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the echo question is group oriented,
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useful when the meeting has at least 4 people.
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Questioning the group allows you to get out of the ping pong with the opponent.
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It allows to look for allies or to widen the debate.
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The echo question to the group will
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make it possible to counterbalance the opponent's ideas
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without belittling them.
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Who would like to add their opinion on the issue?
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What is the risk of shortening the deadline?
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How can we move decisively towards an agreement?
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Who questions leads.
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The person who questions is the one who leads in the sense
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that they guide the direction of the discussion of the negotiations.
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Be a master of verbal aikaido by welcoming the appointed and their words,
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reformulating and counter questioning.
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You have a delicate subject to be put on the table in a meeting.
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Imagine all of the objections that scare you the most,
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those of your collaborators,
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those of your clients.
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prepare the reformulation,
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and the counter questions to these delicate objections.
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The true leader welcomes and takes the fruits of the labors from the objections.
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What is the truth of the objection?
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What obstacles does it highlight,
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and what must be taken into account for the success of the project?
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Objections that are not received as a tax
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do not degenerate into conflict.
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Opposition is a healthy way to move
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debate forwards when it is managed intelligently.
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