A closer handles a $10,000 objection by probing the prospect's decision-making habits, then reframes the choice around providing for his family. Christian Polk breaks down the moves: identify the real objection, stay calm, get permission to suggest a different approach, and anchor the close to what matters most.
Chapters
going to be an investment of $10,000.
Here's the deal, okay? I'm not going to— I'm not going to do anything today, okay? Because I have a policy where I always think stuff over overnight. Can you go ahead and give me the link? And then when I'm ready, I'll go ahead and send the money in.
I guess, like, what the fuck is coming up for you that makes you want to go ahead and do this tomorrow? What's coming up for you?
Okay, so he's asking a question to flush it out. It's not a real objection. This is good.
Didn't know about the $10,000. Okay. And I have a policy when something comes up, I always think it over overnight. Okay. It's just been a habit in my life.
So it's a money objection. It's a decision-making process around the money. The fact that it's $10,000.
I don't make any snap decisions.
Yeah, absolutely. That's not an issue. No worries. So I know you mentioned to me that, you know, it's usually how you do things, although it's okay if I can, like, make a suggestion on that.
Go ahead.
Would you agree that the way that we make decisions and the decisions that you've made has ultimately led you to where you are here, right here, right now?
Yeah.
And for you personally, do you feel like you're at your full potential, or do you feel like that you could leave more behind for your daughters?
No, I'm not happy with it now.
So it's like, for you then, right? What did we first say is that in order for you to have different outcomes, in order for you to actually finally be able to put yourself in a position where you can leave that nice, nice life for your daughters behind Would it be fair to say that we're going to have to challenge our decision-making process, that you can achieve the outcomes that you want?
Yeah.
Why do you say that?
So what he did really good there is he challenged the way that he makes decisions, showing him it doesn't get him the outcomes that he wanted. So he needs to make different type of decisions to get different type of outcomes.
Going right now, it hasn't been working for me.
It's like, here's the thing, right? Because we can continue to let uncertainty hold us back, right? We can continue to let uncertainty allow us to delay things from making the decision that you know what's best for you and your daughters. If we keep on thinking about the negative things, if we keep on allowing uncertainty to hold you back, it's like, what are the chances that you'll actually be able to grow your portfolios that way? You can leave that Nasdaq $3 behind. More the chances.
Is it going to be a problem?
No way. Today it's not gonna be a problem, brother. Like, whether we do this today, tomorrow, next month, a year, a decade from now, it's not going to change my life. It's not going to change Terry's life. But like, do you want to know whose life it is going to change the sooner that we take action on the things that we need to do? You know whose life it would change? Oh, you tell me, brother. You are the driver of this vehicle.
My life.
Yeah. And who else?
My daughters.
Yeah, there you go.
My lady friend.
There you go. So it's like knowing that this is going to get you to where you need to go, so that way you can achieve the best life for you, your daughters, and your lady friend. And even her own daughter. It's like, why would you want to put time and space between that, knowing that this decision is going to be the decision that's going to change you and your loved ones' lives?
Okay, I wasn't going to do this, but yeah, I'm doing it.
So good job on getting the close. If you notice what he did really, really good— number one, he stayed very, very calm. When somebody gives you an objection, it's totally normal, it's part of the process. They think a certain type of way. It is your job as a closer to help shift the way that they're thinking about things, the way they're viewing things. He stayed calm. Then from there, he identified what the actual objection was— the way that he was thinking about the money. After he identified what the objection was, he asked for permission and he got buy-in along the way and reframed that way of thinking of, well, you make decisions this way, but you haven't gotten the outcomes you truly want. And then he tied it back into what's actually important for him, like his family and doing all the things that he really wants to do. Super solid job on that. And if you want all the frameworks on how to handle any objection, just comment objection down below and I'll send you over my exact framework.
