When a prospect says "I need to think about it," ask "What do you want to think about?" and stay quiet. Matt Ryder shows how to diagnose the real concern hiding behind that stall, whether it's price, risk, or confidence in the solution.
If your lead says, I need to think about it, what they're really saying to you is that you just didn't create enough certainty or enough urgency. I don't either trust you, I don't trust myself, I don't trust you can get to the outcome, or like, I don't believe that you have the chutzpah to make me follow through. So you have to diagnose each one and actually find out what the problem is. So you gotta ask, like, when you say think about it, what do you mean? And then just be quiet. So we think and we talk in real time. So when somebody gives you, when I think about it, you have to ask them, like, what do you want to think about? It sounds very simple, but a lot of people don't do it. They try and sort of create all these platitudes or useless things, but you really need to know kind of like, what do you want to think about? And you have to be quiet. And this is where you have to learn the art of tactful interrupting or interjecting. See, we think and we talk in real time. When someone is saying something that leads to a positive, then you need to then allow them continue to say that. If it's something that's going to lead to a negative, then you have to interrupt. Generally speaking, if we say something positive first, like, it sounds good, there's going to be a but after that because people like to soften things. And people are going to sound something positive, a lot of the time it will start with the negative, like, okay, it's expensive, But someone says it sounds good, I'm going to go, why is that? Because it's positive for me. So I'm going to immediately probe onto that and people will just naturally defend their position. And if they say, okay, it's expensive, I'm going to allow them to finish that thought because the chances are it's going to lead into something positive. And so when I get better at that, then I start to actually uncover the true concern. Think about it, objections don't really become anything that you can't handle regularly because you have now have an opportunity to probe them to the actual concern and then you can overcome that.
