| Effectively Handling Objections | | | | The same process applies between a job |
| Employer: "I notice you have not got any | | | | applicant and an employer. What you need to |
| commercial experience, can you explain why you | | | | know is how to successfully handle objections - |
| feel you are the best person for this role? | | | | We will discuss this in more details at our seminar |
| Employer:"You've been out of work for two | | | | this month. |
| months now, why should we recruit you?" | | | | Presenting With An Impact |
| Questions like these are feared by almost all job | | | | I once attended a seminar that put me to sleep |
| applicants. How can you then effectively answer | | | | for the first 10 minutes and got me highly |
| them? | | | | exhilarated for the remaining 3 hours. |
| There are a number of ways to handle objections | | | | What could have possibly been the cause? |
| and how you handle them are based on your initial | | | | It's quite simple. There were two different |
| reaction to them. This contributes to how you | | | | presenters. One was the introductory speaker |
| respond. | | | | and the other was the main speaker. |
| When faced with objections or criticism, you tend | | | | The speaker who introduced the agenda for the |
| to have four options. You can either decide to | | | | whole day did a lot of telling. It was a one way |
| be:a. offendedb. thrown of balancec. defensived. | | | | communication process. |
| welcoming & understanding | | | | The speaker who presented the whole event did |
| Insecure people get offended or defensive when | | | | a lot of engaging and listening. It was a two way |
| faced with criticism or objections to their actions, | | | | communication process. |
| opinions or credibility. | | | | Hold on for a second! Surely presentations should |
| Unprepared people who lack the ability to | | | | be about telling the audience and not discussing |
| understand the objections thrown at them and | | | | with the audience! |
| inevitably get thrown off balance. | | | | While that might me true to a very minute |
| Secure and well prepared people with an insight to | | | | extent, it is a wrong mind set to have. |
| understanding objections, embrace it and use it to | | | | Tell me, have you ever tried listening to a teacher |
| their advantage. | | | | that never stopped to ask if you understood |
| I have great news for you. When an employer | | | | what he was teaching? |
| has an objection to your credentials, it's good | | | | Or have you ever tried having a conversation |
| news. | | | | with a self centered person who enjoyed talking |
| Only by thinking outside the box, coming out of | | | | about themselves all the time? |
| the familiar and entering the world of possibilities | | | | If the answers to any of the above two |
| can you understand the power of successfully | | | | questions are anything less than positive, then I |
| handling objections. | | | | am sure that you will agree on a number of |
| By effectively and systematically dealing with | | | | factual points. |
| every objection you face during an interview, you | | | | A presentation that concentrates on: |
| give the employer a positive reason to employ | | | | Telling rather than engaging people |
| you. | | | | Talking to rather than connecting with people |
| Opportunities only arise when you think positively | | | | Carrying on rather than stopping to listen to |
| about a specific problem. By taking every | | | | peopleand hoping people wouldn't ask questions |
| objection as an opportunity to further convince | | | | rather than openly answering people's questions,is |
| the employer that you are the right person for | | | | a presentation that delivers nothing but boredom |
| the job, you automatically put yourself in a frame | | | | and sleepy eyes. |
| of mind that allows you to efficiently handle each | | | | Now imagine you had to present a project to a |
| objection successfully. | | | | number of employers |
| A typical example can be when you want to buy | | | | How would you engage them in your |
| a new mobile phone. Every objection you give the | | | | presentation? |
| sales assistant is for the following reasons only: | | | | How would you connect with them? |
| "Proof to me" | | | | Will you be happy to embrace questions, |
| "Convince me" | | | | objections and criticisms? |
| "Assure me" | | | | Better off, how do you humour them to keep |
| "Tell me why this phone is right for me, because | | | | them attentive to your 5 mins of fame? |
| if I can believe it, I'll buy it." | | | | |