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- CONSULTATIVE SELLING: WHAT ABOUT 360 DEGREE FEEDBACK?
- INNOVATIVE TEAM SELLING: ERIC BARON’S LATEST BOOK – EFFECTIVE TEAM SELLING STRATEGIES TO WIN NEW BUSINESS
- CONSULTATIVE SELLING: MAKING FEEDBACK WORK
- CONSULTATIVE SELLING: WHEN THE CLIENT’S “YES” IS AN “INTERIM CLOSE”
- CONSULTATIVE SELLING: “HEADLINING”
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Feedback
CONSULTATIVE SELLING: WHAT ABOUT 360 DEGREE FEEDBACK?
Last week’s blog (scroll below) examined feedback— and suggested that the consultative salesperson use it “bi-directionally.” Whenever appropriate, voluntarily play back to the client our understanding of what he/she is saying (especially, apparent needs) and also ask our clients to play back their understanding of what we’re saying (especially, ideas and recommendations). Our goal: preclude potential misunderstandings— an obvious benefit to all. This starts to sound like “360 degree feedback”; should we really go that far?
Broadly defined, 3600 feedback is a mutual exchange of comments, suggestions and improvement opportunities between individuals or groups; frequently, it replaces one-way evaluations of subordinates by their bosses in corporate personnel management settings.
When the 3600 feedback concept is applied to client/sales team situations, an excellent process technique is the “Keep/Stop/Start” exercise— a mainstay of idea-generation and problem-solving projects. Here, everyone contributes to a listing of productive practices already being done (the “Keeps”); unproductive practices currently being done (the “Stops”); and potentially productive practices not now being done (the “Starts”). It’s a democratic, creative and non-threatening way for groups to move forward synergistically.
- Since K/S/S focuses on actions, policies, behaviors and their business consequences, it leaves individual conflicts— personality traits, presumed attitudes, etc.— out of the discussion. Finger-pointing kills 360 degree feedback! Further, K/S/S is always mutually “solicited feedback,” rather than unexpected, unwelcome suggested changes and criticisms.
It’s important to note that 3600 feedback can be implemented at different levels of frequency and formality— matching the needs and comfort requirements of the client team and sales team members:
1. The consultative salesperson casually, informally offers ad hoc playback and requests client feedback, as necessary, to assure mutual understanding. If the salesperson calls attention to the process, purpose and value of 3600 feedback, the client may volunteer her/his constructive feedback more readily. (Otherwise, it’s mostly salesperson-driven, and “not very 360.”)
2. The client team and sales team agree to routinely operate in “3600 feedback mode,” a way of doing business which happens often, is still informal, impromptu, and “unofficial”— but is much more a shared, joint-team process and policy.
3. The 3600 feedback process becomes formal and official: scheduled, systematic mutual evaluations, which may include a prescribed format and may be documented “for the record.” If we choose this level, we should routinely be sharing informal 3600 feedback along the way, too. (Our willingness to recommend this level signals our confidence, professionalism and commitment to providing excellent client service— and invites the client to reciprocate.)
The bottom line: Remember that 360 degree feedback is a team effort— a collegial, supportive, pragmatic dialog, whose end objective is better, more successful business practices and results for the client and consultative sales team alike. It must be designed and conducted to be comfortable for everybody involved, so that they’ll accept (and even enjoy?) the process. How might the 3600 feedback concept work for your sales team?
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CONSULTATIVE SELLING: MAKING FEEDBACK WORK
Generally, it’s fair to suggest that all business feedback is beneficial, in that it lets one party know what the other party is thinking— whether those thoughts are positive or negative. Clearly, one of the biggest threats the consultative salesperson could face in his/her client relationships is ignorance— our ignorance of the client’s needs, and his/her ignorance of what we can do to help. Let’s examine some elements of exchanging client/salesperson feedback that improve mutual understanding.
First, feedback’s cardinal rule: Solicited feedback trumps unsolicited feedback every time. When we invite our client’s feedback, she/he feels encouraged to be forthright and complete. When the client asks us for feedback, we have an opportunity to be forthright, too (in a respectful, professional and decorous manner, of course). Solicited feedback is usually superior in quality and is almost always heard more receptively.
Five feedback rules-of-the-road:
- Always ask for feedback with a neutral question— avoiding the implication that we’re expecting a negative response. Examples: “How does that sound?” “How are we doing?” rather than, “Do you see any problems?” “Are we missing the boat here?” etc. Note that positive implications should be avoided, too— “Sounds right, doesn’t it?” is a transparently leading statement, not a question that seeks information.
- Typically, we should respond to client feedback with at least one question. First, our question(s) signal our genuine interest in understanding what he/she means and feels. Second, it’s very unlikely that we’ll fully understand the initial feedback without some elaboration or clarification. Third, immediately responding with our point of view risks it sounding like a rebuttal, or implies that our opinion is more important than the client’s. Value feedback, and draw it out!
- In presentation situations where premature, unsolicited client feedback greatly interferes with our proposal, it’s fair to ask permission to defer elaboration until a more appropriate time. Make a (conspicuous) written note of the feedback remark, promise to get back to it later— and always deliver on that promise. (Also see our March 5 blog, “Giving Instructions Upward.”)
- Again, beware of “offering” unsolicited feedback, which is often interpreted as an unwelcome, unexpected criticism or complaint, even if intended as a helpful suggestion. A tip: if we ask the client for feedback on our performance, it may trigger his/her request for reciprocal feedback from us. Grasp that golden opportunity ever so gently and constructively.
- When business necessities dictate that we absolutely, positively must offer the client unsolicited feedback: always stress the benefit to the client resulting from accepting our feedback and behaving accordingly. Focusing on the client-benefit directs our perspective, too, as our personal needs rightly take a backseat to meeting the client’s needs.
Bi-directional feedback is the bedrock of good relationships and successful business communications. We should invite feedback often and accept it readily; offer it sensitively and selflessly; and nurture it as the foundation of our counsel and performance.
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CONSULTATIVE SELLING: WHEN THE CLIENT’S “YES” IS AN “INTERIM CLOSE”
Our February 5 blog, “Closing the Sale,” examined techniques for taking that last big step which secures the client’s commitment to accepting our recommendation. This week, we’ll backtrack the sales process and consider the path that brought us right up to the goal line. Along the way, we’ll discover a potential positive consequence of failing to win a new business competition: maybe it wasn’t as devastating as it seemed?
Selling skills researchers have confirmed that it becomes increasingly uncomfortable for a potential buyer to say “no” if he/she has consistently agreed with the salesperson early in the dialog. Unfortunately, some telemarketers trivialized and misunderstood this truth. The result: scripted selling pseudo-dialogs which posed a sequence of superficial, “no-brainer” questions designed to force “yes” responses. (A pitch for an educational toy begins with: “Do you love your children?” “Do you want them to be successful?” “Do you believe that a good education contributes to success?” etc., etc.) Not surprisingly, such manipulative, “toxic questioning” was usually transparent and self-defeating.
The consultative salesperson knows that every action-generating, relationship-strengthening, meaningful “yes” from our client or prospect can, indeed, advance us toward an eventual sale.
Eric Baron, founder and CEO of The Baron Group, likes to make the distinction between “the Big C” (closing the sale) and “the little c” — an interim close. If a client agreement or action involves a specific next-step that keeps us in the game and maintains an on-going relationship, it’s a “little c.” Some examples:
- Although a live, face-to-face (or telephone) dialog is far more potent, even a one-way communication such as an email, voicemail message or letter (remember those?) has potential “little c” value— especially if it seeks a future interaction with the client.
- Obviously, getting the client’s or prospect’s “yes” to meet with us and hear our story is an important “little c.”
- If we’re now talking with a “gate keeper,” a “yes” that moves us toward the ultimate decision-maker becomes a critically important “little c.”
- Offering and having the client say “yes” to something beneficial to her/his business is a “little c”; could having her/him ask us for it first actually be a bigger stride forward?
- Any interaction that results in the client committing to do something him/herself in response to our counsel is a very big (sorry!) “little c.”
- Failing to win a new business “finals presentation” could be a momentous “little c”: we may now have inserted ourselves into what advertising people call the “considered set”— a select, short-list group which will define the prospect’s universe of potential choices for future projects.
Every one of these events involves a genuine, meaningful, leverageable “yes.” Our planning question: how do we structure each client contact as yet another “little c” step in the progression toward that coveted “Big C”?
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CONSULTATIVE SELLING: “HEADLINING”
Business professionals who participate in idea-generation (“brainstorming”) meetings are often asked to use a communication technique called, “headlining.” Quite simply, it means stating our idea immediately and succinctly (even if, occasionally, somewhat imprecisely?)— before going on to set it up, detail and rationalize it. In effect, it’s leading with our “punch line.” Let’s examine headlining as a potentially powerful consultative selling tool.
Leading with our idea or recommendation can seem like an impulsive, disorderly, risky way to sell a proposal; many professionals automatically begin with the “setup”— background, supporting circumstances and elements, etc. — and conclude with the recommendation. Their goal is to “weave a web” of logic and persuasion so convincing that the resulting recommendation seems uniquely appropriate and unarguable. Well, maybe so, and maybe not.
The problem with this sequence is that because the client doesn’t know where we’re going, he/she may misunderstand, forget, or just plain not hear much of our setup and rationale. What’s missed along the way could sabotage our sale. Isn’t a jigsaw puzzle a lot harder to do if we don’t have a picture of it completed, for reference? Three headlining applications:
- Formal presentation: Make no mistake: beginning by reviewing the client’s needs is always right— because it’s always what the client cares about most. After that, consider a 3-part presentation format often credited to the US military: (1) “Tell Them What You’re Going to Tell Them,” (succinct recommendation) (2) “Tell Them” (the detail and rationale) and (3) “Tell Them What You Told Them” (tight summary). If we telegraph/support/review, isn’t it likely that they’ll get it? Admittedly, there’s no suspense or drama here, but do we really need that?
- Email or Letter: The email’s Subject line or the letter’s Title line contains the recommendation; (a review of client needs and) our proposal’s details and rationale follow in the “body copy.” If the client already agrees with us, she/he doesn’t even have to read the body copy— a courtesy from us. If he/she disagrees, our (hopefully convincing) rationale follows; at least, we won’t be making her/him re-read the text, after discovering and disputing our recommendation at the end.
- Verbal Communication: Spontaneous talk is the most challenging application of headlining. Our impromptu spoken headline may not be a precise articulation of the idea; even so, we’re telegraphing the general direction of our proposal. Next, we (review the client’s needs, and then) precisely define and rationalize our recommendation. The client may cut the conversation short if she/he readily agrees.
Clearly, headlining isn’t always the right way to offer a recommendation. Some ideas, if broached immediately, can send the client off into an erroneous inference— and we’ll need to dig ourselves out of the resulting hole. Further, drama and suspense could help us make some sales, despite the risks. Headlining is a useful selling skills tool— a “judgment call” that’s well worth considering.
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CONSULTATIVE SELLING: SEEKING CONFIRMATION
An unfortunate reality of all client/salesperson conversations is that opportunities for major misunderstanding arise often. If we’re lucky, we’ll recognize our confusion and ask for clarification. The biggest threats are the undetected misunderstandings— often the birthplace of disagreement and rejected proposals. Beyond maximizing our listening skills, what can we do to nip potential misunderstandings in the bud?
The key concept here is seeking confirmation; four important examples:
- Confirming Our Review of Needs as Understood: Arguably the “granddaddy” of consultative selling confirmation situations, here’s where we play back the client needs we (think we) heard during the meeting’s situation analysis phase. If there ever was a place where we have to get it right, this is it: our subsequent recommendations will be tied to demonstrating how our product/service meets these perceived needs. Replay the client’s needs thoroughly— then ask if we got them right and got them all.
- Confirming the Agenda and Available Time: These are presumably not miscommunication problems; surprises here usually result from the (client’s) circumstances or needs having changed since we earlier agreed on the meeting’s agenda and length. The benefits of our understanding the new situation— and being able to adapt the meeting content and timing accordingly— are obvious. Ask the client straightforwardly if our agreed-upon agenda and meeting length are still valid.
- Confirming Our Paraphrase of the Client’s Objection: This third step of the Objection Resolution process “reframes” the objection as an unfulfilled client need, and defines a task that we’ll need to accomplish for our recommendation to be accepted. Since our paraphrase opens a new pathway by turning the objection into an objective, it’s necessary to get client confirmation that he/she agrees that our proposed task is the way forward.
- Confirming the sale, itself: our February 5 blog on “Closing” describes a technique for confirming the client’s readiness to buy without pressuring him/her, or resorting to artificial closing “gambits.” After the client’s objections to our recommendation, if any, have been fully resolved, we voluntarily ask if she/he needs to discuss anything else. If the answer is, “no,” we can fairly assume that the client has approved our proposal. This “assumptive close” confirmation tool is uniquely comfortable for both of us.
Although these four applications are especially important, there are many other salesperson/client dialog situations where a confirmation question or statement can be beneficial. When it comes to confirming mutual understanding, “more is more”; we should ask for repetition or clarification often— and always, if we have the slightest doubt.
Importantly, we can improve the client’s understanding of us by replaying what we’ve heard— an irresistible invitation to correct us and, therefore, to get it right. (Could we occasionally ask the client to paraphrase what we’ve said, when full understanding is crucial?)
One of the most important selling skills is knowing when and how to “seek confirmation” in our client dialogs.
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CONSULTATIVE SELLING: HOW “I-MESSAGES” HELP KEEP OUR EGOS AT BAY
Many thoughtful salespersons are (rightly) aware that using the word “I” too often in client dialogs can be a danger signal— we’re focusing on ourselves and our product/service, rather than on fulfilling the client’s needs. Ironically, an especially beneficial communications device called the “I-message” is a reassuring sign of a client-centered attitude. Here are some examples of how it works:
Reviewing the client’s needs: In the Consultative Selling Skills model, the final step of the Situation Analysis phase is called the “review of needs as understood.” This phraseology is a continuing reminder that, despite our best efforts, we may not have completely and accurately determined client needs through our supportive questioning process. By beginning each perceived needs restatement with an appropriate I-message, we take responsibility for our understanding of what we heard, and also make it easy for the client to correct us or add any needs that we missed. I-messages like, “If I heard you correctly, you need…..,” or, “You didn’t state this explicitly, but I sense that you may need…..” invite the client to help us improve our needs analysis.
Acknowledging the client’s objection: Given that this first step in the issue resolution process is primarily a signal of respect and empathy for the client’s frustration, the I-message is virtually a mandatory component. While a generic statement such as “I know how that feels” is helpful, a more issue-specific response has much greater power, e.g., “I know what it feels like to have cost concerns threaten an important program.” Indeed, any time the client reveals a personal need, an I-message response underscores our own commitment to a mutually trusting relationship.
- An important caveat: beware the temptation to allow an empathetic I-message to ramble on— stealing center stage from the client. Our attempt at making a connection soon produces exactly the opposite effect if the I-message expands into an “I-monolog.”
Reframing the client’s objection as an “unfulfilled need”: This is arguably the most important application of the I-message: when we paraphrase a client objection as an objective to be reached, we are almost literally putting words into his/her mouth. What the client said was a complaint (e.g., “It’ll add to our workload”), but our reframe is a task to meet the underlying need (e.g., “If I understood you correctly, you need to be confident that our plan fits within your existing workload.”) Since we’ve taken the liberty of transforming a brick wall into a goal post, we need client confirmation that she/he agrees with our paraphrase. The I-message spotlights this reframing process.
In a nut shell: far from being self-centered, the consultative salesperson’s I-messages underline his/her conviction that “it’s all about the client.” They do double duty: signaling the client that we’re working to meet his/her needs— and reminding us to “check our egos at the door.”
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CONSULTATIVE SELLING: THOUGHTS ON RAISING OUR PRICE (BESIDES, “UGH”)
Certainly, one of the toughest client conversations the consultative salesperson will ever face is announcing a price increase. In most business “conflict resolution” situations, we’re offering a benefit (our product or service), but the client perceives a problem. Here, we’re offering no (new) benefit, and actually contributing a perceived problem— the higher cost. Our best possible outcome is to mitigate the client’s discomfort, rather than add tangible new value. How do we approach this daunting situation?
By the way, it might help a lot if we could offer any new benefit (e.g., a small service upgrade) along with the price increase. While it wouldn’t rationalize the new price— we’d explain that openly to the client— it could make the proposition more palatable psychologically. Some suggestions on positioning the price increase:
Exhibit the courage of our convictions. We have the same right our clients do: to charge an appropriate price in order to make a fair profit. (Our client knows this, too, although her/his fantasy would be to receive our product/service for free.) We’re not ashamed or defensive about the new pricing— but we sure are caring and understanding about the difficult situation it could create for the client. (How would we feel in their shoes?)
Be open about our own contributions to this situation. For example, should we have done this sooner— when it would have cost less? Taking legitimate responsibility shows our character, courage, professionalism and commitment to the client. Be careful to avoid “playing the victim card” by blaming our management; we’re all in this together.
Probe the client consequences thoroughly. If there ever was a situation where we need to perform in-depth questioning to uncover the client’s job-related and personal needs, this is it! Find out what challenges the client anticipates when he/she has to bring our price increase back to the office. What will she/he have to do and handle? At the least, we can be empathetic; at best, maybe we can mitigate or share some of the consequences. (An example: maybe we should explain the issues to higher-ups.) Yes, it takes a lot of will power to pursue this unpleasant conversation diligently.
Our message, on the bottom line: we’re on your side, we’d like to help and we value the relationship above all— despite the fact that we’ve had to institute a potentially problematical price increase.
Some consultants and selling skills trainers envision a “trusted advisor bank” in which each benefit we provide our client is a “deposit.” By building a substantial “balance” over time, we can sustain an occasional “withdrawal”— perhaps an error we make or a deadline we miss. Our price increase may be perceived as a big withdrawal, but our honor, expertise, commitment and empathy remain intact. We need to have the courage and sensitivity to demonstrate that, and to count on it to weather this storm.
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CONSULTATIVE SELLING: THE “JOHARI WINDOW” ILLUMINATES CLIENT NEEDS
The Johari Window, created by Joseph Luft and Harrington Ingham in 1955, is a simple and powerful tool used to improve self-awareness and mutual understanding among individuals and groups. Its research technique compares and contrasts how a person sees himself/herself, versus how others see her/him. For the consultative salesperson, applying Johari to understanding client needs can be an instructive, even insightful experience. The Johari Window is comprised of four quadrants:
Open (“Arena”): This quadrant represents those personal traits that both the individual and others are aware of. Hidden (“Façade”): These are the personal traits that the person is aware of, but that others are unaware of (either because the traits aren’t conspicuous, or are being intentionally camouflaged). Blind Spot: These are personal traits that the person is unaware of, but that others can see. Unknown: These are personal traits the subject might or might not have; either way, neither he/she nor others can see them. (As such, this “potential” quadrant is typically less often addressable and actionable than the other three.)
Now, let’s substitute the phrase “client needs” for “personal traits,” and revisit Johari’s three most relevant quadrants:
Open client needs are the “easy ones,” because they’re readily recognizable to both the client and the salesperson. Indeed, if the salesperson somehow fails to spot and service all of the “open” quadrant needs, she/he risks under-serving the client (and might even lose the business to a competitor who does see these needs, and alerts our client to them).
Blind Spot client needs can be detected by thoughtful, in-depth questioning and brought to the client’s attention. This is a conspicuous example of “adding value”— and the client is sure to appreciate a salesperson who brings solutions to threats and problems he/she didn’t even know were there in the first place. On rare occasions, the salesperson may be so exceptionally knowledgeable, insightful and imaginative that she/he will discover an obscure, latent client need that probably belongs in the Unknown quadrant.
Hidden client needs are especially challenging: he/she is reluctant to volunteer certain needs to the salesperson. Examples of why this can happen: the client may feel responsible for contributing to the problem, or be concerned about the risks in trying to solve it, or be embarrassed by some aspect of his/her personal or job situation, etc. (Be empathetic; we all have such issues!) The consultative salesperson who can sensitively and supportively uncover and meet hidden needs may be forging the strongest client relationship of all.
Here’s where process enters the picture. Because client needs may be dispersed throughout all four Johari quadrants, only a rigorous, systematic, consciously (and sensitively) applied process can hope to uncover them fully and accurately. This process will necessarily emphasize questioning and listening skills— the core tools that bring needs to the surface— and it’s called, “Consultative Selling Skills.”
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CONSULTATIVE SELLING: THINKING “SELFISHLY” ABOUT ISSUE RESOLUTION
Our last three blogs explored key elements of the issue resolution process. As usual, we focused on discovering and meeting our client’s needs. Now, let’s put it all into a sequence— with special emphasis on how it benefits the consultative salesperson. The Issue Resolution Sequence:
1- Acknowledge the Objection. This first step is a “climate-setter.” What it says about us: it signals the client that we won’t respond aggressively or defensively, leap to a rebuttal and try to win a (polite) argument. We respect the client’s right to object, and believe that the issue is worth pursuing. For example: responding to the objection, “It costs too much,” with the acknowledgement, “Everybody’s especially cost-conscious these days…” sends those signals in three seconds! What it does for us: our relaxed client will answer our questions more forthrightly. (Click here for acknowledgment techniques.)
2- Ask for Elaboration. What it says about us: our thoughtful, in-depth questioning process reassures the client that we really are trying to fully understand her/his objection— not just listening halfheartedly while waiting for our chance to talk. What it does for us: Examining the objection in detail enables us to discern the underlying client need(s) which we’ll need to satisfy en route to a mutually acceptable solution. (Click here for the first of four questioning-technique blogs.)
3- Paraphrase the Objection as a Need. An example: the objection, “It’s too expensive,” might be paraphrased as, “If I understand you correctly, you need to be confident that our program is cost-effective.” What it says about us: Needs are more deep-seated than solutions; connecting with the client at this level is more powerful and strategic— casting us as true consultative salespeople. What it does for us: This step (often called, “reframing”) is our opportunity to assume leadership in this dialog. Make sure the client genuinely confirms our understanding of her/his need; if not, we risk misleading both of us as we move toward addressing the need. (Click here for reframing techniques.)
4- Address the Need. Now’s our chance to do what we enjoy most: presenting our product/service as the solution. What it says about us: We’re more than pure, theoretical consultants; we also offer the product/services that will actually solve the client’s problem. What it does for us: If we accomplished the first three steps well, we should successfully make the sale here.
5- Invite Others. Now, we pointedly ask if there are any additional client comments, questions, or subjects for further discussion. (Don’t use negative, suggestive words like “objections,” “concerns,” or “problems.”) What it says about us: this step is courageous and client-focused— the ultimate proof that we’re not just there to use our selling skills on them. What it does for us: it might reveal a latent client concern we’ll need to address: better now than later.
In a nutshell: the 5-step issue resolution process makes sure we get our win in the “win-win” outcome.
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CONSULTATIVE SELLING: CLOSING THE SALE
Our last two blogs discussed issue resolution, first, stressing the basic concept— identifying and satisfying the client’s underlying need (rather than rebutting the objection) . Next, we explored the “reframing“ technique— where the salesperson paraphrases the objection as its underlying need, and gets client confirmation before going on to address it. This week, we’ll examine closing the sale: its basic process is essentially the same, whether or not the client has raised objections to our recommendation.
Countless selling skills books have been written about the art of closing the sale. Many of them treat closing as stand-alone, memorized and rehearsed techniques or devices— connectable to but distinct from this particular client’s needs and business situation. (Even so, in certain situations, they can sometimes work.)
The Baron Group believes that the closure should be a natural, follow-on outcome from the client/salesperson dialog which preceded it.
- If the client had no objections or reservations of any kind about our recommendation, isn’t it fair to assume that he/she is ready to commit?
- If the client did have objections that were genuinely and completely resolved, the consultative salesperson then gives him/her an opportunity to volunteer other concerns— the “Asking For Others” step. If none is forthcoming, isn’t it now fair to assume that she/he is ready to commit?
This process is call an “assumptive close,” because the salesperson’s “due diligence” in the previous needs-analysis and/or objection resolution gives him/her every right to believe that the client wants to buy. (If the salesperson isn’t reasonably confident, then ethical issues enter the picture and, pragmatically, the likelihood of closing the sale greatly decreases, too.)
The beauty of the assumptive close is that it takes the pressure off both the salesperson and the client.
- Often, even the confident salesperson feels the pressure of asking for the big “yes,” fearing rejection, or looking too aggressive, or an unwelcome and surprising negative response.
- Sometimes, even a client who is fully ready to buy can be anxious about saying the words that confirm commitment and launch the project— especially if it’s a big, costly undertaking.
The assumptive close either softens the question, or avoids asking it entirely. Here are just a few examples of assumptive closure statements and questions; some are more direct than others. “Sounds like we’re ready to proceed.” “Are we ready to move forward?” “Here’s what we need to do to make it happen.” “What’s the next step to get things started?” “ “Are you comfortable with pursuing this?” “We’re eager to start the process…” etc.
In the rare event that the client unexpectedly does push back, it’s time for (more?) issue resolution: explore the details of the objection, determine the underlying need and paraphrase it to the client’s satisfaction; address it, and move to closure again. Just make sure that closing isn’t any harder than it has to be.
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