I came across a LinkedIn thread where someone asked how to handle the objection,
"I already work with someone."
Ever heard that? If you’ve been in sales more than a few days and reach out to prospects, of course you have.
Well, lots of responses poured in. And, like much of LinkedIn, most were the kind of advice that sounds clever online but falls apart in a real conversation with a real prospect.
Some probably meant well. But there is a huge difference between responses that get Comments and Likes, and responses that actually work when someone is trying to get rid of you on the phone.
I have been studying, testing, and teaching sales for over 40 years. I still come across advice that would, and does, tank real conversations. This is one of those situations where bad advice creates real damage.
And that is what we'll cover in the Big Lesson.
The Responses That Will Get You Nowhere
One popular answer went something like this:
"I am so happy to hear that! Does that person solve all of your business challenges? If not, I can share a quick story where I doubled a company's revenue in under two years and could do the same for you."
People in the comments were raving about it. And I get why it sounds bold. But, really now, put yourself on the receiving end. Someone you do not know just cold-called you, and now they are telling you they can double your revenue? You have not established nearly enough to make that claim land as anything other than arrogant.
Another one: "Of course! I already knew that before I called you. Let me ask you, other than working with someone else, is there any other reason you would not give me a few minutes of your time?"
My answer to that would be short. Nope. That is it. See ‘ya..
Then there was: "I completely understand. What I would like to suggest is a quick call so you have a better idea of what we do if anything changes."
Read that again. What I would like. So you have a better idea of what we do? That response is entirely about the salesperson. The prospect does not care what you would like, and they are not interested in learning what you do. Not yet.
Speaking of bad advice, I have been seeing ads lately promising “the only seven objection rebuttals you will ever need,” and “scripts for every objection.” If you understand what objections really are and how people actually respond to them, you know that is ridiculous on its face.
There is no magic list. There is no script that works on a real human being who is guarded, busy, and mildly annoyed that you called.
What works is understanding what is happening in the conversation and responding to that. More on this in a minute.
What Is Actually Happening When They Say It
Before you can respond well, you need to understand why they said it. In my experience, it is almost always one of two things.
One, it is a reflex. They are not really telling you anything. They just want off the phone, and that is the fastest exit they could find.
Two, they actually are working with someone, and switching feels like more trouble than talking to you. Even if they are not thrilled with who they have, the path of least resistance is to say they are happy and move on.
The moment that people feel pressured or manipulated, their brain shifts into defense mode. Arguing with them or pitching yourself at that moment is exactly the wrong move. If they are bluffing, pressure will not expose it. If they are genuinely dug in, you will not dislodge them by telling them how great you are.
The only thing that has a chance of working is getting them to talk.
So the goal is not to overcome the objection.
The goal is to continue the conversation.
What to Say Instead
Start by taking the air out of it. Something like:
"Not a problem. Almost everyone I talk to is already working with someone."
It is short, it is easy, and it creates no friction. It is not what they expect, and it stops the defensive posture before it hardens.
Then ask a question. Not a generic one. Something tied to a problem your competitors tend to leave unsolved.
"What do you do when you need same-day delivery on something that is holding up your line?"
"How are you handling the issue of..."
If they engage, even briefly, now you have a real conversation. You are no longer dealing with an objection. You are dealing with a situation.
Another approach I have used for years is the contingency question:"
What is your Plan B if something goes sideways with your current supplier?"
A lot of people have not thought about that. The question itself can open a door.
You can also ask how they ended up with who they have.
"What criteria did you use when you selected them?"
People find it easier to talk about what they have already done than to think about what they want. Let me emphasize that and let it sink in.
People find it easier to talk about what they have already done than to think about what they want.
That is why this question works so well, and why it tells you more about what actually matters to them than almost anything else you could ask.
If you want to plant a little doubt without being pushy:
"When do you do your annual review to make sure you are still getting competitive pricing?"
Sometimes just raising the question makes them realize they have not asked themselves that in a while.
A couple of responses from that LinkedIn thread were actually solid. One: "Are you confident enough in your current provider to take a competitive look?" Simple, non-threatening, and it does not ask them to leave anyone. It just asks if they are open.
Another: "If we could offer the same quality, if not better, at a competitive price, would you be open to a conversation down the road?" The key phrase is down the road. You are not asking for a commitment. You are asking for a maybe. That is a much easier yes to get, and it keeps the door open.
And if none of it is going anywhere, at least ask for that much: "If anything ever changed with your current situation and you were in a bind, would you consider us as a backup?" Sometimes that is all you get. Take it.
The advice that gets the most applause online from scollers is usually the advice that sounds the most confident. But confidence in delivery does not make a bad approach work. Most of those flashy responses will get you hung up on by most people most of the time.
Know why they said it. Take the pressure off and get them talking. The rest takes care of itself.
The goal should never be to overpower, overcome, or tell someone they are wrong. Just find out why someone believes the way they do, and get them to question those beliefs.
Want some real training on this, that is based on the way people actually think and speak? At no cost?
I am seeing things advertised like "The Only Seven Objection Rebuttals You'll Ever Need" and "Scripts for Overcoming the Toughest Objections." The problem is that scripts and rebuttals do not address a problem, they try to argue with a symptom. By telling someone they are wrong. And your logical mind is probably realizing that does not make sense in the real world.
I got tired of seeing so much nonsense on objections that I decided to take a training I have sold for years, revise and re-record it, and offer it for free.
It is a complete Objections Masterclass that covers exactly the kind of thinking I shared above, across every common resistance situation you run into. Not rebuttals. Not scripts. A real process for handling objections conversationally and professionally, without feeling like you are reading out of a 1960s sales training manual on selling vacuum cleaners door-to-door.
Over an hour of training, broken into shorter videos, with a workbook, full transcript, and slides included. Others paid $99 for it. You can get access at no cost.
If you are tired of losing sales you should have won because you did not know what to say when someone pushed back, this is the training for you.
Go make it your best week ever!
