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How to define and assess objections


Introduction

Every manager has to deal with objections at some point. People might object to your management style, you rules, your procedures, or even your personality. It is never easy to handle objections because we tend to take them personally. Rather than getting upset, it is probably better to try to define and assess objections.

Instructions

Difficulty-anywhere from easy to hard

Steps

Step 1: Get the story. If you hear rumor of objections that are being made by one of your employees, it is best to get the whole story before you try to define or assess the objection. Squash rumors by going right to the source and asking for feedback. Just by allowing somebody to give his or her point of view, you might handle the objection. Sometimes the issue isn't so much what you did but that you failed to ask for opinions before hand. Once you hear grumblings in the ranks, ask direct questions. For example, "do you have any problem with X" or, "Tell me what you think of X". After you get the story, you can move on to trying to define and assess the objection.

Step 2: Consider the source. Some people are grumblers and like to complain; you may or may not put much stock in objections by these people. Other people rarely complain and when they do, you should consider their point of view. Sometimes an idea might seem grand to you but be completely repugnant to somebody else. If you have someone who is typically positive and a team player objecting to something that is going on in the company, you should really investigate their perspective.

Step 3: Ask for more opinions. You have a great employee who never raises a fuss but is strongly objecting to a new sales strategy that you are employing. You don't want to scrap the whole thing just because one person is complaining; however, you don't want to ignore the complaints either. Probably the best thing to do at this point is to start asking for second and third opinions. Ask other people in the sales department what they think but also ask around in other departments and ask other managers. You should definitely try to find the underlying cause of this thing.

Step 4: define the situation. Once you have considered the source of the objection and have asked for different opinions regarding the situation you will be prepared to define the objection. Some conclusions that you might come to when defining the objecting include:

 Personal moral objections-these kinds of objections might be very real but narrow in scope. For instance objections on religious grounds, maybe you are asking employees to participate in a charity benefit on a Saturday and an orthodox Jew objects because it breaks his or her Sabbath

 Personality based objections-these kinds of objections might be raised by people who don't like change or people who don't like structure when you institute change or structure. These objections are not about ethics or morals but rather about personal preference.


 Defensive objections-these objections are quite common when someone feels that they are not being treated fairly or are under appreciated.

Step 5: assess the situation. The type of objection that it is will help you assess the situation. If the objection is ethnical or moral, you should do what you can to alleviate the problem. Personality based or defensive objections are not so critical. You might want to alter your policy (or whatever) to cater to the objection but you aren't required to. However, keeping peace among the employees will make your job much easier.

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