Characteristics of Great Closed Ended Questions

Closed-ended questions serve a unique purpose in conversations. Done correctly, they require narrow answers to a specific inquiry.  The answers to these questions are typically "yes"-"no" or some other very brief answer.  Questions (or probes) of this nature perform the following functions:  

• They allow specific facts to be obtained.
• They are simple to answer. The buyers only need answer one question.     
• They are useful in a feedback process when the salesperson desires to check the communication accuracy.
• They can be used to reinforce positive statements.
• They can be used to direct the conversation to a desired topic or concern.
• They usually start with the following words: is, are, can, do,  would, could, should, may.

So, close-ended questions narrow your focus and open-ended questions broaden it.  Although sales and service training and coaching often spends much time focusing on open-ended questions, we should remember that close-ended questions also serve an important function in our efforts.

Characteristics of Great Open Ended Questions

Questioning take on two basic forms: OPEN-ENDED and CLOSED-ENDED. Let's start our discussion with open-ended questions. 

Open-ended questions are phrased in such a way as to draw out a wide range of responses on a broad topic. They attempt to involve the buyer in conversation by asking for opinions about a topic. They allow the sales or service personal to generate information that will help close the sale or suggestion the appropriate solution.

Open ended questions usually have the following characteristics:

• They cannot be answered by a simple "yes" or "no". 
• They usually begin with the following words: who, how, why, when, which, where.
• They do not lead the buyer in a specific direction.
• They increase dialogue by drawing out the buyer's needs and feelings.
• They encourage the buyer to elaborate on objectives, needs, wants and problems.
• They can be used to stimulate the buyer into thinking about your ideas and products.

Overcoming False Objections (part 2)

psst....... If you want this to make sense, read "Overcoming False Objections (part 1) first.,



In order to effectively handle these "false"objections, break down your response into parts. First, treat the objection as if it were real. This means that you will listen, paraphrase and clarify the objection. For example, the woman who needs her husband's approval can be casually asked why he doesn't want you to do this. "I respect that. Tell me, Sarah why would James prefer you not get involved with/ purchase this product/service?" This gives you the opportunity to learn more. Follow up as necessary.


Your gentle questioning should yield you enough information to make your case more effective if this isn't a "real" objection. Never be flip or cast aspersions on the decision making process: "Oh come on, you mean you can't make up your own mind about these things? Sometimes you just have to override him." In the case of the boss not wanting to upset his assistant, you wouldn't want to say: "You're the boss. Who's in charge here?" (and yes, I've heard these responses). You would say "I understand. It can be uncomfortable changing our routines. What could make her more comfortable about this process?"


When someone needs to talk to the boss about it, find out if you can present to the boss. Don't be surprised if the answer is no. This can be a sign of a false objection. Regardless, treat the objection at face value. Find out what is important to the "boss". Make your contact as comfortable as possible: "Knowing your boss as well as you do, where do you think his concerns will be?"


Generally speaking a false objection falls under its own weight. Do not call them on it. Always let a person save face. If you back them into a corner, if you make them feel uncomfortable - if they feel you have disparaged their situation in any way, your buyer will simply stonewall you. That's simply human nature. All the same, don't let that happen. People's responses should always be treated with respect and dignity. Clarify concerns and explore their situations.


Regardless of the objection, make your buyer feel at ease with you. Overcoming objections can be challenging at times but it's always instructional and it always an opportunity to learn more about an individual's needs and motivations. In the end, it's simply understanding human behavior.

Selling: A No is a No... isn't it?

An Overlooked Opportunity ....


All too often in a selling situation when we hear the word "no" we consider a transaction ended. Nothing can be further than the truth. I don't mean that we should badger a potential customer or client until their cry out in pain "YES!" just to get rid of us. We can and should however, use it as an opportunity.


Why are they saying "no"?

Find out what the ultimate objection is. Was it a lack on the part of your products or services? Was it price? It's important to catalog objections in this way. If prospects are seeking something you're not offering, perhaps that should be looked into. Consider this a form of market research. If enough people are saying "no" because of a lack in your products or services, it might be time to figure out how to give prospects what they want.


Is this a final "no" or a "no for now"?

Sometimes the time just isn't right for the purchase. Buying is not always logical. Decision makers may prefer different options for many reasons. You will find that if you sell a product that needs to be repurchased regularly or a service that needed on a regular basis, you'll have other opportunities to sell to this prospect. Sometimes you'll be able to work with this prospect for other needs that may have.


What can we learn from this situation?

"No" is not necessarily the final word. When we learn the real objection, we can determine whether it is something we can overcome. We learn more from each "no" as to our buyers' wants and needs. We learn what's important to them. This way we can best present our products and services in ways that clearly show the benefits of what we are proposing.



Following up after a "no" can be very profitable. Often, things change over time. New personnel with different ideas, new or different needs, and different budgets can all have an impact on whether your "no" can be turned into a "Yes"... and you won't have to beat them up to get them to agree!

Overcoming the False Objection

Overcoming objections is a way of life for a sales person. Many companies will provide their people with scripted responses to common objections... and that can be a good thing. When starting at a new firm, it's neither in yours or the company's best interests for you to re-invent the wheel. If someone else has already come up with a great way to handle objections, you should use it.

For many sales people, the abilty to discern between a real and a false objection will make the difference between making your sales quota easily or working much harder than you have to in order to make your numbers. The best way to do this is to recognize that you must take all objections seriously but remember that not all of them have any real value. Here are some examples:

My assistant is set in her ways. It would be just too much of a fight to get her to ______ (fill in your product/solution).

My husband won't let me do it.

I need to talk to my boss about it.

In all of these we need to make sure that these are 1) real objections and 2) we don't belittle a decision making process.   Often people come up what with handy all-purpose responses designed to get the sales person to back off.  The response may have nothing to do with why they are really objecting.

 In order to effectively handle these objections, break down your response into parts. First, treat the objection as if it were real. This means that you will listen, paraphrase and clarify the objection. For example, the woman who needs her husband's approval can be casually asked why he doesn't want you to do this.  "I respect that. Tell me, Sarah why would James prefer you not get involved with/ purchase this product/service?" This gives you the opportunity to learn more. Follow up as necessary.

Your gentle questioning should yield you enough information to make your case more effective if this isn't a "real" objection. Never be flip or cast aspersions on the decision making process. "Oh come on, you mean you can't make up your own mind about these things? Sometimes you just have to override him." In the case of the boss not wanting to upset his assistant, you wouldn't want to say "You're the boss. Who's in charge here?" (and yes, I've heard these responses). You would say "I understand. It can be uncomfortable changing our routines. What could make her more comfortable about this process?" 

When someone needs to talk to the boss about it, find out if you can present to the boss. Don't be surprised if the answer is no. This can be a sign of a false objection. Regardless, treat the objection at face value. Find out what is important to the "boss". Make your contact as comfortable as possible. "Knowing your boss as well as you do, where do you think his concerns will be?"

Generally speaking a false objection falls under its own weight. Do not call them on it.  Always let a person save face. If you back them into a corner, if you make them feel uncomfortable - if they feel you have disparaged their situation in any way, your buyer will simply stonewall you. Don't let that happen.  People's responses should always be treated with respect and dignity.  Clarify concerns and explore their situations.  Regardless of the objection, make your buyer feel at ease with you. Overcoming objections can be challenging at times but it's always instructional and it always an opportunity to learn more about an individual's needs and motivations.  In the end, it's simply understanding human behavior.