The 7 Root Objections in Sales

One of the greatest challenges in sales is overcoming objections. What most salespeople struggle with is how to separate the complaints, lies, stalls, excuses, and rejection from actual objections. 

When something just doesn’t feel right, prospects will do what they must to get out of the sale. I respect that. It’s up to the person selling to read between the lines and figure out how to overcome the underlying objection holding back the commitment to act. 

In 16 percent of cases, there is no way for you to close the sale. The person has a personal belief that does not allow them to make a quick purchase. Spend as much or as little time as you see fit with these people. 

Another 16 percent of people will happily buy from you but have no ability to pay. Most of the time, you won’t come across these folks, but when you put out a too-good-to-be-true offer, they come out of the woodwork. 

The other 68 percent of people are at varying degrees of willingness to purchase from you if they know you exist, you pass their trust tests, provide relevant value, and have what they actually need. 

I want to invite you to a change of perspective. Instead of thinking about how they are stopping the sale, think about what you haven’t yet provided them that is stopping them from making the purchase.  

When we understand that objections come from one of only seven things that are missing, we can equip ourselves with powerful Closing ARCs to overcome these roadblocks.  

Through an exhaustive review of every complaint, lie, objection, stall, excuse, or rejection I’ve ever heard, I have distilled all real objections into one of seven buckets. 

The 7 root objections in sales are: 

1. No Urgency
2. No Understanding
3. No Confidence
4. No Budget
5. No Agreement
6. No Fit
7. No Love

The real trick is to learn how to read between the lines and ascertain the root objection. Once you’ve identified the underlying roadblock, it’s infinitely easier to come up with valid Closing ARCs to secure the sale.   

1. No Urgency

Ever had a friend say, “Let’s do it later,” and then later never comes? That’s "No Urgency." People don’t feel a strong need to act now. They might not even realize they have a problem to solve—or they just don’t see it as a big deal.

Why It Happens:

• They don’t feel pain.
• They’re unaware of the reward. 
• They value other pain relief or rewards more.

If a prospect feels indifferent about buying today, they will not buy. It is always safer, easier, and cheaper to sit home in my pajamas and eat potato chips. The Laws of Nature call this the path of least resistance. 

This is different than people pretending not to be interested to throw you off their scent. You’ll notice these prospects will stay engaged in the conversation, continue to ask buying questions, and linger at the product when left alone. 

Urgency starts with how they entered the sales arena. If you called them out of the blue, wanting to sell them something, you must come in strong with an offer that’s too good to be true. To lock the prospect down, you will need logic hooks and a limited window of opportunity to ignite their fire. This is the language of hype. Just be warned: when you use hype, you are inviting in the transactional shopper for every interaction you have with them in the future.  

Alternatively, when a prospect opts in, this action reveals their buying intent. If you’re receiving signals that they are somewhat passive, apathetic, or indifferent, this is your queue to turn up “the show.” Give them everything you got, and leave it all on the table. 

There are two mandatory tests of trust. The first test to pass is the dance of empathy. When your prospect perceives your empathy, you can move to competence. Empathy and competence are the two mandatory tests of trust. If you do not pass these tests, you will never close the sale. 

While it takes considerably more skill and knowledge to be persuasive, there are many relational buyers waiting for a great communicator to give them a valid reason not to be a transactional shopper. Win them over with empathy and competence, and they will be loyal for life (or until you betray their trust). 

“We are all transactional shoppers and relational buyers about different things. Every sale is viewed transactionally until someone gives them a reason to see it relationally.”  

Normally, what happens in an aggressive sales environment is that the salesperson quickly becomes disengaged and starts looking for easier prey. This is a lazy mistake, particularly if there are no other prospects to talk to at the time. 

2. No Understanding

Sometimes, people are saying no to you because they don’t really get how your solution works—or why it’s worth the money. They are stuck in transactional shopper mode because you haven’t cleared a path to what they actually value in the exchange more than their money.

Why It Happens:

• They don’t see how your solution relieves their specific pain.
• You don’t understand their actual pain.
• They believe your apple is an orange. 

People won’t buy when they believe their money is worth more to them than your solution. Only when the value you are delivering exceeds the value of the money in their hand will you get to do tradesies (your thing for their money). 

This means you have to sell the advantage of the benefits that your thing delivers, not the bibs and bobs your thing has. For example, if you were selling a car with a sunroof, and the prospect doesn’t care if the car has a sunroof, they’ll keep their cash unless you reframe the value proposition to fit their narrative. 

“The mind will always justify what the heart desires.”  

In the sunroof example, when you perceptually remove the friction caused by the cost of the sunroof, you are closer to closing the deal.  

Alternatively, if you are attempting to sell a prospect a product/service that is missing something that they value, it will be perceived as inferior. This solution equally lacks value. 

Your thing has to become disproportionately cheaper for them to settle for the inferior product. This will often sully the sale, particularly if they can find their preferred product/service everywhere else. Remember, most people do not believe you or your solution is any different from anyone else. 

In this instance, you need to take stock of your solution’s value proposition. What could you do to add disproportionate value for the buyer to feel foolish NOT giving you their money? 

It’s most important to understand that people buy for one of two reasons: to tell the world (including themselves) who they are and where they fit. In the absence of a virtue signal, you get paid by delivering the most convenient solution before, during, and after the sale. 

3. No Confidence

Sometimes, people like what you’re offering but don’t trust it—or you. Maybe they’ve been burned by bad decisions before, or they’re unsure if you’re the real deal.

Why It Happens:

• They don’t know your solution or your company. 
• They do know your solution or your company. 
• They may know your solution but are skeptical that it will live up to expectations. 

If your prospect perceives your company or solutions to be inferior in relation to other companies or solutions, you have an uphill battle to overcome. 

For example, Hyundai continues to battle this type of reputation today, even though it sells a far superior product than when it entered the American marketplace. Curious prospects often peek into showrooms, appreciating the look and feel of the new models, but then find themselves saying, “Yeah, but it’s a Hyundai. They’re cheap cars.” 

Even though their senses are in full disagreement, their preexisting belief system continues to guide their current conscience. 

Skilled Hyundai salespeople sell not only all the value-packed into their vehicles but also the transformation of the brand. It is this story of transformation that sways more naysayers every year. 

When the issue is a deeper mistrust of your company, the sales process, or the solutions you provide, prospects might feel skeptical due to previous bad experiences, experiences of others, or perception of being “sold” something they don’t need.

Focus on building rapport through transparency. The fact is, you have more to prove than your trustworthy competitor. Provide social proof (testimonials, reviews) and offer risk-reduction measures like written guarantees, risk-free trial periods, and larger warranties at the same or lower prices.

If your company or solution is new or relatively unknown in the market, prospects might hesitate to commit because they don’t see you as an established or credible player. When faced with this objection, discuss your partnerships and collaborations with reputable brands, associations, and community influencers. Leverage verifiable endorsements, legitimate awards, and relevant third-party validations to bolster your case. 

“People don’t follow you. They follow your first followers.”

4. No Budget

Budget isn’t just about money. It’s about energy and time as well. Money, energy, and time are the most precious resources to humankind. If you’re trying to sell them something outside their money, energy, or time budget, they’re not buying. 

Why It Happens:

• It costs too much money, energy, or time.
• They don’t see how it adds true value to their life.
• They feel overwhelmed by other commitments.

There are two types of prospects with this objection. 

1. People who actually do not have the money, energy, or time, or
2. People who have the money, energy, and time but have not allocated it in their head or heart. 

84% of potential prospects have the money, energy, and time to buy whatever they want within reason. The trick is to get them to want it, and the secret is to understand what their underlying needs are that drive those desires. 

What the typical prospect is saying when they tell you they don’t have the money, attention, or time is that they have not prioritized any money, energy, or time for the thing you are selling. This is particularly true if the salesperson is prospecting and has approached someone out of the blue. 

When cold calling, leveraging the language of hype (i.e., urgent, too-good-to-be-true offers) is your best chance of getting the prospect to buy your thing. Just remember that the more intensely you apply hype, the faster you race to zero profits. 

Attempting to close a deal that is more money, energy, or time than the prospect has either verbalized already or imagined is the second instance this objection arises. 

When people commit to a particular amount of money, energy, and time in their negotiation with you (or themselves), they often believe the ROI isn’t there if they exceed this commitment of resources. 

Until you find a way to change this belief, you won’t change their behavior.

There’s a particularly effective way to pull out a price objection and determine if it is, in fact, a budget issue or a lack of value. 

This same tactic could be used to understand the way they see your purchase costing them energy and time as well. If they find the solution demands too much time or does not give them enough pain relief, they’ll just go ahead and keep their money until something else does or the pain becomes unbearable. 

5. No Agreement

Sometimes, there are multiple decision-makers involved, like a couple buying a car or a team deciding on a large corporate purchase. If they’re not on the same page, the sale hits a wall until an agreement can be made.

Why It Happens:

• One person loves it; the other isn’t sold.
• There’s confusion about what’s most important.
• The actual decision-maker isn’t in the room.

When there is more than one decision-maker, there can be unspoken conflicting priorities. When different things are important to each individual, it is essential to uproot these priorities to move the sale forward. 

Before you can do any deal, you first have to facilitate the negotiation between the decision-makers to settle on a specific single selection. 

“Without a specific single selection, all you’re having is a conversation, and conversations don’t pay the mortgage.’"

Once you have an agreement on the exact thing they are going to buy, you can go about navigating the offer. Always be inclusive in your presentation to ensure you don’t alienate any decision influencers. Gaining small buy-in along the way allows you to keep all decision-makers pointed in the same direction. 

A second opinion is always the first reason to spoil an otherwise good deal. Be sure to recognize that conflicting priorities could mean that you have a saboteur conspiring to sully the deal. 

A committee, no matter how small, has one job—to say no. To protect. To cast doubt and play devil’s advocate. It’s not bred from ill intent. They are just trying to protect the ones they love. Keep your friends close and your enemies closer. 

“The most dangerous negotiation is the one you don’t know you’re in.” - Chris Voss

6. No Fit

Sometimes, what you’re offering simply isn’t what the customer needs. Sellers need to recognize when their product or service doesn’t align with the customer’s needs, and stop selling. 

Trying to sell something they don’t need is not only ineffective—it will harm your reputation.

Why It Happens:

• Your solution genuinely isn’t a match for their needs.
• It doesn’t align with their values, priorities, or goals.
• They believe it won’t work for them, even if it could.

If you’re trying to sell a luxury car to someone who can only afford an affordable commuter vehicle, there’s no fit. 

If you’re selling high-tech, bloated software to a small business owner who values simplicity and minimal disruption, it probably clashes with their priorities. 

When there’s no real fit, you are better off acknowledging the mismatch rather than forcing the sale. If you have something that would fit better, sell that. It’s not about losing the sale. It’s about choosing to only sell the ethically.

‍
If your solution isn’t the right choice, don’t try to make it one. Acknowledge the customer’s needs and be upfront: “I understand that this might not be what you’re looking for right now, and that’s completely okay. Let’s make sure you get the best solution for your situation.” This honesty builds a trustworthy reputation and leaves the door open for future opportunities and referrals.

‍
Listen for alignment issues. Imagine pitching a solution that isn’t environmentally friendly to a client committed to sustainability—it’s not just about the product; it’s about your intentions. By understanding their values and goals, you can determine if your offering is truly a mismatch or if there’s room to tailor your pitch.

“Diagnosis without prognosis is malpractice. And sometimes the solution is to do nothing.” 

That’s why it’s important to ask clarifying questions. The customer might not fully see how your solution aligns with their needs. Asking thoughtful questions is not only empathetic but displays competence. It produces higher-quality options that best meet the buyer's needs. Leave no stone unturned. Find out what really matters, and you can not just sell your thing. You can delight your customer. 

If the fit isn’t there, respect it. For instance, if you’re selling a subscription meal service and they explain they love cooking from scratch as part of their routine, pushing your solution would feel out of touch. Instead, acknowledge their preferences and thank them for considering your product. This professionalism leaves a positive impression, even if the sale doesn’t happen.

Whether it’s a genuine mismatch or a perceived lack of alignment, respecting them (especially if you could close it) shows integrity. Sometimes, the best way to win is to let go of a deal that isn’t right—and that always leads to stronger relationships and opportunities down the road.

“Karma is a bitch.”

7. No Love

Sometimes, a person’s heart just isn’t in it. Maybe they prefer another provider or just don’t feel excited about your solution. Purchases are made emotionally and justified logically with biased data that reinforces their decision. 

Why It Happens:

• They’re already loyal to a competitor.
• They’re not emotionally connected to your solution.
• They don’t feel right about the decision.

Sometimes, people already have a guy. But sometimes, they decide to date other guys to see if their guy is the guy they want. Sometimes, they want to see if their guy is being faithful to them. Sometimes, they get mad that their guy was taking them for granted. And sometimes, they give their guy another chance. 

This happens in all types of relationships—business and personal. People naturally develop emotional bonds with the brands or providers they’ve worked with for years. 

Maybe it’s the trust they’ve built, the convenience of sticking with what they know, or just habit. When you’re the “new guy,” breaking through those emotional barriers can be tricky.

"Better the devil you know than the devil you don't."

Instead of trying to break their bond with their current provider, acknowledge and respect it. Saying something like, “It sounds like you’ve had a good experience with them. That’s great! I’d love the chance to show you how we compare,” is disarming.

If they’re talking to you, something might not be perfect with their current provider. Gently explore what’s motivating them to shop around. Figuring out what made them start looking for alternatives will help you uncover what’s missing. Maybe you have something that can better fill the gap. 

Sometimes, people feel taken for granted by their current provider, and they’re looking for someone who will value them. This is your opportunity to shine. Show them ways your company has gone the extra mile for other clients. This demonstrates how much you care without it feeling like a sales pitch.  

If they’re emotionally attached to their current provider, logic alone won’t win them over. You need to create an emotional connection with your offering by highlighting the unique ways you deliver an easier, more joyful life. Appeal to their heart and the mind will justify their decision.

Sometimes, they’re just not ready to leave their “guy” yet. That’s okay. Leave a positive impression. Give, give, give. Give until they're ready to receive from you. Many times, the provider they’re loyal to will eventually slip up—and when that happens, you’ll be the only one they call.

Imagine you’re a landscaper talking to a homeowner who already has someone maintaining their yard. They tell you, “We’ve been with our current landscaper for five years, and they’re okay.” 

Instead of trying to compete with their landscaper, say this, “That’s great! A long-term relationship like that says a lot about your good character. I’d love the chance to be there for you if your guy isn’t available.”

This approach is respectful, leaves the door open, and positions you as the friendly alternative if they ever feel the need.

Final Thoughts

All objections flow into these seven buckets. The next time someone hesitates, ask yourself: Which one of these 7 root objections is holding them back? When you seek to understand, you cast away their fear and doubt empathetically, making way to close the sale.  

Consider reframing objections in this way: Objections aren’t roadblocks—they’re opportunities. After all, a no isn’t a no. Rather, it is an “I don’t know.” Your success lies in a deeper understanding of what’s holding them rooted in indecision. Get to the root, get to the gold.  

Good selling! 🚀