Certain Success by Norval A. Hawkins

N >> Norval A. Hawkins >> Certain Success

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[Sidenote: Objection is Favorable Sign]

_An objection really is a favorable sign._ If you call upon a
prospective employer who, after hearing your presentation, begins to
find fault with it and with you, or tries to evade your proposal, you
may be sure that you have carried him along a considerable distance
toward the accomplishment of your purpose. _He objects or evades because
he is on the defensive._ "You have him going." He is wary, and so takes
measures for self-protection. _The moment your prospect begins to raise
objections in your way, he indicates that he is not entirely comfortable
in his own mind about escaping from your salesmanship._ He has felt the
tug of desire; but he does not feel sure yet that you deserve his
confidence, or else he has a pretty positive idea that in this matter of
your possible employment his interests and yours are different. He is
looking out for himself.

[Sidenote: Welcome Opportunity To Strengthen Yourself]

However, you have come with a _true service_ purpose. You believe he
_needs_ you; that you can _satisfy a lack_ in his business. You feel
your interests and his are alike, not different. You know that you have
no intention "to put anything over on him." You want your prospect to be
absolutely satisfied with what you propose. Therefore you should welcome
every chance to convince his mind and win his confidence. _An objection
affords you an opportunity to overcome it, and so both to strengthen
your proposition and to weaken his resistance._

[Sidenote: Don't Set Up Straw Men to Knock Down]

_You_ should not, however, bring up objections that the _prospect_ has
not raised in his own mind. That would be putting up a straw man and
knocking him down, which is profitless and unconvincing. Of course you
must clear the path when there is no other way to proceed, but do not
block it yourself. Sometimes it will not be advisable to clear the path.
If you can get around a difficulty you see, without attracting your
prospect's attention to it, you will be wise to go some indirect way to
your goal.

Suppose, for example, that you know the salary you want is higher than
your prospect has been accustomed to pay. It will be good salesmanship
for you not to refer to the amount you have in mind, until after you
have carried him along with you to consider the profits he will make
from engaging your services. Since you plan to show him that these
profits will pay your salary, you will be wise to avoid the matter of
your compensation until you have approached nearer to the successful
conclusion of your selling process.

[Sidenote: Avoid Troubles by Forethought]

_Almost every difficulty and opposition you are likely to encounter can
be anticipated._ Don't wait until you come face to face with an
obstruction in the way of success. Let forethought carry you
imaginatively into just such a situation. _Think yourself out of a
possible difficulty before you actually get into it._ Then you can win
the respect of your prospect by proving on the spot that you are not a
man who can be dodged or blocked, or cornered. _Every time you pass an
obstacle, you will be a long step nearer to success_ in selling your
services.

Suppose an employer says to you, "You are too young. You have had no
experience in this line of work." You cannot _deny_ your youth and you
should not _defend_ it as if it were a fault. Nor can you claim
experience you have not had. But it is unnecessary for you to indicate
any feeling that inexperience is a demerit. An ordinary applicant might
be discomfited by such resistance to his purpose. If you are a skillful
salesman, you will be prepared to deal with this very obstacle and will
turn it to good account. You can say at once:

[Sidenote: Value of Adaptability]

"Because I am young, I am adaptable to your methods, instead of being
set in ways that might differ from yours. True, I am not experienced.
Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
material that won't have to be re-made, and that can be easily shaped as
you want to form it. I realize it will take some work on your part, _but
the product will be satisfactory to you when it is done_. It seems to me
that the only question involved is whether or not I would make it worth
your while to do the work on me. The fact that I have come to you of my
own choice proves I really want to be employed here. I assure you now
that I will make my services worth any pains you take to teach me your
methods, and I will be just as eager to remain as I am to start."

[Sidenote: Use Objection As a Sales Help]

Analyze this method of dealing with any particular obstacle. _Plan to
get rid of the obstruction completely, leaving the way ahead smoothed._
When the objection of the prospect is so skillfully disposed of, his
_desire_ for your services is stimulated. He _wants you more, because he
likes you better_ now that you have cleared away the obstacle. Thus you
have utilized the objection as a _help_ in selling yourself
successfully. Just so a mountain climber uses the rocks he encounters as
holding places to help him climb higher.

Your prospect may say that he has no need for such services as you
offer. He may state reasons why you are not needed in his Business. _But
if you have prepared yourself thoroughly, each disclaimer of his lack,
every suggestion of an objection, will give you an opportunity to prove
in some specific way your service value to him._

The president of a manufacturing company had an ironclad rule that all
positions in his business were to be filled by promotion. He never hired
a new employee except to start at the bottom. A competent young office
man applied for a situation. He was turned down flatly. The company's
policy was quoted as the reason. He met this obstacle in a new way.

[Sidenote: Making an Exception]

"One of the principal reasons I came to you, Mr. Blank, is that I hope
to benefit from your rule myself. I want to get into a company where I
will know that the way to advancement is sure without going outside for
my chance. But by my experience in other employment I have developed
certain capabilities that would warrant you in making an exception to
your rule, in my case.

"You do not audit your own books. Yet you have been self-auditing your
methods of office operation. Another thought I want to suggest. You know
that in the royal families of Europe the stock runs down because they
don't get in fresh blood. I would not advocate a change in your general
policy. But you have already made an exception to your rule in having
your books checked by a public accountant whom you engage by the year
for that purpose.

"I propose to bring in the outside viewpoint for the study of your
office system, with the expectation of suggesting possible improvements.
I want to introduce fresh blood, and yet to become part of your
organization family. It is sound business for you to engage me because I
am from the outside. You need an auditor of your operations as much as
an auditor of your accounts."

This view of the matter had never been presented before to the employer.
It won him over to the proposal. The new man broke in where every
preceding applicant had failed.

[Sidenote: Apparent Objections]

Thus far we have considered _actual_ obstructions, _real_ blocks in the
salesman's way. Now let us turn our attention briefly to obstacles that
are only _apparent_, to resistance that is but a _feint_.

Your prospect may try to put you off. Or perhaps he will attempt to
evade uttering a downright refusal, and instead will make some sort of
an excuse for not doing what you wish. If you dignify these _artificial_
or merely _apparent_ obstacles by treating them as _real obstructions_,
you will hinder your own progress toward success.

[Sidenote: Danger of Losing Ground Gained]

You have secured your chance to present your services for purchase. You
have made real progress toward the successful accomplishment of your
ultimate purpose. _Nearly always if you let yourself be put off for any
reason, without making a definite advance toward your final goal, you
will lose some of the ground already gained._ When your prospect
attempts to evade the issue by making an excuse or by postponing further
consideration of the subject, _he tacitly admits that your position is
strong_. But if you have to start the selling process all over again at
another time, if you let him put you off when your position is strong,
_you will be weaker when you attempt to resume your sale_.

[Sidenote: Do One of Two Things]

Should you be put off, do one of two things. _Either disregard the
evasion entirely and go straight ahead with your selling process_; or,
if you consent to the postponement or evasion, _take advantage of your
strategical position of strength to make a definite advance toward the
accomplishment of your purpose_. For examples of the two methods let us
consider suppositious cases.

[Sidenote: Driving Ahead]

Your prospective employer might say, "I'll think over your application.
Come in next week and I'll let you know my decision." You can handle
this evasion effectively by going directly ahead and proposing, "I am
perfectly willing that you should think over my usefulness to you, but
during the week you are considering me for future employment, let me
actually work on the job. If you decide that you don't want to keep me,
tell me so at the end of the week and there will be no charge for my
time." _You will be driving straight toward your goal, not even pausing
when he attempts to put you off._

[Sidenote: Strengthening Position]

This effort at evasion or postponement might be handled in a different
way. You could say to the prospective employer, "Very well. I will
return in a week for your decision. Meanwhile I will submit some
additional references as to my character and energy. I ask also that you
permit me to save a week instead of wasting it. I should like your
permission to spend this next week in your office, studying the job.
Then if you decide to employ me, as I believe you will, I will be
already broken in." Such a proposal is hard to refuse. While you would
consent to the postponement or evasion of decision, _you would be
strengthening your own position_.

[Sidenote: Make Progress]

_In one way or the other you can make progress._ Either you can brush
the evasion aside and carry your prospect through to the closing stage
of the sale of your services, or you can close an intermediate sale on
the spot, as in the second illustration.

[Sidenote: Forcing Real Objection]

_Do not, therefore, treat evasions and postponements as real obstacles._
Even in case you cannot induce your prospect to go ahead with you, or
close an intermediate sale, _you can avoid being blocked_ by his attempt
to put you off. When he sees that he cannot get rid of you by his
subterfuge, he will be forced to make a _real_ objection. He will not
give you another weak excuse after you have disposed of his first
attempt to evade. When he tries to block you by making a real objection,
after the failure of his excuse or postponement, he will fall right into
your plan of the sale. _You will be all ready for the objection he
states._ You will know exactly how to handle it and turn it to good
account so that his opposition will be weakened and you will add to your
strength.

Let us suppose your prospect comes out with the flat statement, after
you prevent him from putting you off, "No, I have made up my mind not to
add any new employees for the present." He thinks that settles the
question. In reality it affords you a sales opening. You retort, "Your
attitude is perfectly right. You do not want to add to expense. I should
feel the same way myself, were I in your position. However, I am not
going to be an _expense_. I shall be a _money-maker._ I know you have no
objections to increasing your profits." His opposition would have given
you your lead.

[Sidenote: Unsound Objection]

A man applied for a position in a bank. Business in general was dull; so
the president tried to put him off. The position sought offered any one
filling it opportunities to develop increased business for the bank
along certain lines. Thus the objection of dull times was plainly
_unsound_. The applicant felt, however, that it would be a mistake to
urge very strongly his ideas about increasing the business. He believed
the president would not accept them if fully stated. So the young man
met the attempted evasion by drawing the banker on to a step that
committed him only to the _beginning_ of the program outlined.

"I appreciate that business is not rushing at present," he said.
"Therefore you will have time to study how I propose to develop some
new business. If you were very busy, you would not be able to
investigate my plan thoroughly. You may not care to put it into effect
just now, but while you have comparative leisure let me give you an
illustration of ways in which my idea can be worked out.

"It is unnecessary to discuss salary or a definite engagement at
present, if you prefer to wait awhile. But with your permission I should
like to come in here for a month and demonstrate a few of my ideas in
actual practice. At the end of that time I will show you a chart of the
results."

[Sidenote: Evasion Turned to Selling Aid]

_The evasion was turned into a selling aid_. The banker, naturally
desirous of making additional profits, could not very well turn down
such a proposal. He would have felt a little ashamed to accept services
without paying for them. Therefore he gave the applicant a chance and
agreed to pay him a moderate salary from the beginning. The new man went
to work immediately, and very soon demonstrated such value that his
compensation was increased to an entirely satisfactory amount.

[Sidenote: Don't Fight Back]

Already in this chapter you have been warned against handling an
objection in such a way that the natural antagonism of the man who makes
it will be increased by your method of dealing with his opposition. When
he resists you, or puts obstructions in your way, you of course must
take the measures that are necessary to enable you to proceed with your
purpose, notwithstanding the obstacles he raises. _But if he acts
antagonistic, be careful not to appear to fight back._ Avoid making the
impression that you regard him as an _opponent_. Your difficulty in
closing the sale will be lessened if you keep him from feeling at any
time that he needs to adopt measures of _self-protection_ against you.

[Sidenote: Diplomacy And Tact]

_When your progress is obstructed, it is necessary that you use a very
high degree of diplomacy and tact._ This will carry you much farther
toward your purpose than any manifestation of naked force. Of course you
must meet many objections squarely. You will encounter obstructions that
cannot be avoided, opposition that will not step aside. There will be
occasions when it will be necessary for you to employ force. But you can
always conceal "the iron hand in the velvet glove" if you exert your
force in _tones_ and with _gestures_ or _movements_, rather than by
making _word_ statements. _The art of suggestion can be employed as
effectively at the objection stage as at any other step of the selling
process._

Let us assume that you are a greenhorn. But you believe yourself capable
of filling a certain position. You apply for it. Your prospective
employer questions your capability because you lack experience. He
refuses your application, and declares he is unwilling to run the risk
of having you make mistakes that might be expensive to him.

[Sidenote: Using Suggestion Instead of Statement]

You know that you are very careful, and that you would not take any
important action on your own responsibility if you were in doubt whether
or not you were right. You feel that his objection is unsound; that he
is exaggerating caution. But it would certainly be a mistake for you to
say, "Nonsense!" That would make him bristle.

Of course you want to show him that you do not take his objections
seriously. You can make the right impression by smiling at his
statement. You can reinforce the effect of your smile by making a
horizontal gesture with your hand. If you shake your head slightly,
force will be added to your denial of incapacity or rashness. It may not
be necessary for you to _say_ anything. Possibly your suggestion will be
stronger if you simply ignore the point he has raised against you.
Usually, however, in such a case it is best to employ a few quiet words
in disposing of the objection; _though chief reliance should be placed
on the suggested meaning behind the statement_.

[Sidenote: Your Stake In Your Opportunities]

I recall the case of a man who handled an objection of that sort by
first smiling while shaking his head and making a gesture of negation,
and then said, "I could not lose much for _you_, but if I were reckless
or irresponsible I certainly would lose for _myself_ this opportunity
that you see I want very much. I have a great deal more at stake than
you. You may be sure I shall not risk losing my chance to succeed, by
causing you any losses." The tone used was the heart pitch of sincerity,
with the final assurance in the deeper tones of power. The tone and the
manner of the applicant for the position indicated such strength that
the prospect felt the weakness of his objection and did not persist in
it.

[Sidenote: Direct and Qualified Admissions]

When you make a _direct admission_ of the point the prospect raises
against you, _have a strong answer ready and give it to him at once_.
Otherwise you will not rid his mind entirely of the objection. In most
cases it is preferable to make only an _indirect_ or _qualified_
admission of the point raised. Then the objection, not having been
strengthened by your full confirmation, can be overcome without the use
of much force or power.

[Sidenote: Straight-out Agreement With the Objection]

If your prospective employer says to you, "We are not making any money.
I do not intend to put on a new man," diplomacy requires you to admit
unequivocally the truth of his assertion that his business is not
profitable. He may be exaggerating a temporary condition, but he would
take offense if you should question his blunt statement. Therefore agree
with him, and having prepared the opening with your tact, _introduce to
his mind agreeable ideas of satisfying his want for profits_. You might
say, "I realize business is poor. That is one of the reasons I come to
you just now. If you were making plenty of money, you would not
appreciate the value of my ideas for increasing your profits. The
results of the work I propose to do might not be sufficiently
conspicuous among other large earnings to attract your especial notice.
This period of depression gives me the very opportunity I need to prove
to you that I would be a money-maker, and not an expense to you. Surely
you would like to have me demonstrate that. All I ask is a chance to
convince you. Judge me by the results."

Analyze this unequivocal admission of the validity of the objection.
Such cases can often be handled most effectively by granting the point
raised, directly and without any reservations, and then answering the
objection in such a way that it is completely removed as an obstruction.
This is good salesmanship.

[Sidenote: Indirect Admission]

Suppose, however, you feel the objection of poor business is unsound.
Let us assume that this prospective employer you are interviewing has a
dull season every year. Therefore the condition of which he complains is
simply normal, and his objection is put forward as an excuse for
rejecting your application. _In such a case you do not want to make the
obstruction more formidable by fully admitting its validity. Yet tact
forbids you to deny its soundness._ It will be better salesmanship to
recognize indirectly the point raised than it would be to give your full
agreement with the objection, as in the above example of an unequivocal
admission. You might use such an answer as this:

[Sidenote: "That is True, But"]

"I notice, Mr. Blank, that you are making some extensive repairs on your
factory. Though this involves additional expense in your dullest season,
you are having the work done now because this is your slackest time.
True, your profit showing at present will not be so good as it would be
if you did not make the repairs. But the earnings of your business will
be improved during your busiest season and you will avoid the extra
expense of interrupting your production when it is at the maximum. This,
of course, is the time to have your repair work done. It would not be
good business to put it off.

"My proposal that you engage me now is directly along the line of your
own policies. What I would do in your office might be called repair
work. Your dull season is the time to have it done. I can introduce my
efficiency ideas now without disorganizing your operations. Then, when
you are busiest, the new system will be in perfect working order, for
your service."

[Sidenote: Adapt Solutions To Your Own Problems]

When you study illustrations of the application of basic principles, do
not give them merely superficial consideration. _Examples are of slight
value unless they suggest to you how you should use your imagination to
make illustrations of your own in actual practice of the principles._
Whatever your need for help in selling your services, and whatever
difficulties you may have to overcome or get around, you will find in
the pages of these books _cues_ to the methods of certain success.
Evidently, however, the scope of the series of chapters must be somewhat
limited. None of the answers to the major problems of salesmanship are
omitted from the contents, _but you must apply and fit the given
solutions to your individual necessities_.

[Sidenote: Two Bases of Objections]

Turn your thought now to the different bases of objections. It is of the
utmost importance that you know whether the obstruction is raised by the
_mind_ or by the _heart_ of your prospect. _Mental_ resistance can be
met and overcome by _ideas_, by points introduced by _your_ mind into
the _mind_ of the _other_ man. His _heart_ may not be involved. But if
there is "feeling" in his opposition, it is necessary that you displace
it with a different _feeling_ toward you and your proposal. The heart of
your prospect must be turned from antagonism to friendliness, if it is
involved in an objection. Therefore when a point is made against you,
_decide from the evidence whether the obstacle raised has an emotional
or a mental basis_. Treat it accordingly. Use your own _mind_
principally in dealing with the purely _mental_ objection of the
prospect. But depend on drawing out _his heart with yours if his
emotions are involved_ in his opposition.

[Sidenote: Mental Basis]

Suppose you have a plan about engaging in a certain business. You have
worked it out carefully and are confident that it is "a winner." But you
need financial backing. So you go to a man who has money, and apply to
him for a loan. He listens to your plan. When you finish explaining, he
refuses your request. He uses the mental tone of cold business when he
states his reason. "You offer me no security. I am not in the habit of
lending money without it." His words and manner indicate that he has
listened to your plan without the slightest feeling of sympathy for your
purpose. His _emotions_ have not been stirred. He is turning you down
simply because his _mind_ is opposed to the form of investment you
propose for his money. It would be futile for you to make an _emotional_
appeal to this man, in the hope of getting rid of his _mental_
objection. He would be disagreeably impressed were you to attempt to
stir his heart. You cannot offer him the security he has in mind, but
you need not be balked for that reason. It is possible for you to make
an appeal to his mind only, and to suggest to him ideas of security that
he has not considered.

"Mr. J.P. Morgan," you might remind him, "when asked the basis upon
which he loaned money, replied, 'Character, principally.' I offer you
the security that Mr. Morgan considered most important. You know my
reputation is good. You perceive that my plan is sound, and that I have
thought it out thoroughly. You do not expect me to lose money. I have
proposed to protect you as fully as possible by agreeing in advance that
I will take no step until after your approval has been given. Therefore,
in addition to my character, I am offering you the security of your own
mature, sound judgment on all operations.

[Sidenote: A New Idea Of Security]

"Don't you believe that my squareness, guided by your advice, would
secure you? I have applied for a loan of only ten thousand dollars. You
will absolutely control the expenditure of the money. You know,
therefore, that at the worst I could not have a large loss. I have
offered you life insurance to protect you against the possibility of my
death within the next five years. It is altogether improbable that I
should have a loss of as much as a thousand dollars in the new business.
Certainly you have sufficient confidence in my ability and integrity to
believe that I could and would repay you a thousand dollars with
interest before the expiration of five years. I expect, and you expect,
that my venture will prove successful. I have planned a sound business
enterprise, free from the dangers of speculation. With the cooperation
of your judgment, your loan would be a secure investment. I believe you
are now convinced of that."

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