037: Handling Objections (With Care & Confidence)
Introducing the LAP Method—a 3-step framework to handle sales objections without high-pressure tactics.
Today’s email is for you if you’re experiencing these problems:
You’re finding it tough to turn a “No” into a productive conversation that keeps the door open.
You’re uncertain how to handle objections confidently without derailing the relationship or the sale.
You’re hitting dead ends in sales conversations when prospects say, “I need to think about it,” or “Just send me some information.”
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Overview
Objections are not rejections.
They're concerns (or assumptions) awaiting clarification.
When you treat a prospect's objection at face value, you miss the real issue holding them back—one that, if addressed effectively, could move the deal forward.
That's why I developed the LAP Method: a consistent, repeatable framework to:
Dig beneath surface objections
Clarify the prospect's true concerns or assumptions
Continue the sales conversation.
Whether you ultimately resolve their issue or discover a genuine dealbreaker (like budget constraints), you'll know you've explored every opportunity and left no stone unturned.
What is the LAP Method?
The LAP Method is a simple three-step framework for turning objections into opportunities.
Unlike traditional approaches that rely on canned responses or high-pressure tactics, this method helps you isolate root issues and propose meaningful paths forward with a softer touch. It turns potential dead ends into productive conversations that advance the sales process.
Here’s how it works:
L—Label
Acknowledge their objection with a label that shows you’ve heard them.
“Sounds like you …”
A—Ask (Until You Isolate)
Dig deeper with questions until you uncover and isolate their root concern.
“When you say…are you saying…?”
“Besides [X]…is there anything else…?”
“Beyond [X]…is there anything else…?”
P—Propose
Propose a next step (framed as a question) to continue the conversation.
“Would you find any value in…?”
“Would you be open to…?”
“Would it help if…?”
“Does that sound like it would be worth…?”
How does it work?
We’ll apply the LAP Method to these 10 B2B sales objections:
“Your price is too high.”
"Our current process works fine. I think we'll stick with that for now.”
“I need to think about it.”
“We’re happy with our current vendor.”
“You’ve only been in business for three years.”
“It’s too complicated to change right now.”
“We tried something similar before, and it failed.”
“Just send me the quote.”
“We’re doing this in-house.”
“Just send me some information on your company, and we’ll take a look at it.”
1. “Your price is too high.”
L—Label
“Sounds like you have a specific number in mind you’re comparing us against.”
A—Ask (Until You Isolate)
“When you say we’re higher, are we talking a couple hundred dollars higher or something much larger?”
Prospect: “Actually, you're $2,200 more expensive than the other contractor."
“Yeah. That’s a big difference. We’re usually not the cheapest provider. But $2,200 higher? When I see a gap that size, it often indicates differences in scope or deliverables. But before we explore that—beyond price, are there any other concerns about working with us?”
Prospect: “No. Your timeline actually works better, and I'm confident in your team's capabilities. I just can't justify that $2,200 difference to my leadership."
P—Propose
“I completely understand. Would you find any value if I reviewed that contractor’s proposed scope to ensure we’re making an apples-to-apples comparison? You can black out their pricing details if you prefer.
If their scope truly matches ours at $2,200 less, they may indeed be your better option. But if I identify meaningful differences in what’s included, we can discuss whether adjusting our scope makes sense or if their proposal needs additional elements.
Either way, you’ll gain clarity to make the most informed decision and communicate it confidently to your leadership. Would that approach be helpful?”
2. "Our current process works fine. I think we'll stick with that for now.”
L—Label
“Sounds like you’re feeling pretty comfortable with how things are running right now.”
A—Ask (Until You Isolate)
“When you say the current process works fine, is it that it’s meeting all your key needs, or is there something specific about switching to a new approach that feels unnecessary or risky?”
Prospect: “It’s not perfect, but it gets the job done. I’m just not sure the effort to change is worth it right now."
“Yeah, I hear you. If it’s working well enough, shaking things up can feel like more trouble than it’s worth. Beyond the effort to switch, is there anything else holding you back from considering a new process—like cost or timing?”
Prospect: “No, cost isn’t really the issue. It’s more about the time it’d take to get everyone on board and retrained. We’re stretched thin as it is."
P—Propose
“I totally get that—time is a big deal, especially when your team’s already maxed out. How about this: Would it help if I put together a streamlined transition plan that minimizes disruption? I could map out exactly how we’d roll it out, phase by phase, with a focus on keeping training quick and practical for your team.
If it looks like the time investment would still outweigh the benefits, sticking with your current process might make the most sense. But if we can show how the gains—like any inefficiencies we could solve—offset that effort, you’d have a solid case to weigh. Does that sound like it’d be worth a look?”
3. “I need to think about it.”
L—Label
"Sounds like you're not 100% sure this is the best step right now."
A—Ask (Until You Isolate)
“Can I ask if there's something specific you're unsure about? The investment, timing, or something else?"
Prospect: “It's mainly the investment. Not sure it's in the budget."
“Besides that, anything else giving you pause?"
Prospect: “No, the solution makes sense. Just need to figure out if we can afford it."
P—Propose
“What if we could look at options to spread the cost over time or phase the implementation? Would that help address the budget concern?"
Prospect: “That could work. I'd like to see those options."
“Perfect. The next step would be to schedule a Zoom to review some tailored plans together to ensure they fit your budget and address your needs. Work for you?"
4. “We’re happy with our current vendor.”
L—Label
“Sounds like things are working out well with who you’ve got right now.”
A—Ask (Until You Isolate)
“When you say you’re happy with them, is it that they’re hitting all the key marks for you—like quality or reliability—or is there just no big reason to shake things up?”
Prospect: “They’re reliable, and we’ve got a good rhythm going. No complaints really."
“Yeah, I can see why you’d stick with that—reliability is hard to find. Beyond not rocking the boat, is there anything you wish could be even better with them, or are you pretty much all good as is?”
Prospect: “It’s all good. Maybe they’re not the fastest, but it’s not a dealbreaker."
P—Propose
“Got it—sounds like they’ve earned their keep, even if there’s a little room on speed. How about this: Would it be worth a quick look at how we might save you some time without messing with what’s already working? I could show you a case where we shaved a few days off a similar setup—nothing pushy, just an idea to chew on.
If it sparks something useful, great. If not, you’re still solid with your current crew—no harm done. Does that sound like it’d be interesting, or are you happy to leave it where it’s at?”
5. "You've only been in business for three years."
L—Label
“Sounds like you’re thinking about how our time in business stacks up against others you might be considering.”
A—Ask (Until You Isolate)
“When you mention we’ve only been in business for three years, is it the number of years itself that concerns you, or is there something specific about our experience you’re worried about?”
Prospect: “Well, the other company we’re looking at has been around for 15 years, so I’m wondering if you’ve got the track record to handle a project this size."
“Yeah, I can see why that comparison might stand out. Three years versus 15 is a noticeable gap. We’ve grown quickly in that time, but I get that longevity can signal stability. Beyond the years in business, are there any other hesitations about us taking on this project?”
Prospect: “No, honestly, your proposal looks solid, and I like your team’s energy. It’s just that 15 years feels safer when I think about justifying this to my leadership."
P—Propose
“I totally get that. It’s smart to weigh all the factors, especially when you’ve got to explain it to leadership. How about this: Would it help if I put together a summary of the projects we’ve delivered in our three years—focusing on ones similar to yours in size and complexity? I could include client outcomes and references you can check, so you’d have concrete examples to show our capability.
If that gives you and your leadership the confidence you need, great. If it doesn’t, you’ll have a clearer picture of whether that 15-year track record is worth prioritizing over what we bring to the table. Does that sound like it’d be useful for you?”
6. “It’s too complicated to change right now.”
L—Label
“Sounds like you’re seeing a lot of moving parts if you were to make a switch.”
A—Ask (Until You Isolate)
“When you say it’s too complicated, is it the time it’d take to switch that feels overwhelming, or is there something specific—like retraining or system integration—that’s making it seem like a big lift?”
Prospect: “It’s mostly the time. We’d have to redo a bunch of processes, and we’re already slammed."
“Yeah, I can see how that’d feel like piling on when you’re busy. Beyond the time it’d take to switch, is there anything else about changing that’s giving you pause—like cost or team pushback?”
Prospect: “Not really. It’s just the timing. We can’t afford the disruption right now."
P—Propose
“I totally get that—timing’s everything when you’re stretched thin. How about this: Would it help if I mapped out a phased approach that spreads the change over time—like starting with a small, low-impact piece that doesn’t mess with your current workflow? I could show you how we’ve done that for others without derailing their day-to-day.
If that keeps the disruption manageable, it might be doable. If it still feels like too much right now, you’d know it’s better to hold off. Does that sound like it could ease the pressure?”
7. “We tried something similar before, and it failed.”
L—Label
“Sounds like you’ve had a tough experience with something like this in the past.”
A—Ask (Until You Isolate)
“When you say it failed, was it the whole approach that didn’t work, or were there specific parts—like execution or fit—that fell short for you?”
Prospect: “It was mostly execution. The vendor promised a lot but couldn’t deliver on time, and it threw everything off."
“Yeah, that’s frustrating. A solid idea can tank if the follow-through’s weak. We’ve seen that too. Beyond the execution piece, was there anything else about that experience that’s making you hesitant about trying again with us?”
Prospect: “Not really. If you can avoid that mess, I’d be open. I just don’t want to waste time on another flop."
P—Propose
“I hear you—no one wants a repeat of that. How about this: Would it help if I walked you through exactly how we’d handle execution—laying out our timeline, checkpoints, and how we’ve kept similar projects on track for others? I could even pull a quick example from a past client where we turned around a tight deadline.
If that gives you confidence we can deliver where they didn’t, great. If it still feels too risky, you’ll know upfront and can skip the headache. Does that sound like it’d address what you’re worried about?”
8. “Just send me the quote.”
(Context: There's simply not enough information for you to put together an accurate proposal. Your process requires a proper Discovery before agreeing to submit a proposal. In fact, you're assessing whether to move to the step in the sales process based on their willingness to agree to a proper Discovery. Otherwise, they're probably not a good fit.)
L—Label
“Sounds like you’re ready to see a number and keep things moving.”
A—Ask (Until You Isolate)
“When you say to just send the quote, are you looking for a quick estimate to get a sense of us, or is there a specific piece you’re expecting us to price out without more details?”
Prospect: “I just need a ballpark to see if it’s in our range. We’re trying to decide soon."
“Got it. A ballpark can help narrow things down fast—I hear that. Here’s where I’m at: Without knowing more about your setup, I’d be guessing, and those guesses often miss the mark. Are you open to a quick chat to fill in some blanks so it’s useful, or are you more just testing the waters with us right now?”
Prospect: “We’re testing a few options. I don’t have time for a big process—I just need something to compare."
P—Propose
“Fair enough—testing the waters makes sense when you’re juggling options. Here’s the deal: We don’t do quotes without a proper Discovery because we’ve seen rushed numbers lead to bad fits—for us and clients. So, instead of tossing you a wild guess, how about we do a 20-minute Discovery call? I’d ask a few key questions to see if we’re even a match for what you need.
If that feels worth your time and we align, I can get you a solid proposal after. If not—or if you’d rather skip it—we can part ways here, no hard feelings. Does that sound like a fair next step, or are you set on just getting a number now?”
9. “We’re doing this in-house.”
L—Label
“Sounds like you’re feeling pretty good about handling this with your own team.”
A—Ask (Until You Isolate)
“When you say you’re doing it in-house, is it that your team has all the capacity and expertise you need, or is there something about bringing in an outside partner that doesn’t feel necessary right now?”
Prospect: “We’ve got the skills, and we’ve done it before. I just don’t see why we’d pay someone else for this."
“Got it. If your team’s got the know-how and it’s worked, that’s a strong setup. We often see folks stick in-house when it’s cost-effective and reliable. Beyond keeping costs down, is there anything else driving the decision to stay internal—like control or timing?”
Prospect: “Yeah, control’s big. We like managing it ourselves. Plus, we’re not stretched thin yet."
P—Propose
“That makes total sense—keeping control is huge when you’ve got a solid handle on things. How about this: Would it be useful if I shared a way we could complement your in-house efforts instead of taking over? Maybe a light support option—say, handling a specific piece your team’s less excited about or speeding up a bottleneck—while you stay in the driver’s seat.
If that adds value without disrupting your flow, it could be worth a look. If not, you’re probably right to keep it all internal. Does that sound like it might fit what you’re doing?”
10. “Just send me some information on your company, and we’ll take a look at it.”
(Context: In this instance, you want to suss out whether the prospect has a genuine interest in learning more or they’re just politely dismissing you.)
L—Label
“Sounds like you’re trying to get a sense of whether we’re worth exploring further.”
A—Ask (Until You Isolate)
“When you say you’d like some information to look at, is there something specific you’re curious about—like what we do or how we could help—or are you just keeping your options open for now?”
Prospect: “Oh, uh, just something general about your company, I guess."
“Yeah, I get that. General info can be a good starting point. I’ve noticed sometimes folks ask for that when they’re still on the fence—or just being nice. So I can zero in on what’s helpful: Is there a particular challenge or goal you’re thinking about that might connect to what we offer, or are you not quite there yet?”
Prospect: “Honestly, we’re pretty set right now. I don’t think we need anything, but I’ll take a look if you send it."
P—Propose
“Appreciate the honesty—that helps me a lot. How about this: Instead of sending a generic packet you might not need, I could hold off unless something specific comes up on your end—like a new project or pain point we could tackle. If nothing’s brewing now, no pressure; I won’t clog your inbox. But if a need pops up later and you’re curious, I can get you exactly what’d be relevant then. Sound good to you?”
The Bottom Line
Remember, your next sale might be hiding behind what initially sounds like a firm“No.” So, apply the LAP Method to uncover the core issue and propose next steps (without being pushy).
Sean M. Lyden is the founder and CEO of Systematic Selling, a sales systems and coaching company for growth-minded SMB founders and owners looking to scale their sales (without the chaos).
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