“No.”

It’s a word that can stop a salesperson right in their tracks. But in the world of sales—and in my world of sales recruitment—that simple word is often just the beginning.

Over the years, I’ve seen so many promising candidates stumble when faced with objections, both in interviews and in their actual sales roles. It’s not just about how they handle a client’s “no”—it’s about how they respond to any kind of pushback. And let me tell you, how they react can be very telling.

There was this one time I was working with a tech company looking for a new sales director. The candidate seemed perfect—great track record, relevant industry experience, glowing recommendations. But during the interview, when the CEO voiced concerns about the candidate’s lack of familiarity with their specific product, the whole conversation changed. Instead of viewing it as a chance to dive deeper and showcase adaptability, the candidate became defensive and flustered.

That moment stuck with me. It highlighted something I’ve noticed time and time again: objection handling isn’t just about being able to close a deal. It’s a mindset, an approach to every conversation, and a key part of what separates good salespeople from great ones.

So, what does great objection handling actually look like? It’s not about having a scripted answer for every possible objection. Instead, it’s about being curious, listening actively, and understanding the true concerns behind the “no.”

Take another candidate I interviewed—let’s call her Sarah. She faced the same product knowledge concern in her interview, but her response was completely different. Instead of getting defensive, she took a beat, asked thoughtful questions about the product’s unique features, and then drew comparisons to challenges she’d tackled in previous roles. She turned that objection into an opportunity to show how she approached problem-solving and demonstrated her eagerness to learn.

That’s the kind of response that really stands out to me. It’s not just about the words you use, but how you deliver them. The best candidates remain calm, keep a positive tone, and see objections as chances to understand the other person better.

I’ve found that top performers in sales often turn objections into conversations. They ask smart questions, like, “Can you tell me more about why that’s a concern for you?” or “What specific outcomes are you looking for?” Not only do these questions show genuine interest, but they also provide valuable insights that help address the concern in a more effective way.

Another thing I’ve noticed is how great candidates reframe objections. I once had someone interviewing for a role selling enterprise software. The hiring manager brought up the candidate’s lack of tech background, which could have been a big hurdle. But instead of getting flustered, the candidate reframed it, explaining how their outsider perspective could actually help them break down complex concepts for non-technical clients. It was a brilliant move.

Storytelling is another powerful tool when it comes to handling objections. Some of the best candidates I’ve seen can tap into their past experiences and explain how they’ve dealt with similar challenges before. These stories do more than just answer a question—they give me insight into how they think and problem-solve. In fact, I always suggest to candidates that they keep a few solid anecdotes in their back pocket for moments like these.

But here’s the real key: effective objection handling is more than just clever responses or polished answers. It’s about building trust and showing genuine empathy. The candidates who stand out the most are the ones who can step into the other person’s shoes, whether that’s a client, a colleague, or a hiring manager.

I remember a candidate who was asked about how they’d handle a team member struggling to meet sales targets. Instead of jumping straight to performance plans or corrective actions, they talked about first understanding the root cause of the problem. They explained how they’d approach the situation with empathy, asking if there were any personal or professional challenges affecting the person’s performance. That level of empathy is becoming more and more valuable in today’s complex sales environment.

With buyers being more informed than ever and the sales process getting more intricate, being able to handle objections gracefully is a must.

If you’re looking to build a strong sales team, pay close attention to how candidates handle those tough moments. Do they get defensive, or do they get curious? Do they see objections as deal-breakers, or as opportunities to learn more and dig deeper?

In my experience, the best salespeople are the ones who can turn a “no” into a “tell me more” moment. They don’t just meet their targets—they exceed them, building relationships that last long after the sale is made.

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