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Cathy Jameson


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Overcoming Objections
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Learning To Handle Objections

Objections diminish when a person is allowed and encouraged to talk about them. And so,

  1. Restate the patient's wants and needs.
  2. Actively listen to their concerns -- Rephrase and feed back their objections.
  3. Validate the person by using "Feel, Felt, Found."
  4. Turn the patient's objections around by asking a question to establish value.
  5. Encourage the patient to share with you in the development of a solution.

    If a person is allowed to be a part of a decision making process, they will be more likely to buy into the decision."

You can't push anyone into making a decision -- but you can lead them carefully and in a caring manner by asking questions and listening. You can't talk people into "going ahead" but you can listen them into "going ahead."



Examples of Verbal Skills that Identify and Overcome Objections

A person says -- "That's just too much."

When a person tells you the fee is too much, actively listen to make sure you're hearing them correctly.

Doctor/Business Manager: "You feel the fee is too high for the services I'm recommending for you? Or is the investment difficult for you at this time?"

Patient: "I'm sure the treatment is worth the fee, but I can't afford this right now."

Doctor/Business Manager: "Tell me, Mr. Patient, if we can make the financing comfortable for you with a convenient monthly payment plan, would this make it possible for you to proceed?"

Patient: "Probably"

Doctor/Business Manager: "How much per month could you invest?"

His answer to this question would let you know if you could "go ahead" by offering him MasterCard, Visa, Discover, or a Health Care Financing Program.

Example #1

Patient: "Gee, Doctor, I want those veneers. I hate my smile. But $3000 is just too much!

Doctor/Business Manager: "How much too much is that, Mr. Patient?"

Patient: "About $1500 too much. I saved $1500 for this -- but, wow, I had no idea it would be this much!"

Doctor/Business Manager: "So, the solution we're looking for is a way to finance the $1500 beyond your savings program, is that right?"

Patient: "Yes"

Now you know that the $3000 isn't the problem -- it's the $1500 that needs attention and assistance.

Example #2

Patient: "I'll have to think this over."

Dr. or Financial Coordinator: "Well, I appreciate that, Ms. Patient. I know you wouldn't take the time to think this over if you weren't interested. So that I can make sure that I am clear, won't you please tell me, what is it that you need to think about? Is it whether or not this is the type of treatment that would be best for you?

Patient: "Oh, no. I know I need this."

Dr. or Financial Coordinator: "Then do you need to think about whether or not I/Dr.James would be the one to provide that treatment?"

Patient: "No, if I do this, I want you to do it. I don't want anyone else to stick their hands in my mouth!!"

Dr. or Financial Coordinator: "Then, tell me Ms. Patient, is it the money? Do you need to think about whether or not you are able to make this investment now?"

Patient: "Yeah. Money is a bit tight right now."

What has happened in this example is that because of careful and caring questioning, the true problem has been identified and can now be addressed. The communication skills here make it comfortable and possible for the patient to say that they need to find a way to pay for the treatment. Many times a patient will say that they need to "think it over" and the dental person with whom they are conversing will just say, "Oh, OK. Well, give us a call when you are ready."

At that moment, the whole issue drops in a bucket. You must identify what the problem is for the patient. You must make it comfortable for them to tell you if they have a financial issue. Some people are embarrassed or too proud to come out and tell you that they need some financial help. If you make it feel OK to discuss financing and let the patient know that you understand their situation -- and that you have alternatives -- you open doors that historically have been closed.

Example #3

Patient: "I can't believe I need this much work!!! How is that possible?"

Dr. or Financial Coordinator: "I can't tell you that Mr. Patient. There are many things that affect your oral health: age, nutrition, what and how you eat, home care, stress. Have you been under stress over the last year or so?"

Patient: "Man, have I!!!"

Dr. or Financial Coordinator: "Our responsibility is to evaluate your situation and make a thorough diagnosis based on a comprehensive gathering of data and a complete analysis of that data. Then, after a careful study of that data, make recommendations that we believe would help you to get and maintain oral health for a lifetime. And that's what we have done. You have total control in the decision making. Whether or not you proceed with the treatment that I/we are recommending is completely up to you and the choice is yours alone. However, as my/our responsibility as your dentist/dental team is to do the very best job we can to diagnose, treatment plan and present to you a course of action that we believe would be in your best interest. Is that OK with you?"

A long time ago, Tom Hopkins taught me the difference between an objection and a condition. My understanding of this difference has been very helpful as I work with people -- whether in the dental office or elsewhere.

An objection is a request for further information and shows that the person is interested in a continued discussion of the proposal.

A condition is a situation that is going on in a person's life that absolutely prevents them from going ahead -- at least for the moment. Say a person has just been released from the hospital and has high bills or a person has lost their job or has four kids in college. All of these are conditions that might prevent them from accepting treatment. However, it doesn't mean that they don't want it!!

You are responsible for doing the very best job you can of diagnosing, treatment planning, and presenting the dentistry. Make the financing of the dentistry as comfortable as you can and then get out of the way and let the patient make their own decision.

As you are presenting, ask closing questions that will identify objections -- or in some cases -- conditions. If you identify a condition, let the patient know that you will be there when they are ready and that you will stay in touch with them. Knowing the difference between a condition and an objection lets you know where to go and how to get there. The communication skills for this type of identification are critical. The very best way to identify a condition or an objection is by asking questions and listening -- actively!!

Here is an exercise for you. Practice will give you the necessary confidence to communicate financially.

  1. List the main financial barriers or objections your patients give you.
  2. Using the skills I've outlined, formulate scripts that will help you deal with and overcome those objections.
  3. Role play using these scripts.
  4. After the role playing, answer these questions:
    1. a. Did I listen carefully?
    2. b. Did I reflect back what I thought were the patient's main concerns?
    3. c. Did I validate the patient?
    4. d. Did I answer each objection with a "values" question?
    5. e. Did I go through the steps of dealing with an objection?
    6. f. When I overcame the objections, did I close?



In Summary

Do not fear an objection -- even the objection of money. Rather, look at it as an opportunity.

Know that, if you do your best and the person does not go ahead, they are rejecting the treatment proposal. They are not rejecting you.

Combine a strong belief in your team and the services you provide with the skills to get that message across. Then you can effectively deal with, "Gee, Doc, it costs too much!"

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