The work of a manager is daily accompanied by challenges that arise in the process of working with employees, clients, and partners. Addressing these challenges becomes an integral part of the manager’s workflow. And dealing with rejections is one of such daily tasks. Everyone is entitled to their own opinion, and we must accept this without demanding mandatory acceptance of our point of view at any cost. Management, in particular, involves effectively dealing with the decisions of others, which requires us to build plans to mitigate the potential risks.

Mariia Kot (one of the authors of the article) shares: “I have worked in recruiting for a long time, and one of the types of objections I encountered was refusals of job offers. What was my strategy to minimize this risk? Building transparent communication with candidates, establishing partnership relations, and paying maximum attention to the request and needs of the individual. All this built trust between us, and I knew that given more or less equal offers, the candidate would prefer my employer because they trust me. However, if the person declined the offer, I had a plan to mitigate this risk: 1) Counteroffer to the candidate, immediately, because my stakeholders were informed in advance about the risks. 2) Maintaining good relations even after refusal and monitoring the person’s mood. Perhaps the candidate made a mistake in their decision and will soon become an active participant in the process again? 3) Prompt replacement from the active pool of other candidates.”

Thus, dealing with objections is a whole process or strategy used by line managers and HR to manage conflicts or disagreements among employees. It involves the ability to listen to opposing views, understand motives and circumstances, and seek solutions that satisfy all parties. Dealing with objections may involve actions such as conflict resolution, negotiation, problem-solving, scenario planning, and the implementation of policies and programs aimed at creating a favorable work environment for all employees.

What is the role of a manager in dealing with objections?

The role of a line manager is crucial both in overall people management processes and in handling objections. The interest of employees in the company, their level of satisfaction, the duration of cooperation, and productivity depend on how managers establish relationships with them. Many managers often delegate responsibility for people management to HR. However, this is incorrect. People management and all aspects of interaction with employees fall within the realm of managers’ responsibilities. HR serves as expert business partners, carriers of best practices, advisors, and assistants. However, the responsibility for effective people management lies with line managers, including handling objections.

Oleksandra Alkhimovych (one of the authors of the article) also shares her experience: “Recently, I conducted a training program, and one of the participants, a department manager, asked the following question: ‘How can I effectively manage objections if, regardless of the decision I receive from an employee, I still find myself in a losing position? For example, when it comes to a salary raise. If I don’t increase the salary, I’ll have a dissatisfied employee, and if I do increase it, I’ll face a decrease in contribution margin. So what should I do, and what should my attitude be towards such a situation?’ It’s actually a very good question. I want to point out that as managers of a specific company, we should act as decision-makers for the organization. That is, we should rely on the company’s policies, procedures, and communication and transparently and honestly convey these decisions to our people, without painting an overly optimistic picture. If you lack such tools—communication, described policies and procedures—to rely on, escalate this, involve HR. The absence of certain tools should not hinder your effective managerial work.”

What are the typical steps for a line manager when dealing with objections?

It might seem that this process is complicated. Indeed, it is not simple and requires a certain managerial skillset and knowledge of relevant tools. A step-by-step checklist of actions for a manager regarding dealing with objections can be helpful.

So, when facing this challenge, ask yourself the following questions:

• Situation analysis: Why did this situation arise? What preceded it? How will I conduct the analysis? What results do I aim to achieve?
• Establishing contact: How do I plan to establish contact with the interlocutor?
• Identifying solutions: What solutions are possible given the situation? What scenarios are plausible? What is the optimal solution? Why is this solution optimal?
• Explanation and clarification: How do I plan to explain and convince the interlocutor that the chosen solution is optimal? How do I ensure that the person shares my perspective? What additional steps should I take if the person disagrees with the proposed solution?
• Consolidating the result: If we have reached a consensus with the person, how best can we consolidate our agreements? In what way? And if we have not reached an agreement, what will be my further action plan?
• Monitoring and control: How do I need to monitor the implementation of agreements? How can this be done most effectively?

The answers to these questions will help you effectively address objections.

What else should a line manager consider when dealing with objections?

• It’s important for the manager to show empathy and understanding in response to objections. Understanding employees’ positions and engaging in open dialogue helps reduce conflict and promotes collaborative problem-solving.
• Flexibility and tolerance are key qualities necessary for effective objection management. Considering the diversity of views and interests within the team, the manager must be prepared to adapt to new circumstances and seek compromises to ensure mutual progress.
• Instead of reacting to objections with rejection or defense, they should be seen as an opportunity for improvement. Contrary views can bring new ideas and perspectives that contribute to team growth and development. The manager should encourage such open exchange of ideas so the team can use objections as opportunities for growth.
• A culture of openness and mutual trust is an important factor for constructive objection resolution. It’s crucial not only to consider others’ views but also actively involve them in the decision-making process. This creates a sense of importance and involvement in the common goal, leading to increased motivation and engagement of the entire team in problem-solving.

In summary, objections in the workplace can be important signals indicating the need to consider alternative approaches or improve existing processes. Only in environments where every team member feels free to express their views and beliefs can effective collaboration and the achievement of common goals be possible. Understanding and taking objections into account helps create an atmosphere of openness, where every team member feels involved in the decision-making process and contributes to the improvement of teamwork.

Authors: Mariia Kot, Oleksandra Alkhimovych