Most often when we lose a sale it is simply because we give up too early.  When you hear an objection to your pitch it is important that you don't take offense or get angry.  Just try to figure out what exactly your customer is objecting to.
 
The best way to do this is ask an open ended question.  Here are Blair Singer's rules for handling objections from his Sales Dogs Training School Kit:
 
RULE #1:  NEVER, ever, ever, ever, ever negate the experience or view of the prospect!!!!
 
RULE #2:  Answer each objection with an immediate "thank you" or an acknowledgement of the objector's position or point of view.  If it is a true objection or disagreement, or if it is a true inquiry, first acknowledge the source and then respond briefly with a concise, courteous answer.  Then ask the question, "May I ask why?"  DO NOT answer anything until you ask a question first.
 
RULE #3:  DO NOT ask "trapping" questions to corner or close the prospect.  Instead, ask "Why, How and What specifically" questions.  Make sure you are really concerned and interested in the response.
 
RULE #4:  Always have a succinct, one line response to potential questions prepared.  These responses should be unique to each customer.
 
If you follow these rules you will vastly increase your sales percentages.
 
The following is a common objection and some recommended responses to keep your prospect involved in the sale:
 
OBJECTION -
 
I have a relative in the business who can get the product for me cheaper.  My cousin knows someone who can get it or who gave some good advice about this stuff.  (Uncle Louie Objection)
 
RESPONSES -
 
That's great!  Is it possible to get together with him/her and make sure that we're all on the same page.
 
Excellent!  Perhaps we can give him a call right now and make sure that we're talking about the same thing.
 
For more responses to the Uncle Louie Objection please refer to ourSales Dogs Training School Kit.  The kit includes training on objection handling as well as responses to the top 30 objections that stump unprepared salespeople all over the world.

In sales one of the first strategies people employ is to blanket their market with sales letters or e-mails in attempt to single out the most interested parties.
 
This is a fine idea, but it is incredibly important to make sure that your sales letter is exciting before you spend money to distribute it.  If the letter is boring, confusing or unappealing your campaign could cost you dearly.
 
Some sales letters really grab your attention.  Some go directly into the trash.  Below are 10 steps outlined by Alexi Neocleous that will make your offer too good to refuse.
 
Step One:  Be sure you have completed your market research.  You should know who your ideal client is and what problems you are helping them solve.
 
Step Two:  Go out and collect models to put in your own "swipe" file.  Keep sales letters that have caught your attention.  You should always copy successful models.
 
Step Three:  Create, or better yet copy, a great headline that stands on its own.  Magazine covers and news articles have great examples of enticing headlines.
 
Step Four:  Create, or swipe sub-headlines.  Be sure they too are in "caps."  These headlines should follow the initial "grabber" headline and draw your customer into the body of the letter.
 
Step Five:  Start with "Dear Friend" and then mention the market's massive problem or list your benefits.
 
Step Six:  Don't be afraid to add an extra "eye-catcher" or "grabber."  Use a bolded headline to break up a large body of text and keep your customers eyes moving.
 
Step Seven:  Get straight into the offer at this time.  What are you selling, what's the deal, how can you solve the problem?
 
Step Eight:  Address the offer so the prospect fully understands why you are sending the offer to them.  Be brutally honest and close the first page on a "cliff hanger."
 
Step Nine:  Make sure you have included headlines throughout with bold print, key points.  Let the key points pull the reader through the letter.
 
Step Ten:  Add a benefit's list.  Put the dollar signs in their eyes.  Articulate the benefits in a specific manner.  Then explain the reason why the benefit is good.  Testimonials are effective here as well.
 
"Don't forget that you are here to solve the client's problem.  This process is not about you.  It is about your client."  - Alexi Neocleous
 
Also remember to respect your customer.  Don't insult their intelligence by trying to be sneaky, just be honest and excited about the benefits of your product or service.
 
For an example of a very successful sales letter including expert analysis from Blair Singer and Alexi Neocleous please refer to our Automatic Lead Generator System Training Kit.

Often times in business and our personal lives we will look at our past decisions and blame ourselves for a choice that brought us undesirable results.

In some cases people even let these feelings balloon into a generalization.  You may think to yourself, "I'm an idiot for not knowing that," or "I never make the right choice, I must be stupid."

Ironically this attitude does make you less intelligent.  It's self-fulfilling prophecy, if the belief that you are going to fail stops you from even trying then you automatically fail.  Then you attribute the new failure to your inability to produce results and the process continues to drive you deeper into a downward spiral.

This is all a result of the hindsight bias (the inclination to see events that have occurred as more predictable than they in fact were before they took place.)

The key here is to not blame yourself.  You were not born all-knowing.  Failure is a process by which we learn.  Just chalk the blunder up to learning and resign yourself to be better in the future.

The following is an excerpt from Blair Singer's book "Little Voice" Mastery.  This is technique # 14 (of 21) that will help you in your fight against the hindsight bias.

How to Banish "Should've, Would've, Could've" Thinking and Regain Power

"When you're feeling that you've failed to accomplish something, and your little voice starts beating up on you, it's time to make another list.  This time, your list will include all the things your little voice says you should have done, could have done, or would have done.

For example, your list might read, "I could have gone to the gym," "I should have called my mother," or "I would have made more sales had I made more calls."  List everything you can think of.  Just be as whiny as you can possibly be.

Then read them carefully, over and over again, considering each one.  If you have to, add to the list until you get them all out.  Interestingly enough, at some point you'll find them humorous, you'll laugh, your energy will lift, and your guilt will erode as you're able to let each of them go.  This magical little tool sort of cleans up and corrects that little voice in your brain.

The cool thing about this technique - and actually, the rest of them too - is that if you repeat the techniques, they become automatic.  You may not even need to write them down, because if you've practiced them enough, your brain stops making those justifications.

As for that pesky guilt, you can try this, although I'll warn you, it's a tough one.  When you get to feeling guilty about a failed accomplishment, assume a push-up position on the floor and hold it for as long as you insist on feeling guilty.  Stay there until you let go of that guilt, even if your arms are quivering and the sweat is rolling down your forehead.  It's not so easy, is it?

Maybe next time you'll ease up on yourself."

For more on this subject and the remaining 20 techniques to winning the war between your ears please refer to Singer's book, "Little Voice" Mastery.

An excerpt from Blair Singer's Book, The ABC's of Building a Business Team That Wins.  

"Greatness doesn't happen by chance, nor does it occur in a vacuum.  Greatness comes from, first, a passion for what you do; and second, a clear understanding of what you can and want to be best at.

The third component involved in any great story about someone going from rags to riches, overcoming adversity, achieving success in any area of life is a personal Code of Honor, a set of personal rules and agreements that they are unwilling to compromise.

Do you have a Code of Honor for you?  What are your rules?  To what do you hold yourself accountable?  Who the heck are you?

You see, because when all the smoke clears, they can take away your money, your possessions, your friends and even your health, and what you are left with is your honor.

In those terms, what is your Code of Honor?  I have found that the most powerful people are not always found on the cover of Newsweek, Fortune Magazine or Sports Illustrated.

Sometimes they may be sitting in the office next door.  They are those who have decided in life to take a stand about who they are, what their standards are and who the want to be without regrets.

My suggestion is this:  If you haven't don so already, sit down and look at your financial life, your health, your relationships and your values, and create your code.  What are you willing to commit to for yourself and your family?  What do you stand for?"

Try this exercise.  Answer each of the following questions in the form of a list:

What am I most passionate about?

What can I be best at?

What do I want to be best at?

What do I stand for?

What do I want out of life?

How can I achieve my goals?

Who do I know that has what I want (or admire?)  Why do I admire them?

What do I see as unacceptable behaviors for successful people?

What do I dislike?  What would I like to avoid?

What are my necessities in life?

What should every person try at least once before they die?

Can you think of any more questions?  Use your answers to begin to form your personal code.  Once you have your code you will find a new level of focus and a more defined path to achieving your life goals.

For more about creating a Code of Honor please refer to Blair Singer's book, The ABC's of Building a Team That Wins or his Code of Honor Training Kit.

In business the best way to ensure that your staff is motivated and giving their best effort is to hold them accountable.

That means that you should have a clear set of rules (or code of honor) and you should have consequences for breaking the rules.

 It is also very important for your staff's morale that you, as a leader, hold yourself accountable to the same set of rules so as not to seem unfair.

 If you don't hold your staff accountable to a clear set of rules then you risk hours of wasted time in employee reparations and even a mutinous attitude amongst staff members.

Being accountable really boils down to three things:

 1.  Willingness to admit your mistakes - be willing to look in the mirror and admit both mistakes and wins.  Be willing to own it.  You've got to be able to admit when you screw up.  This is not about beating yourself up; it's about owning your actions, good or bad.

 2.  Being thankful for what you have.  Be thankful that you are living and breathing and for your ability to actually admit your mistakes, and your ability to do something about them.

 3.  Committing to good deeds or acts that you will perform, today, tomorrow and for the rest of your life.

 So admit your mistakes and own them.  Be thankful for what you've got - all the good things that surround you, and the resources and opportunities to correct mistakes.  And finally commit to doing something good with your gifts.

 Remember consequences for broken rules should not necessarily be punishments.  Just hold a meeting to retrain and correct behavior.  You are not looking to attack or hurt anybody, but rather solve the problem for future instances.

 What good things will you do for yourself?  For your family?  For your business?  For your community?  For your planet?

 For more information on establishing a self-governed set of rules please refer to our Code of Honor Training Kit.  For more inspirational words from Blair Singer on accountability please refer to his book "Little Voice" Mastery.

In Blair Singer's book The ABC's of Building a Business Team That Wins Singer speaks of three keys that every team needs to aspire to greatness.

They are as follows:

1. Pressure builds great teams in all arenas.  Embrace it and don't run from it.
2. Find constructive ways to release stored emotion so that the evolutionary process can proceed - exercise, sports, discussion, whatever works.
3. Use a code of honor to hold the team together under pressure.  More than ever, if you stick by it in the heat, you will emerge more powerful, with better results and with a sense of incredible pride and accomplishment.

Here is a drill that you can do with your team to help them release stored emotion and bond simultaneously:

Describe moments of high pressure and how they were handled - well or not so well.

How could they have been handled better knowing what you know now?

Make sure that you encourage participation by all and are open to every idea.

 Once you have incorporated the three keys above into an automated system you will be well on your way to massive success.

If you would like to know more about strengthening your team with a code of honor please refer to Singers book The ABC's of Building a Business Team That Wins.