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From YouTube: Objection Handling Techniques
Description
Reshmi and David with Customer Success leadership review different techniques for dealing with objections and give examples via role play.
A
B
B
So
if
there
are
no
objections,
we'll
jump
right
in
that
was
gonna
happen.
That
was
gonna
happen
all
right,
so
every
one
of
us
has
had
some
objection
thrown
their
way
at
some
point
right,
so
we're
in
sales.
It's
natural
part
of
it
right.
Objections
are
gonna
come,
but
it's
important
to
know
that
objection
does
not
equal
rejection
right
objections
can
really
be
looked
at
as
a
need
to
have
additional
conversation.
B
So
when
someone
is
objecting
to
you,
it's
not
necessarily
a
bad
thing.
If
there's
an
objection,
there's
often
interest
to
them
and
what
we
have
to
say,
but
we
just
haven't
proven
it
out
to
them
yet
right,
and
so
I
want
to
enforce
that
you're
going
to
get
objections
in
all
shapes
and
sizes,
they're
going
to
come
to
you
different
different
words
and
verbage,
but
generally
they
can
be
distilled
down
into.
One
of
the
three
reasons
we
see
here.
B
First,
is
that
they're
skeptical
of
the
product
or
service
right.
It
sounds
too
good
to
be
true.
What
you're
saying
you
haven't
proven
it
to
me.
Yet
second,
is
that
there
may
be
a
misunderstanding
or
miscommunication
right.
Perhaps
someone
says
you
know
we
already
have
source
code
management.
Why
would
I
need
gitlab?
Well,
we
haven't
really
proven
to
them
yet,
or
we
haven't
shown
the
full
value
that
gitlab
can
provide.
So
again,
it's
a
misunderstanding.
There
and
third,
is
that
they're
stalling.
Maybe
someone
is,
is
not
really
the
decision
maker
or
someone's
shopping
around.
B
B
First,
is
the
lack
of
trust
or
report
right,
we've
heard
it
from
time
and
time,
I'm
sorry,
we've
heard
it
time
and
time
again
you
buy
from
people
that
you,
like
you,
buy
from
people
that
you
trust
it's
it's
extremely
important
to
develop
a
rapport
and
gain
the
trust
of
your
customer.
Your
prospect-
and
this
is
doubly
important
for
us
because
we're
the
technical
part
of
the
sales
process.
You
know
we
have
to
come
across
as
trustworthy
to
know
the
ins
and
outs
of
the
product.
B
We
have
to
truly
listen
to
our
prospects
when
they're
talking
our
customers
when
they
ask
questions.
If
you
just
come
back
with
quick
responses
and
cast
aside
their
objections,
this
is
going
to
go
badly
now.
The
second
reason
why
people
are
skeptical
is
because
they've
asked
four
questions
or
you're
asking
poor
questions
or
you're,
giving
poor
answers.
As
you
can
see
here,
yes,
the
declaration
of
independence
is
signed.
Yes,
it's
at
the
bottom,
but
you
know
come
on.
B
If
you're
not
really
in
touch
with
the
customer's
needs,
they're
going
to
know
that
right
away,
they're
going
to
raise
objections
because
they'll
feel
you
don't
understand
them.
If
you
don't
know
the
answer,
it's
absolutely
fine
to
do
so
to
say
so
and
and
and
you
know,
I
think
that
all
of
us
actually
do
that
pretty
well
here
right,
we
will
involve
product
when
we
need
to
we'll
get
other
members
of
the
team
involved.
So
that's
fine.
B
I
don't
see
us
doing
that
a
lot,
and
but
the
last
thing
you
want
to
do
is
really
start
monologuing.
It's
it's
a
normal
response
for
to
want
to
come
across.
As
that
you
know
the
facts
and
data,
and
you
know
you're
doing
so.
You
use
the
facts
and
data
to
back
that
up
right.
You
want
to
convince
them
that
you
know
I'm
smart.
B
I
deserve
to
be
here,
but
it's
best
when
asked
a
question
to
pause
and
and
even
if
you've
been
asked
that
question
a
hundred
times
before
this
is
the
first
time
that
this
customer
has
asked
it
to
you,
so
you
wanna
be
respectful
of
that
you
wanna
pause.
You
want
to
look
like
you're
thinking
about
it,
write
it
down,
collect
your
thoughts
and
then
answer
because
again
that
goes
a
long
way
into
building
rapport
with
them
for
the
first
one.
B
There's
no
reason
to
talk
for
an
hour
if
the
first
20
minutes
solves
their
problem
right.
So,
as
you're
going
through
the
demo
pause,
ask
them:
is
it
resonating
with
them
making
sure
you're
giving
them
exactly
what
they
want
to
see
so
you're,
not
getting
a
bunch
of
objection
to
the
end
that
we
didn't
cover
what
they
expected
to
see
and
then.
B
Finally,
the
fourth
reason
why
people
are
skeptical
about
things
is
because
you've
over
promised
it's
very
important
for
customers
to
know
that
if
they
ask
for
something
they'll
know
when
they're
going
to
get
it.
And
again,
I
don't
see
this
as
a
big
problem
here
with
our
customer
success
team,
because
there's
issues
that
customers
can
follow
along
with.
Maybe
we've
already
got
something
there
or
even
better.
They
can
create
one
themselves
and
and
directly
impact,
what's
happening
with
the
product.
B
That's
going
to
put
up
barriers
to
the
sale,
so
the
other
two
reasons
for
objections
deserve
a
little
love
here
as
well.
Misunderstandings
are
going
to
happen.
We're
trying
to
build
a
relationship
with
a
customer
and
things
may
get
miscommunicated.
It's
not
someone
like
the
game
of
telephone.
As
you
see
here
that
we
played
as
kids,
if
someone
says
some
one
thing
and
it's
repeated
as
something
different,
it's
understood
by
somebody
a
different
way.
B
B
This
again
goes
back
to
practicing
things
like
active,
listening
and
especially
doing
so
with
an
empathetic
ear.
Now,
a
good
strategy
to
help
with
misunderstanding
is
to
clarify
with
questions
show
them
you
care
about.
Their
objection,
show
them
you
know.
As
mentioned,
you
show
them
you
care,
because
their
first
initial
objection
may
be
what's
referred
to
as
a
smoke
screen.
So
essentially,
this
is
something
that
they're
putting
up
and
it
may
mask
the
real
objection
that
they're
hiding.
B
So
you
know
saying
something
like
hey.
That's
an
absolutely
valid
concern.
If
we
were
to
completely
address
that
what
other
concerns
did
you
have
and
if
they
say
none,
that's
it
great.
You've
got
to
the
real
objection.
You've
got
to
the
pain
point,
but
if
they
say
there's
others
well,
then
obviously
you've
got
some
more
work
to
do
so.
You're
on
your
way
to
finding
out
the
real
objection.
So
don't
just
take
the
first
objection
they
put
up
as
the
one
and
only
make
sure
you
ask
clarifying
questions
about
that.
B
There
are
ways
of
mitigating
the
stall,
and
usually
this
just
involves,
as
we
talked
about
again
asking
more
questions:
oftentimes,
they
don't
want
to
make
a
decision
so
stalling
helps
them
avoid
this
right.
An
example
of
this
may
be
they're
not
authorized
to
make
a
decision,
so
they
keep
they're
keeping
you
at
bay
by
just
you
know,
saying
well
we'll
keep
doing
well,
we'll
keep
talking
to
you
about
this,
and
you
can
handle
something
like
that
by
asking.
Well,
who
do
I
talk
to
again?
That's
a
rather
simple
way
to
get
through
that.
B
B
You
know
that
seems
like
a
brush
off,
but
you
can
ask
questions
like
what's
gonna
be
different
in
six
months
here
you
know,
help
me
understand
that
and
if
they
truly
come
back
with
a
reason,
fine,
that's
great
put
it
on
your
calendar
to
call
them
back
in
six
months,
and
now
you've
got
six
months
to
prep.
For
a
really
you
know,
truly
kick
butt
value
delivery
demo.
B
So
the
main
point
of
all
this
is
to
remind
you
to
ask
questions.
I've
said
this
on
every
slide.
So
far
and
and
to
reiterate,
an
objection
is
not
a
rejection
and
we
don't
want
to
shy
away
from
someone
saying
that
they're
using
a
competing
product,
for
instance,
because
that's
great
it
shows
they
have
interest
in
devops.
You
know
we
can
work
with
that.
We
can.
We
can
continue
to
talk
to
them
about
something
like
that.
We
don't
want
to
walk
away
just
because
they
say
they're
using
something
different.
B
So
most
of
what
I
talked
about
today
seeking
to
understand
gaining
trust,
it's
backed
up
by
the
five
wise
process
that
we
talked
about
at
sko
and
remember,
as
opposed
to
saying
you
know
why.
Why
and
putting
prospects
on
the
defensive
using
that
you
know
using
those
questions,
we
gave
alternatives.
How
to
ask
questions
in
a
softer
way.
In
that
presentation.
Things
like
using
the
you
know
tell
me
about
describe
for
me.
Explain
to
me,
you
know
model
you
know
tell
describe
explain.
B
C
All
right
cool,
so,
just
to
summarize
what
david
has
already
said,
the
objection
handling
process
can
be
broken
down
into
five
parts.
The
first
one
is
again
listening
right.
So
when
somebody
points
an
objection,
it's
very
natural
for
us
to
get
defensive
right
so
just
make
sure
you're
using
your
active
listening
skills
and
really
trying
to
understand
where
the
core
of
the
objection
is
and
why
it's
coming
right.
C
The
second
is
again
david
mentioned
asking
thoughtful
questions
and
asking
questions
that
will
take
you
really
to
the
core
of
the
objection
and
also
kind
of
understanding
the
body
language
right.
Are
they
closed?
Are
they
open
for
a
discussion
kind
of
you
know,
judging
by
looking
at
them
also,
you
can
use
a
technique
called
tip
the
bucket
here.
So
what
that
is
is
essentially
where
you
try
to
get
to
all
the
objections
at
one
time,
and
then
you
try
to
tip
the
bucket
in
your
favor.
C
The
third
is,
of
course,
like
thinking
about
technique,
so
we
will
talk
a
lot
about
different
techniques.
We
will
also
do
some
role
playing
with
some
of
the
gitlab
customer
examples
that
I've
collected
from
you
all
and
we'll
really
see
how
we
can
apply
some
of
those
techniques
in
our
customer
examples,
and
the
fourth
is
handling
right.
This
is
where
you
know
again,
you
are
in
no
obligation
to
you
know,
go
with
any
of
these
techniques.
You
can
use
more
more
than
one.
You
will
see
in
one
of
our
role
playing.
C
We
are
using
two
techniques
or
you
can
use
your.
You
know
your
field,
expertise
and
you
can
essentially
the
whole
point
here
is
to
be
natural
and
to
handle
the
objection
like
a
pro
there's
another
technique,
which
is
really
you
know.
I
have
seen
a
lot
of
success
with,
and
this
is
something
that
comes
from
the
project
management
field
of
the
house
using
parking
lot.
So
essentially,
you
might
come
across
folks
in
the
meeting
who
you
know
whose
only
aim
is
to
object-
and
you
will
see
when
you
do.
C
You
know
these
customer
meetings,
so
they
will
keep
on
raising
objections.
So
at
that
point
it's
up
to
you
to
kind
of
utilize.
Okay.
This
is
the
time
I
have.
I
have
an
hour
and,
of
course,
discuss
the
success
criteria
of
the
meeting
with
yourself
before
you
go
into
the
meeting
and
kind
of
try
to
parking
lot.
Those
questions,
of
course
get
back
to
them
at
a
later
point,
but
don't
let
them
derail
your
meeting.
That's
another
important
thing
here
and
again,
at
the
end,
just
check
with
the
customer
right.
C
If
you
have
handled
all
the
objections
and
definitely
use
empathy
right,
making
sure
you're
either
parking,
locking
or
handling
all
of
their
objections.
At
the
end
of
this
exercise,
and
of
course,
then
you
know:
go
for
your
sales,
close
cool,
so
now
moving
forward
we're
going
to
look
at
some
of
the
techniques
we're
not
going
to
cover
all
the
techniques
are,
actually
all
of
them
are
listed
in
the
essay
handbook
link
which
I'll
be
providing
you
shortly.
C
So
the
first
one
we'll
be
looking
at
here
is
lace,
so
lisa,
very
common
four-step
objection.
Handmade
technique,
that's
used
in
the
field.
The
first
part
of
lace
is
again
listening,
active
listening.
The
second
is
accepting
the
objection
acknowledging
so
one
of
the
things
you
will
see,
and
this
is
also
in
real
life
right.
So
you
will
see
when
you
accept
or
acknowledge
the
person's
objection
they
feel
less
defensive.
C
C
Okay,
if
I
handle
this
objection,
are
you
willing
to
buy
ultimate
or
you
know,
what
kind
of
commitment
can
you
give
me,
and
this
is
the
commitment
I'm
making
to
you
in
terms
of
handling
the
objection
and
the
fourth
one
is
where
you're
addressing
the
objection
through
explicit
action,
whether
it's
through
a
demo,
whether
it's
really
showing
them
the
capability,
because
there's
nothing
like
showing
them.
What
you
just
told
them
right,
so
it
kind
of
sticks.
C
C
So
if
somebody
is
talking
about
direct
competitors,
maybe
we
can
up
level
them
to
our
devsecops
play.
Maybe
we
can
talk
about.
You
know
security,
shifting
left
and
so
on,
and
you
will
see
that
in
action
in
one
of
our
customer
examples,
the
third
is
feel
felt
and
found
and
again
this
is
something
david
will
cover.
This
is
where
you
know
you
empathize,
with
customers,
objection
and
kind
of
handle
them
from
there.
C
The
fourth
is
the
conditional
close
that
I
spoke
about
earlier
already.
Essentially,
you
make
make
closure
of
this
objection,
a
condition
for
resolving
their
objection
and
fifth
is
pushback.
So
this
is
a
technique.
This
is
useful
when
you
have
a
lot
of
facts
that
you
can
throw
at
the
customer
right.
It's
very
important
to
use
empathy
here,
because,
if
not
used
correctly,
push
back
can
look
like
arrogance
and
can
can
kind
of
deviate.
You
from
that
distrusted
advisor
status
that
you
want
to
get
with
the
customer
so
make
sure
again
you're
using
empathy
here.
C
So
these
are
the
five
techniques
we'll
be
covering,
and
more
techniques
are
again
linked
here.
So
there's
a
lot
more,
you
can
go
and
look
at
it
right.
So
one
of
the
suggestions
that
both
david
and
I
have
is
making
sure
you're
practicing
these
right.
So
before
you
go
into
a
meeting
you're
talking
to
yourself
and
even
contemplating
the
kind
of
objections
you
might
get
from
your
experience
and
kind
of
practicing
some
of
these
techniques
and
seeing
how
you
would
have
handled
it
differently,
we.
C
B
B
B
She
prefers
talking
on
the
telephone
as
opposed
to
meeting
in
person
and
has
a
million
reasons
why
things
should
stay
as
they
are
robin
is
the
lead,
developer,
who's
relatively
new
to
the
organization
and
slowly
becoming
a
faithful
sidekick
to
brianna
he's
young
at
heart,
loves
working
as
part
of
a
team
and
he's
an
absolute
acrobat
with
the
code
he
writes.
Tanuki
tech
has
multiple
applications
like
jenkins,
github,
artifactory,
veracode
implemented
as
part
of
their
devops
solution,
and
so
we
want
to
do.
B
B
C
C
B
C
C
However,
with
git
lab,
you
not
only
get
a
cmc
icd,
but
you
also
get
security
built
in
so
I
was
working
with
an
investment
bank
before
this,
where
I
followed
a
similar
process
to
your
team,
it
took
us
days
sometimes
weeks
to
fix
security
vulnerabilities
in
qa,
because
I,
as
a
developer,
I
was
already
working
on
other
jira
items,
so
imagine
if
the
deaf
could
really
prioritize
and
fix
vulnerabilities
as
part
of
their
death
cycles
before
moving
on
to
other
issues.
Wouldn't
that
be
nice.
C
B
C
Exactly
exactly,
we
can
work
with
jenkins
with
you
on
that
and
make
sure
the
security
you
know
part
of
the
part
of
gitlab.
You
can
take
advantage
of
that.
So
would
you
like
to
take
a
look
at
your
demo
to
see
how
everything
is
working
together
as
single
process
and
also
how
it
integrates
with
jenkins?
This
will
allow
you
to
take
similar
advantages.
Other
customers,
like
a
big
investment
bank
in
new
york
city.
C
C
Yes,
absolutely
so
let
me
go
to
my
phone.
Yes,
it
was
laced
along
with
reframing
right.
So
what
I
did
here
was
at
the
beginning.
I
used
lace
and
asked
more
questions
right.
So
I
listened
I
acknowledged,
and
then
I
went
to
a
point
where
I
wanted
to
understand
what
are
the
tools
they're
using
and
so
brianna
told
me
about
varicode,
which
was
like
great
right.
C
This
is
where
I
can
go
to
my
defcecops
play
so
instead
of
going
and
attacking
jenkins
ci
bill
time,
which
I
know
a
lot
of
our
customers,
you
know
have
pain
points
around.
I
went
to
our
devsecops
play
and
I
kind
of
reframed
the
conversation
there
and
said.
Okay,
let
me
not
fight
head-on
with
jenkins,
instead
of
up
level
the
conversations
and
see
if
we
can
do
the
ultimate
depth
of
cosplay
here.
C
The
second
thing
was:
I
also
wanted
to
understand
her
pain
points
right,
so
essentially
the
code
getting
scanned
in
qa.
I
personally
know
that's
the
pain
point
for
a
lot
of
the
you
know
the
managers
out
there
so
assuming
they
spend
a
lot
of
cycles
and
a
lot
of
time.
You
know
kind
of
pulling
the
developers
back
doing
auditing
and
kind
of
you
know
making
sure
the
cure
process
goes
fine.
I
did
understand,
that's
a
pain
point
and
I
kind
of
went
there
acknowledged
that
and
again
I
used
reframing
here
and
as
part
of
lace.
C
C
B
All
right
so
in
this
one
I'll
be
doing
this
one
I'll
be
playing
the
role
of
david
and
russian
will
be
playing
the
role
of
robin
and,
in
this
scenario,
just
to
set
the
context
we
have
had
a
demonstration.
We
have
shown
robin
some
information
about.
I'm
sorry,
we've
shown
a
gitlab
to
to
robin
right.
So
starting
now,
hey
robin
thanks
again
for
your
time
on
the
demonstration
the
other
day,
I
wanted
to
follow
up
with
you
to
see
with
what
we
demonstrated
hit.
The
mark.
C
B
B
Gotcha
yeah
and
I
and
I
totally
understand
that-
and
that
makes
sense
to
me
that
you're
used
to
doing
something
that
you've
used
for
a
while.
Other
customers
have
certainly
felt
that
same
thing
and
one
that
comes
to
mind
in
similar
to
what
you're
working
with
is
ticketmaster.
They
were
using
jenkins
and
with
their
setup
and
their
plugins,
it
was
taking
upwards
of
two
hours
to
go
through
their
pipeline
to
build
it.
B
C
B
B
That's
fine,
if
you
don't
that
particular
method.
Wait
to
jump
in
here.
That
is
the
what's
called
feel
felt
found.
This
is
an
older
method.
I've
been
around
for
a
really
long
time
feel
felt,
found
and
I'll
I'll
caution
it
for
a
second.
But
essentially
what
you're
doing
there
is.
You
are
acknowledging
what
the
customer
says
right.
I
you
know,
I
I
feel
what
you're
saying
essentially
when
robin
was
throwing
up
his
objection.
B
B
Now
I
mentioned
this
one
because
it's
a
decent
one
and
it
can
be
utilized
in
the
right
way,
but
it's
important
to
know
that
when
you're
doing
the
actual
objection
here,
when
you're
saying
the
found
part,
if
you
will
you
want
to
make
sure
that
you're
comparing
apples
to
apples
right,
I
knew
that
tanuki
tech.
This
group,
we're
talking
to
is
part
of
the
media
arm.
We
talked
about
that
earlier
when
I
give
the
setup
they're
part
of
the
media
arm,
so
the
ticketmaster
one
hopefully
would
resonate
with
them.
B
You
know
I
wouldn't
try
to
do
something
else.
That's
not
going
to
be.
You
know
that
wouldn't
resonate,
so
you
want
to
make
sure
if
you're
doing
this
particular
technique
that
you're
you're
doing
something
that's
going
to
be
meaningful
and
actually
look
like
it's
going
to
solve
the
same
problem.
You
just
wanted
to
be
robotic
about
it
to
say
any
type
of
case
study.
So
it's
important
to
know
what
our
case
studies
are.
B
What
stories
you
can
pull
out
to
also
to
make
sure
that
you're
telling
a
valuable
story
here
so
again,
a
perfectly
valid
objection,
handling
technique,
but
one
you
want
to
be
just
a
little
bit,
cautious
of
because
because
it
has
been
around
for
a
while
savvy
buyers
are
going
to
know
what
you're
doing
as
well
and
may
not
want
to
be
manipulated
in
this
particular
way.
So,
just
something
to
be
aware
of.
F
Yeah,
I
can
ask
a
quick
question.
I
just
put
it
in
the
duck
to
me,
so
I'm
not
an
expert.
So
I
want
you
to
validate
what
I'm
saying
to
me.
It's
felt
that
a
feel
felt
found
and
lace
are
quite
similar
because
in
both
you're
you're
trying
to
convey
or
you're
not
just
trying
to
convey,
but
you
are
listening
to
what
they're
saying
accepting
it
and
then
trying
to
maneuver
from
there
would
you
agree.
C
Yeah,
so
it's
similar,
however,
with
lace
and
david,
of
course,
we
forgot
there
with
lace.
You
are
committing
to
an
explicit
action
and
also
the
sea.
Part
of
lace
is
something
where
you
know
you're
kind
of
going
there
and
taking
seeking
a
commitment
from
them
as
well
so
feel
friend
found
is
most,
I
would
say:
lace
is
more
two-way.
It's
a
two-way
street
and
feels
found
is
more
empathetic.
It's
from
the
point
of
the
view
of
the
person
handling
the
objection.
G
B
You
sure
one
other
thing
I
wanted
to
point
out
in
this
particular
example
I
neglected
to
say
is
that
there
was
an
example,
like
I
tried
to
put
an
example
in
here
of
a
of
a
smoke
screen
right.
Robin's
first
thing
was,
you
know,
we
may
not
have
time
for
it,
and
so
I
asked
the
question
about
well.
If
we
could
mitigate
that
by
fast
tracking,
a
a
a
training
process,
you
know,
for
you
would
that
be
okay,
and
then
I
found
the
true
objective.
B
C
Yeah,
I
would
also
like
to
point
out
when
I
did
my
technique
with
lays,
I
actually
admitted
the
sea
of
lace
right.
I
didn't
ask
for
like
an
explicit
commitment,
so
what
I
did
there
was,
I
kind
of
went
to
reframing
from
there
and
that's
another
thing
you
can
do
you
can
kind
of
combine
the
two
techniques
and
just
make
sure
it
feels
natural
and
you're
not
pushing
the
technique.
Just
to
like
you
know,
use
the
technique.
C
F
D
So
david,
it's
mine,
so
so
it
was
maybe
not
so
much
a
question
but
an
acknowledgement
that
that
you
know
when
I'm
working
my
sal
on
prepping
for
a
call
we
tend
to
look
at.
You
know
who
is
the
customer?
What
do
they
sell
that
sort
of
stuff?
But
I
don't
think
I
put-
I
certainly
don't
put
enough
effort
or
emphasis
on
what
proof
points
am
I
gonna
have
lined
up
that
are
either
spot
on
or
you
know
relatively
spot
on
and
so
without
having
memorized,
you
know,
20
or
30
of
them.
D
I
feel
like
the
refresher
there
is
is
key.
So
it's
that
you
know
before
the
meeting
happens:
okay,
they're
in
the
media
business.
Let
me
look
at
ticketmaster,
don't
let
me
I
you
know.
Goldman
sachs
might
not
be
the
best
answer
you
know,
even
though
it's
the
even
though
the
example
is
perfect.
So
I
you
know
it's
that
reminder,
I
think,
is
really
good.
So
that's
yeah.
B
C
B
In
this
one
we're
going
to
set
up
again
so
setting
up
some
context
just
background.
So
now
at
this
point,
at
least
in
this
example
here
tenuki
tech
has
has
purchased
gitlab
and
they
purchased
the
premium
edition,
and
so
now
we
want
to
talk
to
them
a
little
bit
about
security.
At
this
point
right,
so
you
can
see
here
on
the
example.
B
What
brianna's
thinking
is
that
you
know
we
want
to
make
sure
we're
offered
the
best
of
breed,
so
we'll
role
play
with
brianna
me,
playing
myself
and
and
and
russian
playing
abriana
here
so
we'll
start
out
and
scene.
Here
we
go
hey
there,
brianna
thanks
for
meeting
me
by
the
way
you
know
loving
the
whole.
You
know
concert
background
you
got
going
in
the
background
there.
I
wanted
to
reach
out,
based
on
your
recent
email,
about
checking
out
some
of
the
new
security
functionality
in
gitlab.
H
B
C
Sure
yeah,
so
we
are
currently
using
veracode
because
they've
been
around
for
a
while
and
we
get
good
results
and
consistent
results
with
them.
So
the
team
gets
the
results
at
the
end
of
the
build
in
qa
and
we
make
sure
we
have
covered
the
high
and
critical
ones
before
anything
goes
out
to
prod.
It
takes
a
bit
of
time,
but
the
team
is
confident
in
putting
out
the
code.
I
don't
want
to
get
into
specifics,
but
the
verify
varicodes
pricing
is
a
bit
on
the
higher
side
for
us.
B
C
B
Gotcha
and
thank
you
for
bringing
that
up
and
I'm
glad
you
did
because
that's
actually
one
of
our
major
focuses
this
year
after
the
call.
As
a
matter
of
fact,
I'm
happy
to
pass
on
some
materials
and
roadmap
items
signed
to
you,
so
you
can
see
how
serious
we
are
in
investing
in
that
part
of
the
solution.
B
C
Yeah,
so
that's
a
great
question.
I
would
first
want
to
learn,
and
I
would
I
would
want
to
know
the
team
that
they
can
get
similar
results,
if
not
better
reporting
from
security
scan
from
vera
code
and
then.
Secondly,
I
also
want
to
make
sure
that
our
cycle
time
is
actually
improving
due
to
the
scans
getting
sooner
in
the
process,
rather
than
waiting
until
we
go
to
qa.
B
That's
great,
thank
you
thank
you
for
for
saying
that,
and
for
for
looking
for
that
kind
of
criteria,
because
that
sounds
like
something
we
can
do,
because
we
just
did
it
for
another
customer,
a
large
grocery
chain
based
out
of
san
antonio.
I
was
actually
in
the
same
position
here
and
right
now.
They
were
using
a
similarly
named
security
tool
and
had
some
pretty
decent
success
criteria.
They
needed
to
prove
out
before
making
this
leap
we
what
we
did
for
them
was.
B
B
B
Can
close
yeah
right,
not
close?
Well
done
exactly,
that's,
that's
just
a
pretty
simple
one.
Then
you
don't
scratch
my
back
scratch.
Yours
type
thing
essentially,
is
what
that
is
you
you
offer
them
something
they
they
they.
You
know
they
want
they.
You
basically
have
an
exchange
of
value
there
and
value
may
not
always
be.
You
know
the
same
for
everybody
right,
sometimes
value
again,
just
overall
unconditional
closes
you
know,
value
could
be.
This
could
be
something
you
use
in
your
own
house.
Right
like
I
take.
B
I
take
my
daughter
to
a
concert.
You
know
I
don't
necessarily
need
payback
for
the
tickets,
a
hug
and
a
thank
you
is
all
I
care.
That's
my
that's
my
what
I
need
right
as
value
back
so
again,
so
that's
the
conditional
close
and
setting
some
sort
of
condition
verifying
with
them.
There
were
no
other
things
that
needed
to
be
met.
This
is
what
we
want
to
do.
If
you
buy
the.
If
we
can
prove
this
you'll
do.
C
C
C
No
all
right
cool,
so
our
last
technique,
david,
will
be
robin
and
then
just
context.
So
I
did
a
demo
for
david.
Sorry,
robin
and
robin
is
now
asking
me
some
questions
in
the
middle
of
the
demo.
In
terms
of
you
know
our
security
company,
and
so
on.
I
see
the
example
too
is
incorrect
here,
but
this
will
be
the
same
example.
C
B
C
Interesting
customers
also
regularly
comment.
Our
shift-left
move
as
issues
are
identified
directly
in
the
repo
for
review
and
triage,
and
my
personal
favorite
is
the
vulnerability
management
it's
built
directly
into
scm
for
collaborations
with
developer,
and
the
third
thing
I
would
like
to
point
out
is
our
customers.
Love
is
the
diffing
mechanism
between
our
feature.
Branch
and
default
branch,
allows
clear
cause
and
effect
with
def
changes.
B
B
B
C
C
I
didn't
waste
a
lot
of
time
doing
acknowledging
and
all
of
that,
so
one
of
the
things
I
did
here
was
to
kind
of
throw
the
facts
at
robin
and
kind
of
make
sure
that
he
is
aware
of
everything
that
we
are
doing
in
terms
of
company
and
in
devsecops,
and
you
will
see
that
a
lot
of
the
times
when
I,
when
I
you
know,
speak
to
customers,
they
have
the
same
feeling.
Well,
gitlab
get
cicd
stm
right.
They
don't
really
recognize
us
in
the
security
frame.
C
Another
thing
I
would
say
is
I
tried
to
use
empathy
right,
so
I
tried
to
not
dismiss
his
objection
in
the
first
and
kind
of
remembered
what
david
said
in
the
in
the
beginning.
That
objection
is
not
equal
to
rejection
and
I
kind
of
went
back
and
you
know
just
make
sure
that
again,
I'm
not
defending
I'm
kind
of
giving
him
all
the
facts.
Upfront
so
he's
aware
of
what
we
are
doing
as
the
devs.
The
cops
company,
so
any
any
questions
here
anything
before
we
move
forward.
B
The
only
thing
I'll
mention
on
here
is
just
that:
just
real
quick
jump
in
is
that
we
talked
about.
You
know,
misunderstanding
early
on.
You
know
why
someone's
somewhat
skeptical
about
what
we're
doing
you
know.
Misunderstanding
miscommunication
is
part
of
that.
So
you
know
in
this
example,
you
know
robin
didn't
know
we
were
a
security
company
and-
or
you
know,
didn't
really
know
what
our
value
was
for
the
security
company.
So
this
is
an
example
of
something.
Maybe
we
didn't.
I
I
have
sorry
I
have
a
quick
one,
I'm
not
sure
if
that
scenario
is
coming,
but
something
you
have
recently
faced
with
a
customer.
The
the
objection
was
yeah,
that's
great,
but
all
of
your
other
competitors
mainly
was
github
saying
the
same.
They
are
saying
the
same.
They
have
the
same
capabilities.
You
are.
I
We
were
competing
against
github,
mainly
in
the
source
code
management
area,
with
some
security
capabilities
and
they
were
like
yeah.
Fine
github
is
sort
of
cheaper
for
us,
I'm
not
sure
about
that
fact
and
and
yeah,
and
they
are
saying
the
same.
So
why
should
I
go
with
with
gitlab
so
yeah?
I'm
not
sure.
If
that
scenario
is
coming
or
is
already
covered.
C
Yeah,
no,
so
we
are
done
with
that.
We
are
actually
done
with
our
role
playing
for
now.
I
would
say
two
things
here,
number
one.
So
if
you
look
at
all
the
techniques,
that's
in
the
handbook
what
github
is
using
they're
using
something
called
flood,
it's
a
fud
technique,
fear
and
uncertainty,
and
doubt
right.
This
is
where
our
competitors
go
in
and
say.
Well,
gitlab
is
telling
you
this.
We
can
do
the
same
and
we
can
do
this
cheaper
right.
So
that's
what
they
are
using.
C
So
in
order
for
for
us
to
now
go
ahead
and
kind
of
you
know,
take
the
foot
the
whole.
You
know
the
fear,
uncertainty
and
doubt
out
of
the
questions
I
would
say
as
an
essay
what
I
have
done
in
the
past,
I've
tried
to
again
lead
with
the
facts
right.
Oh,
this
is
great.
What
else
is
github
telling
you?
Can
you
tell
me
a
little
bit
more
about?
You
know
your
pain
points
in
general
and
I
understand
it's
cheaper,
but
look
at
long
term
right.
What
is
your
like
efficiency?
Look
at
your
dev
efficiency.
C
C
So
essentially
that's
like
asking
more
questions
and
then
you
can
kind
of
go
back
to
lace
to
see
when
you
once
you
get
answers
to
the
question
now.
Two
things
will
happen
here.
Number
one
you
might
say
see
that
github
is
actually
really
you
know
ahead.
They're
already
you
know
doing
testing,
they
have
done
their
pov.
C
B
No,
I
think
I
think
you
you've
covered
that.
Well
again,
it's
just
it's
asking
more
questions.
It's
it's
offering
to
to
to
prove
that
value.
If,
if
you
know,
we've
got
what
they're
actually
looking
for,
we've
got
the
value
and
we
can
prove
that
out.
That's
something
that
we
can
just
you
know,
let's,
let's,
let's
go
toe-to-toe
with
it.
That's
fine.
C
B
H
A
question
all
right
so
so
I
just
wonder
so
we
work
with
the
cells
right
and
then
the
cells
should
do
it
with
the
sar.
Do
like
a
discovery,
or
maybe
we
do
discovery
with
them.
Yep.
So
so
are
these?
Should
these
objections
be
becoming
up
front
or
or
just
as
just
part
of
the
process,
the
sale
process?
How
do
you
see
us
working
with
the
sales?
I
guess.
B
C
Mark
could
do
this
right,
so
exactly
great
question.
Thank
you.
So,
let's
talk
a
little
bit
about.
Where
do
we
really?
You
know:
do
these
utilize
these
techniques
and
do
han
objection
handling
so
before
the
meeting?
What
I
would
typically
do
is
again
gather
a
lot
of
information
about
the
company
and
the
attendees,
your
sdr
style.
They
already
should
have
these
resources.
C
If
not,
I
would
say,
collaborating
with
them
making
sure
you
know
they
get.
They
have
the
personas.
They
know
the
company's
10k,
whether
the
company
have
any
higher
level
initiatives
and
a
lot
of
the
things
that
the
you
know.
The
very
quick
thing
I
do
is
I
go
and
just
look
at
their
job
openings
to
see
if
they
have
any
like
cloud
initiatives
or
any
other
higher
level
initiatives.
C
So
once
I
know
a
little
bit
more
background
about
the
company
and
this,
of
course
you
cannot
do
this
for
every
meeting
right.
You
do
this
for
really
really
strategic
impactful
meetings.
Of
course
we
would
like
to
do
it
for
every
meeting.
However,
of
course,
given
the
bandwidth
make
sure
you're
doing
this
for
every
strategic
meeting
brainstorm
with
yourself
on
the
potential
objections
right.
So,
for
example,
if
you
have
a
similar
profile
of
a
company
like
heb,
you
know
what
kind
of
a
you
know
what
kind
of
pain
points
they
had.
C
C
Also.
Another
thing
I
would
say
is:
if
you
encounter
a
scenario
where
you
don't
know
what
you're
doing
like
you
don't
have
any
idea.
What
they're
asking
about
again
ask
keep
asking
further
questions
where
you
can
get
to
a
point
where
you
can
acknowledge
the
objection
with
empathy,
and
it's
perfectly
fine
to
say
I
don't
know
about
that.
You
know.
Let
me
do
a
parking
lot
on
that
question.
Let
me
get
back
to
you
on
that
question.
That's
perfectly
fine!
C
You
want
to
make
sure
at
the
end
of
the
day
before
you
go
to
a
meeting,
you
are
agreeing
the
success
criteria
for
the
meeting.
For
example,
if
you
go
to
a
demo,
and
the
next
step
is
to
for
you
to
do
deliver
a
hands-on
workshop
with
this
team
make
sure
you're
getting
to
that
objective,
at
least
pitching
that
objective
and
the
fourth
thing
you
know,
of
course,
once
we
practice
a
lot
of
these
techniques,
so
this
is
just
the
tip
of
the
iceberg.
Right
today
we
spoke
about
the
processes.
C
We
spoke
a
little
bit
more
about
techniques.
We
want
this
to
become
our
second
nature,
so
going
forward
I'll
talk
a
little
bit
in
the
next
slide
about
what
we
want
to
do
with
all
our
team
meetings,
but
we
want
this
to
become.
Second,
nature,
so
that,
once
you
hear
an
objection,
you
might
not
know
the
answer,
but
you
might
know
how
to
handle
it
based
on
the
techniques
right.
C
So
looking
at
the
bigger
picture
where
you
want,
you
want
to
reframe
the
conversation
without
going
head-on
and
using
some
of
the
techniques
like
conditional
clothes
that
we
use
and
definitely
you
know,
use
parking
lot
for
these
and
again
after
the
meeting
you
know
follow
up
with
specific
resources,
questions
and
so
on.
And
another
thing
I
did
see
that
was
really
successful
is
just
giving
them
the
next
steps
right
there
and
then
on
right,
so
not
waiting
for
an
email.
C
H
C
E
C
So
you
know
I
I
will
I
I
will
let
david
also
answer
here.
One
of
the
things
I've
done.
You
know
in
the
past
the
same
thing
right
followers
they
are
putting
meetings
on
our
calendar.
I
actually
had
a
preset
list
of
discovery,
questions
for
them
like
10
questions,
and
we
do
have
that.
I
don't
know
if
you
have
seen
that
yet
you
go,
but
we
do
have
that
and
you
kind
of
send
them
that
and
say
hey,
I'm
happy
to
take
this
meeting,
but.
E
I've
sent
them
handbook
docs
and
all
that.
Yes,
I'm
aware
I'm
just
trying
to
find
a
balance.
My
point
ration
is,
I
love
it
right.
Like
that's
my
dream,
and
I
think
I
think
shortly.
Your
answer
is
that
yeah,
let's
at
least
adopt
this
on
the
really
strategic
opportunities
right.
We're
obviously
not
gonna,
follow
through
this
in
every
single
one.
Okay,.
C
Yeah
also,
I
would
say
that
try
your
you
know.
I
think
at
that
point
you
kind
of
become
like
a
parent.
If
somebody
sends
you
a
meeting,
I
would
send
them
those
questionnaire,
or
I
would
ask
those
questions
again
and
again.
There'll
be
a
point,
and
this
comes
with
habit.
There'll
be
a
point
where
they
will
think
about
hey.
I
have
to
now
send
you
to
a
meeting.
Do
I
really
want
that
pushback
or
should
I
just
send
him
this
information
upfront
right?
C
Not
every
sdr
is
going
to
do
that
with
you
and
not
they
will
they
won't
be
doing
that
for
every
company,
but
I
would
also
say
don't
be
afraid
to
reject
meetings
where
it
doesn't
make
sense
right,
because
a
lot
of
the
times
what
we
are
seeing,
the
essays
are
pulled
into
qualification
much
much
earlier
and
look
at
our
ratio,
it's
2.5
to
1
right.
So
it's
it's
also
our
time
when
we
are
asking
you
all
to
say:
hey,
let's
strategize,
you
need
that
time
to
strategize
right
rather
than
wasting
on
these
unqualified
meanings.
C
E
E
Both
both
because
the
customer,
because
of
the
nature,
I
think,
especially
of
the
nature
of
a
level
of
contact,
the
customers
speaking
the
sdrs,
at
least
in
my
region.
They
are
very
much
ce
users
in
vast
majority
right.
They
are.
They
are
versed
on
t
lab
and
then,
when
the
sdr
lens
that
the
opportunity
or
deficiency
opportunity,
but
that
the
lead
a
bunch
of
technical
questions,
flood
them
and
then
they
go
into
desperate
mode,
and
the
answer
is:
oh
yeah.
E
No,
let
me
get
my
technical
guy
on
the
phone
for
you
right,
so
it
sounds
like
our
workforce,
at
least
in
my
patch.
It's
not
objectively
handling
right
using
objection
handling,
I
should
say
objectively
using
objection
handling
in
a
way
that
says:
hey,
let's
hold
on
your
horses
right.
Let
me
try
to
understand
more
of
the
business
problems
you're
trying
to
solve.
E
Let
me
let
me
let
me
not
freak
out,
because
you
have
you're
throwing
these
soup
letters
on
me
where
you're
talking
about
all
those
things
that
I
have
no
clue
what
they
are
right
and
then
yes,
I'm
gonna
bite
your
request
and
say
yup.
My
solutions
are
gonna.
Have
a
meeting
right
away
and
then,
when
I
get
up
in
a
meeting
as
a
solutions,
architect
right,
I
am
doing
a
very
basic
discovery
in
them
with
the
same
at
the
same
time,
right
and
then
sometimes
there
is
like
wild
expectations
of
like
yeah.
E
Just
let's
give
you
an
end-to-end
demo
based
on
what
like,
why
did
why?
What
is
that?
Really?
Oh
yeah,
and
then
they
are
using
jenkins,
github
and
there's
this
laundry
list
that
they
fulfilled
the
requirements,
but
we
don't
get
to
the
to
the
bottom
of
it
until
like
two
three
four
meetings
later,
you
know
what
I
mean,
I
think
it's
more
of
a
combination
of
the
mindset
of
the
customer.
E
You
know
show
me
this
and
you
know
a
poor
handling
on
the
early
cycle
of
like
yeah.
We
can.
We
absolutely
would
be
happy
to
show
you
this,
but
let's
understand
why
the?
Why
is
where
you're,
at
how
many,
how
many
teams
you're
talking
about?
Why
are
you
talking
about
you're
thinking
about
rolling
up
this
entire
organization?
You
think
about
rolling
into
just
a
specific
business
unit,
what
problems
you're
trying
to
solve
right.
All
that
context
doesn't
come
with
my
qualifications.
D
E
B
It
because
this
is
absolutely
valid.
We've
only
got
three
minutes
left
in
this
meeting
and
I
think
so
in
the
process
we
learned
today.
Can
we
put
this
on
a
parking
lot?
Can
we
talk
about
this
in
an
upcoming
meeting,
because
I
think
this
would
be
valid
for
everyone
to
learn
about.
So
I
don't
know
if
we
want
to
make
this
a
topic
of
another.
You
know
cs
exchange,
something
on
those
lines
or
put
into
another
meeting,
but
absolutely
I
think
we
want
to
make
sure
to
address.
That
is
that.
C
E
So
so
here's
my
suggestion
really
quickly.
I
think
we
are
at
gear
lab
in
general
we
are-
and
I
I've
discussed
this-
that's
not
even
my
realization.
Someone
else
is,
I'm
not
going
to
call
anybody
out,
but
anyhow,
and
then
I
agree
with
that
realization.
I
think
we
are
focusing
very
much
on
specializations
right
this
message
with
us.
It's
great,
it's
not
bad,
but
I
think
we
need
to
focus
on
cross
messaging
how
about
instead,
talking
about
this
subject
with
the
s
eggs
with
the
s
c
s
right,
but
how?
If
what?
C
Little
bit
more
about
enterprise
meeting
also,
I
do
think
that
we
as
essays.
We
need
to
push
back
with
empathy
a
little
bit
more
right
and
really
ask
those
questions,
because
we
don't
do
that
enough
and
that's
my
experience.
That's
been
right
cool,
so
I'm
gonna
move
forward.
I
do
have
just
quick
slides
to
cover,
so
you
know
in
true
sense
next
step.
So
what
is
our
next
step?
So
we
are
going
to
facilitate
objection,
handling
exercise
for
you
all
in
the
team
meetings.
So
what?
What
is
that
going
to
be
like
really
really
simple?
C
We
are
going
to
handle?
We
have
some
list
of
objections.
We
got
from
the
field,
that's
there
here
in
the
handbook.
We
will
use
some
randomized
method
to
kind
of
pick
the
objection
and
a
volunteer,
we're
not
going
to
wall
and
told
people
here
to
handle
that
objection
given
like,
let's
say
in
five
minutes,
they
will
handle
the
objection
and
then
we
will
have
the
rest
of
the
team
give
feedback
at
the
end
of
the
exercise.
C
The
objective
of
this
exercise
will
be
to
come
up
with
a
list
of
objections
that
we
see
pretty
frequently
from
our
customers
and
then
to
come
up
with
really
great
responses
that
we
can
distribute
to
the
field
right.
So
we're
not
kind
of
read
like
reinventing
the
wheel,
so
that's
something
we'll
be
doing
we'll
be
starting
with
the
u.s
enterprise.
Emea,
apac,
all
of
the
essay
teams
and
I'll
be
happy
to
collaborate
with
the
other
cs
teams
as
well.
To
do
this
exercise
right
so
now
going
back
to
my,
I
think,
that's
all
right.
C
So
these
are
some
of
the
resources
again,
there's
a
lot
going
on
here.
We
have
linkedin
courses
a
lot
of
things
going
on
the
the
only
thing
I
would
say
is
practice
right
practice
makes
habit,
and
you
know
we
have
to
practice
this.
So
please
make
sure
if
you
face
any
objections,
write
it
down,
so
you
can
share
it
with
us
right,
so
we
can
practice
it
together
as
a
team.