Adaptability – Our Prime Directive
SELLING VALUE
–A Thirteen-Part Series–
Part Six
The Third Approach
by
Bob Marshall
September 30th, 2025
PART SIX
The Third Approach
Third, and finally, if the objection surfaces again—and you determine it’s genuine rather than just hesitation—you’re likely dealing with a true condition. At this point, your job is not to bulldoze through, but to engage thoughtfully and constructively.
Here’s how:
- Recognize it’s real.
If the hiring manager brings it up again, stop talking and listen. This isn’t resistance anymore; it’s a legitimate concern or requirement for working with this client.
- Seek clarity.
After you’ve heard them out, probe gently to understand the “why” behind the objection. Use questions such as:- “Just to clarify my thinking, [Name], what brought that to your mind at this time?”
- “Help me understand, [Name]—what makes that such a critical issue right now?”
This moves the discussion from surface-level pushback into a deeper dialogue where you can uncover the real drivers.
- Provide a complete answer.
Once you understand the concern, address it fully. Don’t shortcut your response—give them context, evidence, and options that demonstrate you’ve heard them and are solving the right problem.
- Confirm resolution.
Ask for alignment: “That clears it up, doesn’t it?” or “Does that address your concern?” Confirmation makes sure you haven’t just talked at them—you’ve actually resolved the issue.
- Stay diplomatic.
Maintain professionalism, even if you disagree. Respect builds trust, and trust builds long-term relationships.
- Never argue.
Arguments may “win the point” but they always lose the relationship. Don’t fall into the trap of debating.
- Don’t aim to win—aim to help.
Your role is as a trusted advisor, not a salesperson pushing for victory. Position yourself as a partner invested in their success.
A Real-World Example
A recruiter I coached ran into this exact situation with a manufacturing client. The hiring manager kept insisting: “We only hire candidates with Big Four accounting backgrounds.” The recruiter could have walked away, thinking this was non-negotiable.
Instead, she paused and asked: “Help me understand—what makes Big Four experience such a must-have for you right now?”
It turned out the HM wasn’t married to the Big Four name itself—what he really wanted was rigorous financial training and proven problem-solving skills. That opened the door for the recruiter to present two stellar candidates from mid-sized firms who had those very strengths.
One was hired within weeks. If she had treated that objection as a wall instead of a window, she would have lost the placement.
When recruiters give up at the first sign of resistance, both sides lose. The hiring manager doesn’t get the information needed to make an informed decision, and you miss the opportunity to deliver value. Remember—the objective isn’t to bulldoze through every hesitation. The objective is to make the right placement, fill the order, and build a partnership that lasts.
Next week: Part Seven – Common Recruiting Objections – The First Four
My Best,
Bob
Bob Marshall began his recruiting career over 45 years ago at MR in Reno, NV. In 1986 he established The Bob Marshall Group, International, where he has trained recruiters throughout the United States and also in the United Kingdom, Malta and Cyprus. With a dedication to executive recruiting, he continues to offer his proven training systems to individuals, firms, and private corporations both domestic and in select international territories. To learn more about his activities and descriptions of his products and services, contact him directly @770-898-5550/470-456-0386(cell); bob@themarshallplan.org; or visit his website @ www.TheMarshallPlan.org.
Bob Marshall
President
TBMG, International
247 Bryans Drive, Suite 100
McDonough, GA 30252-2513
770-898-5550