The short answer
Believe them, and ask for help instead of a pitch. “Who would look after this?” Then ask what that person cares about and whether your contact would mind you mentioning the conversation, or introducing you. Keep it short: you are asking a favour.
The example exchanges on this page use a seller offering scheduling software to a receptionist at a physiotherapy clinic, where the practice manager chooses suppliers.
What they actually say
The words change; the objection doesn’t. All of these belong on this page:
- “I’m not the right person.”
- “That’s not really my area.”
- “You’d need to speak to someone else.”
- “I don’t deal with that.”
- “I just work here.”
- “Try head office.”
What it usually means
Most of the time they are simply not the decision-maker. What matters is whether they will point you to the person who is.
They really are the wrong person
The decision sits with someone else, and they have no reason to be involved.
How to tell: They can name the right role straight away.
A polite way to end the call
They are involved but not interested, and this is easier than saying no.
How to tell: They cannot or will not say who else would handle it.
They influence but do not decide
They use the tool every day and would have a say, but the budget is elsewhere.
How to tell: They describe the problem in detail before sending you on.
They are protecting someone’s time
Gatekeeping is part of the job.
How to tell: “Can you send it to me and I’ll pass it on?”
Prevent it earlier in the call
The best answer to this objection is usually given before it is raised.
Research the role before the call
A minute on the company website often shows who runs operations, purchasing or the team you help.
Ask early, not late
“Is this something you look after, or would someone else?” in the first minute saves a wasted pitch.
Make the opening about a problem they see
Even if they do not decide, a problem they recognise makes them willing to help.
The core move
Whatever style you sell in, the skeleton is the same.
Thank them
“Thanks for saying so, that saves us both time.”
Ask who is
“Who would normally look after this?” A role is enough if they will not give a name.
Ask what that person cares about
“What’s on their plate at the moment?” gives you a better opening for the real call.
Ask about their own view
If they see the problem day to day, their view is worth hearing, and worth mentioning later with permission.
Ask for an introduction, or permission to mention them
“Would you mind if I said we spoke?” A warm mention beats a cold call.
How each style handles it
The selling styles in Coach agree on the skeleton and disagree on almost everything else: tone, pace, and how hard to push. Here is the same objection through four of them.
Ethical / Consultative
Ethical / Consultative treats the contact as someone who can help, not an obstacle, and asks for advice rather than access.
Example
BuyerI’m not the right person for that.
SellerThanks, that’s helpful. Who would usually look after booking systems?
BuyerThat’d be Claire, the practice manager.
SellerAnd from where you sit, is booking something that causes headaches?
Why it works. Asking for their view turns a dead end into useful information for the next call.
Where it breaks. Keep it brief. You are on their time, and they owe you nothing.
Permission & Disqualify
Permission & Disqualify accepts the answer immediately and asks one permission-based question before ending the call.
Example
BuyerThat’s not really my area.
SellerNo problem. Before I go, would it be all right to ask who it would be?
BuyerOur operations lead, Dev.
SellerThanks. Would you mind if I told Dev we spoke?
Why it works. Low pressure makes a polite yes more likely than a defensive no.
Where it breaks. If they decline to name anyone, let it go. Pressing a gatekeeper rarely helps.
Question-Led Discovery
Question-Led Discovery checks whether the contact is an influencer who could shape the decision.
Example
BuyerYou’d need to speak to someone else.
SellerUnderstood. Are you the one who uses the booking screen every day?
BuyerYes, all day.
SellerThen your view matters. What’s the most annoying part of it?
Why it works. Users often know the problem better than the decision-maker, and their input strengthens the real conversation.
Where it breaks. Do not pitch to them as if they decide. Be clear the next step is with the decision-maker.
Calm Authority
Calm Authority does not argue with the brush-off. It asks one clear question and leaves.
Example
BuyerI don’t deal with that.
SellerFair enough. Who does?
BuyerThe owner, but he’s hard to get hold of.
SellerUnderstood. What’s the best time to catch him?
Why it works. Short, relaxed questions sound like a professional doing their job, not someone trying to get past.
Where it breaks. Brevity can sound curt. Keep the tone warm.
Mistakes to avoid
Pitching anyway
Explaining the product to someone who has told you they do not decide wastes their time and your goodwill.
Pretending you were referred
Saying “Claire asked me to call” when she did not is a false claim, and it will come out.
Asking for personal contact details
A role, a name and the main company line are enough. Do not push for a mobile number.
Ignoring what they told you
Their view of the problem is useful. Use it (with permission) on the real call.
When to stop
If they will not say who handles it, thank them and end the call. Try another route, such as the company website, rather than asking again.
Practise it with Selly
Reading about an objection and answering one out loud are different skills. Three short reps:
Rep 1: thank and ask
Choose Permission & Disqualify. When the buyer says they are the wrong person, thank them and ask who is, in one sentence.
Rep 2: get their view
Choose Question-Led Discovery. Before ending, ask one question about the problem from where they sit.
Rep 3: the warm mention
Choose Ethical / Consultative. Ask whether you can mention the conversation when you contact the right person.
What Selly scores: Selly scores whether you respected the answer, found out who handles it and ended politely. Pitching after being told you have the wrong person scores low. Claiming a referral that did not happen fails the call outright.
Questions
Should I ask for the decision-maker’s email address?
Ask for a name and role. If they offer contact details, fine; if not, use public channels.
What if they say “send it to me and I’ll pass it on”?
Say yes if they genuinely offer, keep it short, and ask who it will go to so you can follow up properly.
Is it all right to mention their name?
Only with permission. Ask: “Would you mind if I said we spoke?”