The short answer
Treat it as real. Ask who is on the team, what each person will care about and how they usually decide. Help your contact with a short summary they can share, and ask whether it would help if you joined for part of the conversation.
The example exchanges on this page use a seller offering project management software to a design agency where the partners decide together.
What they actually say
The words change; the objection doesn’t. All of these belong on this page:
- “I need to speak with my team.”
- “We decide these things together.”
- “I’ll run it past the others.”
- “Let me see what the team thinks.”
- “It’s a group decision.”
What it usually means
Usually true: many decisions involve several people. What matters is who, and what each will ask.
A real group decision
Several people must agree.
How to tell: They can name who and how.
They need allies
Your contact likes it but wants support before proposing it.
How to tell: “I think they’d like it, but…”
A soft exit
Easier than saying no.
How to tell: Vague about who the team is and when they will meet.
Prevent it earlier in the call
The best answer to this objection is usually given before it is raised.
Map the decision early
“Who else would be involved?” before you get to price.
Offer a group session
Suggest including the others earlier, before the contact has to relay everything.
The core move
Whatever style you sell in, the skeleton is the same.
Treat it as real
“Of course. It makes sense to decide together.”
Ask who and how
“Who’s on the team, and how do you usually decide?”
Ask what each will care about
Cost for one, workload for another.
Help your contact prepare
A short summary in their figures, and answers to the likely questions.
Ask to join
“Would it help if I came for ten minutes to answer questions?”
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.
Answer-Led Questioning
Answer-Led Questioning prepares the contact for each team member’s questions.
Example
BuyerI need to speak with my team.
SellerOf course. Who’s on it?
BuyerThe other two partners.
SellerWhat will each of them want to know first?
Why it works. The contact walks into the meeting with answers ready.
Where it breaks. Help them make their own case. Do not script them.
Ethical / Consultative
Ethical / Consultative helps the contact present a fair case, including the limits.
Example
BuyerWe decide these things together.
SellerMakes sense. Would a one-page summary help, including what it doesn’t do?
BuyerYes, that would be useful.
SellerI’ll send it today. Would it help if I joined for questions?
Why it works. An honest summary is easier to defend in the room.
Where it breaks. Still ask to join. A summary alone leaves the case to chance.
Structured Objection Work
Structured Objection Work checks whether the team is the only step.
Example
BuyerI’ll run it past the others.
SellerSure. If they’re happy, is there anything else in the way?
BuyerNo, that’s it.
SellerThen let’s make it easy. When do you all meet?
Why it works. Confirming it is the only step turns the team meeting into a clear next action.
Where it breaks. If another objection surfaces, handle it first.
Calm Authority
Calm Authority respects the process and offers help once.
Example
BuyerIt’s a group decision.
SellerOf course. When do you meet?
BuyerThursdays.
SellerI’m happy to join for ten minutes if useful. Otherwise I’ll call you Friday to hear how it went.
Why it works. A calm offer plus a specific follow-up keeps things moving without pressure.
Where it breaks. Pin the Friday follow-up. “I’ll hear from you” rarely happens.
Mistakes to avoid
Going around your contact
Contacting the other partners without them damages trust.
Sending a long deck
The team needs a short case, not a brochure.
Accepting “I’ll let you know”
Agree when you will hear how it went.
Assuming it is a brush-off
Most team decisions are real.
When to stop
If the team decides no, accept it and ask what swayed them. It helps you, and it leaves the door open.
Practise it with Selly
Reading about an objection and answering one out loud are different skills. Three short reps:
Rep 1: who and how
Choose Answer-Led Questioning. Ask who is on the team and what each will want to know.
Rep 2: the honest summary
Choose Ethical / Consultative. Offer a short summary including limits, and ask to join.
Rep 3: the follow-up date
Choose Calm Authority. Agree when you will hear how the team meeting went.
What Selly scores: Selly scores whether you found out who decides and what they will ask, and ended with a specific next step. “I’ll let you know” scores low on the close. Claims your contact passes on that you cannot support fail the call outright.
Questions
How is this different from “I need to run it by my boss”?
A boss approves; a team decides together. You often need to address several people’s concerns, not one person’s sign-off.
Should I ask to present to the whole team?
Offer it. Many teams prefer a short session with the seller to relaying everything second-hand.
What if my contact will not say who is on the team?
Ask how decisions like this are usually made. Roles are enough.