On the latest episode of CBT Now, we’re joined by Matt Easton, sales coach and founder of Easton University, to discuss one of the most overlooked yet transformative approaches in sales: eliminating objections before they ever happen. Easton challenges conventional sales techniques and introduces a consultative, confidence-driven framework that helps sales professionals build trust, close faster, and rise above the competition.
“The way to not do it is to talk about how great we are. The way to do it is to talk about why other people have felt the same way they felt and have come to us—and let them talk about their situation.”
It is important to note that salespeople often fall into the trap of instantly responding to a prospect’s concerns with enthusiasm, reassurance, and promises. But according to Easton, this “salesy” approach can backfire by making buyers feel unheard or manipulated. “Your customer can’t tell who’s who,” Easton warns. “Even if you’re the good guy, if you respond like everyone else, they assume you’re just telling them what they want to hear.”
Instead, Easton recommends slowing down and planting what he calls a “seed of confidence.” This involves listening carefully for concerns and shifting the conversation to highlight how others with the same problem have found success working with you. For example, instead of saying “We don’t do that,” a rep might say: “It’s interesting you bring that up. That’s actually one of the number one reasons people come to us.” This tactic builds credibility while moving the focus away from the seller and toward third-party validation.
Easton likens this to the concept behind the movie Inception—planting an idea in the buyer’s mind that leads them to feel confident in choosing you, without being pushed. The idea is to “triangulate,” using other customers’ experiences to establish trust. “I’m not talking about me,” Easton explains. “I’m talking about the reasons why people do business with us.”
By turning the prospect into the one painting the picture—explaining what they need and what went wrong elsewhere—the salesperson becomes a trusted advisor. Easton emphasizes that when the customer outlines their specific concerns, timelines, and expectations, the rep can then frame their recommendation based directly on those details, making it feel natural and tailored.
Easton closes with a key insight: nearly every salesperson will “swing at the pitch” by trying to solve the objection on the spot. But those who pause, ask the right follow-up questions, and let the buyer feel heard will stand out in a crowded market.
