The fastest way to lose control of a consultation is to answer an objection before you understand it. Here are a few typical scenarios:
- A patient says, "It's too expensive." Before they finish the sentence, the provider is already offering a discount. A patient says, "I need to talk to my spouse." The patient care coordinator immediately responds, "Absolutely, take your time."
- A patient says, "I'm worried about downtime." The provider launches into a detailed explanation of the recovery process.
Most people in general, let alone aesthetic medicine, listen and respond or react vs. listening, acknowledging, and then asking questions. That is where the disconnect is every time.
Related: Why "I Need to Think About It" Is Costing Your Practice Thousands in Lost Revenue
The first objection is rarely the real objection
One of the biggest mistakes I see in aesthetic practices is responding to objections before understanding what is driving them. The moment a patient raises a concern, many providers jump into explanation mode. They justify the investment, explain the procedure, discuss financing, or reassure the patient.
The first objection patients give you is often not the real objection. It's simply the easiest one to say out loud.
When providers answer too quickly, they often end up solving the wrong problem.
When my team and I work with practices, this is why we teach the LAER model: Listen, Acknowledge, Explore, Respond.
Most practices skip straight to the response. But the most important step is exploration. Before you respond, figure out what the patient is concerned about.
Use LAER to Uncover the Real Concern
If a patient says, "It's too expensive," or gives any objection, it's due to one thing and one thing only. You did not get to their emotional need or ask enough questions about their feelings and why, so they don't see the value.
Most providers assume the issue is money. Maybe it is. But it could also be uncertainty about the outcome, downtime, pain, fear of making the wrong decision, or comparison shopping.
Instead of immediately responding, you need to acknowledge and continue asking questions. How does xyz make you feel? If I asked you on a scale from 1-10 how committed you are to not feeling this way anymore, what would you say?
Then, "Help me understand. What I heard you saying is you feel ... .and you are committed to getting the outcome you want. So, I’m confused.” It's never really about the money if they truly want to improve how they feel.
If a patient says, "I need to talk to my spouse," don't assume they're asking for permission. Ask: "What part of the decision do you feel you need their input on?" You may discover the concern is financial. It may be scheduling. It may be a lack of confidence in moving forward. Until you ask a series of questions to uncover the real concern, you’re making assumptions.
Downtime is another common example. A patient says, "I'm worried about downtime." Most providers immediately explain recovery. Instead, say: "Tell me more about that." Then follow with: “What specifically concerns you about the recovery process?"
The answer might have nothing to do with downtime itself. They may have an upcoming wedding, an important work commitment, childcare responsibilities, or concerns about looking bruised in public.
Strong objection handling isn't about having the perfect answer. It's about asking the right question.
As I mentioned in my last column, patients make buying decisions emotionally and justify them logically. Objections are often a signal that the patient needs more clarity, more confidence, or more information before deciding.
High-performing consultations are built on questioning, listening, and curiosity. Patients should be doing most of the talking. Your role is to guide the conversation, uncover concerns, and help patients make informed decisions that align with their goals.
The next time a patient raises an objection, resist the urge to jump in with an answer. Pause and use the LAER model: listen, acknowledge, explore, and then respond.
When you answer too quickly, you may solve the wrong problem. And when you solve the wrong problem, the patient may leave without moving forward.
The practices that consistently achieve consultation conversion rates of 70% or higher understand that objection handling isn't about persuasion or selling harder. It's about understanding what the patient is really trying to tell you.
