Absolutely. I would write Step 6 as the natural continuation of Step 5, using Never Split the Difference selectively and keeping the EVUNN philosophy focused on understanding resistance rather than overcoming objections.

STEP 6 — FOLLOW UP & HANDLE RESISTANCE

The Problem We’re Solving

“The customer hasn’t said yes yet. I don’t know whether to follow up, what to say when they hesitate, or how to respond when they raise concerns without becoming pushy.”

In Step 5, you presented your offer.

You connected your recommendation to the customer’s diagnosed opportunity.

You explained the value.

You discussed the investment.

You asked for a decision.

But the customer didn’t necessarily say:

“Yes. Let’s do it.”

They may have said:

“Let me think about it.”

“It’s too expensive.”

“I need to speak to my partner.”

“Can you send me more information?”

“Now isn’t the right time.”

“I’ll get back to you.”

Or they may have simply stopped responding.

This is where many experts get stuck.

They either:

Chase the customer

or

Give up too quickly.

They send:

“Just checking in.”

Then:

“Any update?”

Then:

“I haven’t heard back from you.”

Eventually, the opportunity disappears.

But the problem isn’t necessarily that the customer said no.

The problem is that something remains unresolved.

Your job in Step 6 is to find out what that is.

You need to determine:

What is preventing movement?

And:

Is this opportunity still worth pursuing?

THE EVUNN MINDSET SHIFT

From “I need to overcome their objection” → “I need to understand what is preventing the decision.”

When a customer says:

“It’s too expensive.”

Your instinct may be to defend your price.

When they say:

“I need to think about it.”

You may immediately try to persuade them.

When they go silent, you may send another message.

But you don’t yet know what the resistance actually means.

“Too expensive” could mean:

• They don’t see enough value.

• They genuinely don’t have the budget.

• They are comparing alternatives.

• They don’t trust the expected outcome.

• The problem isn’t important enough.

• They want a lower price.

“Let me think about it” could mean:

• They need more information.

• They need another decision-maker.

• They have an unresolved concern.

• They aren’t convinced.

• They aren’t ready.

• They don’t want to say no directly.

You don’t know until you investigate.

So don’t rush to overcome resistance.

Resistance is information.

📖 RECOMMENDED BOOK

Never Split the Difference

Author: Chris Voss

The Big Idea

When a customer hesitates or resists, your first instinct may be to persuade them.

But persuasion before understanding can make resistance worse.

A better approach is to:

Listen

↓

Understand

↓

Label

↓

Ask

↓

Clarify

↓

Discover what is really happening

↓

Determine the appropriate next step

That is where Never Split the Difference becomes useful.

You are not reading it to become a professional negotiator.

You are extracting the techniques that help you navigate difficult customer conversations.

The most relevant ideas for EVUNN are:

• Tactical empathy

• Mirroring

• Labelling

• Making it safe to say no

• Calibrated questions

• Summarising

• Discovering hidden information

• Securing follow-through

What Business Problem Does This Book Solve?

“The customer is hesitating or resisting, but I don’t know what is really behind the resistance or how to move the conversation forward.”

A weak response looks like this:

Customer:
“Your price is too high.”

Expert:
“But we’re actually very affordable compared with other providers.”

The expert has defended the offer without understanding the concern.

A better response is:

“It sounds like the investment is a significant concern.”

Then listen.

The customer might explain:

“It’s not actually the amount. We have already committed this quarter’s budget elsewhere.”

Now you know something completely different.

The goal is not to have the perfect response to every objection.

The goal is to discover what is actually happening.

SHOULD I READ IT NOW?

YES — BUT SELECTIVELY.

You do not need to read the entire book before completing this step.

Your objective is:

“Learn how to understand resistance, uncover hidden concerns, ask better questions and create clear next steps without becoming defensive or pushy.”

WHICH PARTS MATTER MOST?

CHAPTER 2 — BE A MIRROR

IMPORTANT

Mirroring encourages the other person to continue talking.

Customer:

“We’re not ready to move forward yet.”

You:

“Not ready yet?”

Then stop.

Let them explain.

The important EVUNN lesson isn’t simply the technique.

It is the discipline of not rushing to fill silence with your own explanation.

CHAPTER 3 — DON’T FEEL THEIR PAIN, LABEL IT

ESSENTIAL

This is one of the most useful chapters for Step 6.

Instead of immediately solving the customer’s concern, acknowledge what appears to be happening.

For example:

“It sounds like the timing is the main concern.”

“It seems like you’re uncertain whether the investment is justified.”

“It sounds like you need another person involved before making the decision.”

Then allow the customer to respond.

They can:

Confirm

Correct

Clarify

That gives you information.

EVUNN APPLICATION

Resistance → Label → Listen → Understand

Not:

Resistance → Defend → Persuade

CHAPTER 4 — BEWARE “YES”—MASTER “NO”

ESSENTIAL

A customer saying:

“Yes, that sounds good.”

doesn’t necessarily mean they are committed.

Sometimes people say yes simply to end a conversation.

A clear no can actually be more useful because it allows the real issue to surface.

The EVUNN lesson:

Make it safe for the customer to disagree with you.

You want honest information.

Not polite agreement.

CHAPTER 5 — TRIGGER THE TWO WORDS THAT IMMEDIATELY TRANSFORM ANY NEGOTIATION

IMPORTANT

The two words are:

“That’s right.”

The principle is simple:

Summarise before you persuade.

For example:

“So, if I’ve understood you correctly, you don’t disagree that the problem needs to be solved. Your concern is whether now is the right time to make the investment.”

Then listen.

If the customer responds:

“That’s right.”

you have evidence that you understand their position.

That creates a stronger foundation for the next step.

CHAPTER 7 — CREATE THE ILLUSION OF CONTROL

ESSENTIAL

Use calibrated questions to help the customer think through the situation rather than telling them what they should do.

For example:

“What would need to happen for you to feel comfortable moving forward?”

“How would you like to handle this?”

“What do you think the next step should be?”

“What would make this workable for you?”

The objective is not manipulation.

It is to make the customer an active participant in resolving the decision.

CHAPTER 8 — GUARANTEE EXECUTION

IMPORTANT

A decision isn’t the same thing as execution.

A customer can say:

“Yes.”

and still never:

• Pay

• Sign

• Schedule

• Provide information

• Start

• Implement

So once a commitment is made, make the next action concrete.

For example:

“Great. I’ll send the agreement today. Once it’s signed, we’ll schedule our first session.”

The EVUNN principle:

Don’t leave commitments vague.

CHAPTER 10 — FIND THE BLACK SWAN

ESSENTIAL

Sometimes the reason a customer isn’t moving is something you don’t know exists.

You think:

“The price is too high.”

But the real issue is:

Their budget has been frozen.

You think:

“They need more information.”

But the real issue is:

Their partner doesn’t trust the solution.

You think:

“They’re not interested.”

But the real issue is:

They’re waiting for another event before acting.

The lesson:

Don’t assume you know why the customer is hesitating.

Investigate.

WHAT SHOULD I SKIP FOR NOW?

Chapter 1 — The New Rules

SKIM

Useful context, but not essential to completing the execution task.

Chapter 6 — Bend Their Reality

SKIM

Useful for understanding perception, value and fairness, but don’t make psychological persuasion a core EVUNN lesson.

Chapter 9 — Bargain Hard

SKIP FOR NOW

This is more relevant to formal negotiation and price bargaining.

If the learner later needs advanced negotiation skills, they can return to it.

YOUR EVUNN ACTION

FOLLOW UP & HANDLE RESISTANCE

Now return to the opportunities from Step 5 that have not yet moved to a clear decision.

Your objective is not to chase them.

Your objective is to determine:

“Why hasn’t this opportunity moved forward?”

1. REVIEW THE LAST COMMITMENT

Return to your Step 5 record.

What did the customer last agree to?

For example:

• Review the proposal

• Speak to a partner

• Discuss internally

• Provide information

• Schedule another meeting

• Make a decision

• Start the engagement

Then ask:

“What was supposed to happen next?”

Your follow-up should connect to that commitment.

2. IDENTIFY THE UNRESOLVED ISSUE

Ask:

“What might currently be preventing movement?”

Consider:

VALUE

They don’t see enough value.

PRICE

The investment is a concern.

TIMING

The problem isn’t urgent enough.

TRUST

They aren’t confident in you or the solution.

FIT

The offer may not actually be appropriate.

AUTHORITY

Someone else needs to decide.

INFORMATION

They still have unanswered questions.

RISK

They are afraid of making the wrong decision.

PRIORITY

Something else matters more right now.

NO REAL NEED

The opportunity may not actually be strong.

Don’t treat these as conclusions.

They are hypotheses to investigate.

3. REOPEN THE CONVERSATION WITHOUT CHASING

Avoid:

“Just checking in.”

Instead, connect your follow-up to something the customer actually said.

For example:

“When we spoke, you mentioned that your main concern was getting your acquisition process working consistently. I wanted to check whether that is still a priority for you.”

Or:

“When we last spoke, you wanted to discuss the proposal with your partner. Were you able to have that conversation?”

Your follow-up should have context and purpose.

4. LISTEN FOR THE REAL CONCERN

If the customer says:

“It’s too expensive.”

Don’t immediately defend your price.

Ask:

“What makes the investment difficult?”

Or:

“Is the concern the amount itself, or whether the expected outcome justifies the investment?”

Then listen.

5. LABEL THE CONCERN

Use what you have learned.

For example:

“It sounds like you’re not questioning whether the problem exists. You’re unsure whether now is the right time to invest in solving it.”

Then stop.

Allow the customer to respond.

They may say:

“Exactly.”

Or:

“Not quite.”

Both answers are useful.

6. ASK A CALIBRATED QUESTION

Once you understand the concern, ask a question that helps the customer think through it.

Examples:

“What would need to happen for this to become a priority?”

“What would make you comfortable moving forward?”

“What is the biggest thing preventing you from deciding?”

“How would you like to approach this?”

“What would need to change for this to work?”

The goal isn’t to trap the customer.

It is to understand what needs to happen next.

7. DETERMINE WHETHER THE CONCERN IS SOLVABLE

Not every resistance should be overcome.

Ask:

Can this reasonably be addressed?

If yes:

Address it.

If more information is needed:

Provide it.

If another decision-maker is needed:

Bring them in.

If the offer needs clarification:

Clarify it.

If timing is wrong:

Agree on a realistic future point.

If the customer genuinely doesn’t want the solution:

Accept the no.

Your goal is not to keep every opportunity alive.

8. DO NOT DISCOUNT AUTOMATICALLY

If someone says:

“It’s too expensive.”

Don’t immediately say:

“I can give you a discount.”

First understand the concern.

Ask:

“Compared with what?”

or:

“What makes the investment difficult?”

or:

“What would you need to see to feel that the investment is justified?”

Price may not actually be the problem.

And if price genuinely is the problem, determine whether the appropriate response is:

• Changing scope

• Changing timing

• Changing payment structure

• Changing the offer

• Or disqualifying the opportunity

Don’t negotiate against yourself.

9. FOLLOW UP WITH A PURPOSE

Every follow-up should have a reason.

Good reasons include:

• A promised document

• A scheduled decision

• A proposal review

• An unanswered question

• New information

• A decision-maker becoming available

• An agreed follow-up date

• A change in the customer’s situation

Use:

Context

↓

Reason for contacting

↓

Useful information or question

↓

Clear next step

10. KNOW WHEN TO STOP

Persistence does not mean pursuing someone forever.

If the customer:

• Has clearly declined

• Repeatedly says it isn’t a priority

• Stops engaging despite reasonable follow-up

• Isn’t a fit

• Cannot justify the investment

• Doesn’t have a meaningful need

then stop pursuing the opportunity.

A clean no is better than a permanent maybe.

11. CLASSIFY THE OUTCOME

After follow-up, classify the opportunity.

READY

The concern has been resolved and the customer is ready.

ACTIVE

The opportunity remains real and a specific next step exists.

NURTURE

The problem is real, but the timing isn’t right.

NEEDS MORE INFORMATION

The customer needs something specific before deciding.

DECISION-MAKER REQUIRED

Another person needs to be involved.

NOT A FIT

The opportunity should be disqualified.

LOST

The customer has decided not to proceed.

This prevents your pipeline from becoming a collection of forgotten “maybe” opportunities.

12. DOCUMENT WHAT YOU LEARNED

For every follow-up, record:

Customer’s Concern

What the Concern Actually Means

Evidence

Your Response

Customer’s Reaction

Next Commitment

Follow-Up Date

Opportunity Status

What You Learned

That final field matters.

A lost opportunity can still improve your sales process.

🧠 EVUNN MINDSET CHECKPOINT

Are you following up—or chasing?

There is a difference.

CHASING

“Have you decided?”

“Any update?”

“Just checking in.”

“I haven’t heard back from you.”

FOLLOWING UP

“When we spoke, you mentioned that your main concern was X. Has anything changed?”

“You said you wanted to discuss this with your partner. Were you able to do that?”

“You mentioned that timing was the main issue. Is solving this still a priority?”

Follow-up has context.

It is connected to something the customer actually said or committed to.

And ask yourself:

Am I trying to overcome resistance—or understand it?

Resistance is not necessarily an obstacle standing between you and the sale.

It is information.

It may tell you:

Your offer isn’t clear.

The value isn’t strong enough.

The customer isn’t ready.

The wrong person is involved.

The timing is wrong.

The problem isn’t important enough.

Or the opportunity isn’t real.

If you immediately try to overcome every concern, you may end up selling something the customer doesn’t actually need.

Remember:

Don’t fight resistance. Investigate it.

And:

A customer saying “no” is better than a customer saying “maybe” forever.

OPTIONAL MINDSET READING

No Additional Book Required

Never Split the Difference is sufficient for this step.

Don’t add another objection-handling book.

The learner needs to practice listening, questioning and follow-up, not consume more theory.

🔓 EVUNN EXECUTION TOOLKIT

Follow-Up & Resistance Tracker

Don’t send endless:

“Just checking in.”

Use the EVUNN Follow-Up & Resistance Tracker to understand why an opportunity has stalled, identify the customer’s unresolved concern, plan the next conversation, record commitments and decide whether to continue, nurture or close the opportunity.

The toolkit helps you map:

Last Commitment

↓

Current Status

↓

Customer Concern

↓

What the Concern Really Means

↓

Evidence

↓

Response

↓

Next Commitment

↓

Follow-Up Date

↓

Opportunity Decision

→ Open Toolkit

ONE PAYMENT. ALL STAGE 1 TOOLKITS. YOURS FOR LIFE.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

YOUR STEP 6 OUTPUT

By the end of this step, you should have an:

ACTIVE SALES FOLLOW-UP SYSTEM

Your process should now look like:

Presented Offer

↓

Customer Response

↓

Unresolved Concern

↓

Investigation

↓

Response

↓

Next Commitment

↓

Follow-Up

↓

Decision

Your opportunities should now fall into clear categories:

Ready

Active

Nurture

Needs More Information

Decision-Maker Required

Not a Fit

Lost

Your objective is not to create the biggest possible pipeline.

Your objective is to know:

Why hasn’t this opportunity moved forward, what needs to happen next, and whether it is still worth pursuing?

WHAT YOU SHOULD NOW KNOW

You entered this step with:

“The customer hasn’t decided yet. I don’t know what to say next.”

You leave knowing:

“I can identify what is preventing movement, investigate the customer’s concern, respond without becoming defensive, establish the next commitment and know when to continue or stop pursuing the opportunity.”

You have now moved through:

Prospect

↓

Conversation

↓

Diagnosis

↓

Opportunity

↓

Offer

↓

Commitment

↓

Resistance

↓

Follow-Up

↓

Decision

But making individual sales isn’t enough.

You now need to know whether the system itself is working.

Which prospects are converting?

Which conversations are producing opportunities?

Where are customers getting stuck?

Which concerns keep appearing?

Which offers convert?

Which acquisition channels produce the best customers?

What should you change?

That is the final step.

NEXT: STEP 7 — REVIEW, LEARN & IMPROVE

“What is my sales process teaching me, and what should I change to make it work better?”

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.