Why ask «what are you afraid of happening»?

Because it connects with the real fear or risk the customer has and surfaces more concrete decision criteria than a vague answer. If you only ask «what's your concern?», they sometimes give stock answers; the variant about fear leads them to be more specific.

Isn't spelling out the worst case aggressive?

It depends on the tone. Putting it with humour or in an exaggerated way («that I take the money to bingo?») usually breaks the ice and gets them to deny that extreme but reveal the real concern. If you say it with hostility, it can shut things down. The aim is to name the fear so you can address it.

When in the conversation do I use these questions?

When you're in the closing or objection-handling phase: you've already presented value and you want to know what's holding them back or what criteria they're using to decide. It doesn't work as an opener; it makes sense when there's some trust and the customer is seriously evaluating.

What's your main concern?

10 March 2026

In the closing phase, knowing what the customer is really worried about unblocks the conversation. Two questions that work well are: «What's your main concern?» and «What are you afraid of happening?». The aim is to understand the variables they are using to make the decision, not to settle for vague answers.

Ask about decision variables

Ask what main variables they are using to make the decision. If the answer is generic («we want something that fits», «we're looking for quality»), you still don't have what you need. That's where the second question comes in: «What are you afraid of happening?». It connects with the fear or risk in their head and often brings out more concrete criteria: timelines, budget, fear of failure, dependence on one supplier, etc.

If they won't budge, spell out the worst case

If they still don't give you a useful answer, spell out the worst case yourself. For example: «So you're afraid I take the money and spend it all on bingo?» It's a way of naming the fear in an exaggerated way. They'll likely laugh, say no and give you an answer closer to reality: «No, but we are worried about missing deadlines» or «that the team won't use it». From there you can address that real objection.

This technique works because it lowers the tension and gets them to say what they didn't dare to. You don't build trust by hiding the risks; you build it by talking about them and showing how your proposal mitigates them.

Next steps

If you want to work on closes and objections with your sales team, we can review your process in a no-obligation call. At Miranda's Consulting we support teams in the demo and post-demo phase.

Frequently asked questions

Why ask «what are you afraid of happening»?: Because it connects with the real fear or risk the customer has and surfaces more concrete decision criteria than a vague answer. If you only ask «what's your concern?», they sometimes give stock answers; the variant about fear leads them to be more specific.
Isn't spelling out the worst case aggressive?: It depends on the tone. Putting it with humour or in an exaggerated way («that I take the money to bingo?») usually breaks the ice and gets them to deny that extreme but reveal the real concern. If you say it with hostility, it can shut things down. The aim is to name the fear so you can address it.
When in the conversation do I use these questions?: When you're in the closing or objection-handling phase: you've already presented value and you want to know what's holding them back or what criteria they're using to decide. It doesn't work as an opener; it makes sense when there's some trust and the customer is seriously evaluating.