Avoiding Analysis Paralysis in Sales

How Many Choices Is the Right Number?

“In any moment of decision, the best thing you can do is the right thing.

The worst thing you can do is nothing.”

Theodore Roosevelt

It is the “Paradox of Choice”: while increased choice allows us to seemingly achieve better results, it also leads to greater anxiety, indecision, paralysis, and dissatisfaction.

Analysis Paralysis is when

the fear of either making an error or foregoing a superior solution

outweighs the realistic expectation or potential value of success in a decision made in a timely manner.

This imbalance results in suppressed decision-making, rendering one unable to come to a conclusion or course of action, and ultimately in an unconscious effort to preserve existing options.

Googling is often the first instinct when faced with a problem. Even at my age, I can barely remember the internet before Google made the vast collective knowledge of the web readily accessible for any query. And even though we’ve never had more access to high-quality information to help us make those decisions, it hasn’t made decision-making any easier.

Analysis Paralysis, in a work or team environment, also comes with further negative impacts:

It kills creativity.
It decreases willpower.
It reduces happiness.
It lowers performance.

Most often, when thinking of Analysis Paralysis in business, examples of projects, teams, product or process development, or change management come to mind.

And what happens when it occurs in the roam of sales, influencing clients, the sales process, team members, or leadership?

Here are a couple of examples and what to do about it:

How many choices is the right number? Ezra Meyers: “A good rule of thumb is to have at least three choices, essentially giving shoppers a small/medium/large range (though the options need not be related to size or anything similar). That's enough for a potential customer to feel like they can select their best option.”

In addition, customers can be guided, even when only three choices are provided: use labels such as “Staff Recommendation," "Best Choice," or "Best Value” to enable a quick decision.

Marcus Chan provides a short list of thoughts that go through a salespersons' mind. And they all indicate how our own thoughts can paralyze us. The solution in each case is to not assume or overthink and to just do it:

What if I call them and they say "no"?
Should I just swing by to check in on them, or will that make me look too pushy?
I can't make that phone call until I know _____.
Based on what I know, I don't think they may be a good prospect, and that may not be worth my time...
If I send them marketing material, they may get annoyed...
Well, it's the 4th of July/Canada Day/Boxing Day/Christmas/New Year's/Thanksgiving/Other Holiday Excuse, etc. this week; they probably are too busy to meet with me...

Customers suffer from Analysis Paralysis, often as a result of our actions as sales professionals. Nick Kane describes it accurately: “…, we want to make sure we meet the needs of customers so that we can become trusted advisors. But sometimes, in a rush to be sure we fulfill those needs, we overload the customer with too much information and too many options. The customer is then left dizzy, dazed and confused, and backs away from us, eventually later choosing someone who simplified their options and was not overwhelming.” How about just starting out that way, presenting fewer options, maybe just two for a binary choice?

A product or service may be deemed too complicated, and a decision is never made. The buyer may desire a perfect solution but may fear making a decision that could result in an error while on the way to a better solution. Equally, the buyer may think that a superior solution is a short step away and stall in its endless pursuit, with no concept of diminishing returns. The solution is to simplify, create (invisible) bundles, or purposely remove options.

Decision falling prey to Analysis Paralysis may also be the result of hierarchies. Every level of an organization involved in the decision-making feels an urge to ask (a) for a full review and (b) changes or reconsiderations (just because they are the next hierarchy level up, and what came to them from below can't possibly be fully vetted). The solution is empowerment and decision-making at the lowest sensible level of the organization.

And finally, and in reference to fractional sales leadership: if your sales efforts lack the right leadership, make a decision! Doing nothing is the worst decision! No professional sports team owner would let the team coach itself or have some inadequate stand-in do the job.

If the success of your business is dependent on winning customers and contracts, do something!

__________________

Becky Kane – The Science of Analysis Paralysis: How Overthinking Kills Your Productivity & What You Can Do About It

Barry Schwartz – The Paradox of Choice

Nick Kane – How Analysis Paralysis Can Hurt Your Sales and Productivity

Ezra Meyers – The Paradox of Choice and Analysis Paralysis: Why Limiting Options Can Increase Sales

Marcus Chan – 3 Ways to Fight Overthinking (AKA Analysis Paralysis) As a Sales Professional

CIENCE – B2B Buying Analysis Paralysis: The Hardships of a Decision-Maker in the Era of Information Abundance

Martin Cothran – Restaurants Are Giving People ‘Option Paralysis’

Photo by Anne Gosewehr