The Power of Authority and Identity in Sales

The Diffusion of Responsibility: Taking Responsibility and Authority

In a crowd, people often relax due to a phenomenon known as diffusion of responsibility, closely linked to the bystander effect. This occurs because individuals in a group believe and therefore trust that someone else will take charge in a problematic situation.

An example of this is "herd checking"—when something unexpected happens, people look around to see how others are reacting, seeking safety in numbers. This was evident in situations like the attempted assassination of President Trump, where many looked to others to decide how to respond, then looked to Trump as the authority figure.

However, this tendency can be problematic. If you ask people what they would do in a crisis beforehand, they might confidently claim they know exactly how to act. This is due to cognitive bias, where individuals overestimate their ability to handle unforeseen events. The fear of standing out in a crowd is powerful, but those who do step up are often both feared and respected.

By taking responsibility and demonstrating authority, you can lead effectively even when others are hesitant or when there is already someone designated to lead. This is because taking decisive action in uncertain situations establishes you as a figure of authority, and people are naturally inclined to follow those who appear confident and in control.

Taking Authority in Sales

When selling, the number one thing to do is take authority. If you are asking the questions, you create focus, control the conversation and naturally assume authority, which helps the person relax and start to trust you.

Challenge people by answering questions with questions. If they ask the exact same question again, then provide a direct answer; otherwise, they may become annoyed. Socratic questioning is particularly effective as it helps people become more aware of their assumptions and beliefs, encouraging them to challenge (and change) their thoughts by examining the evidence that supports or refutes their beliefs.

Drill down to their emotions. People often make purchasing decisions or switch suppliers based on emotions and then justify their decisions intellectually. By understanding and addressing their emotional needs, you can guide them towards making a decision that feels right to them.

The next crucial element you need to master is creating identity.

Let’s delve into the psychology of group identity with another famous experiment by Solomon Asch in the 1960s. Asch presented groups of lines to participants and asked them to match the length of a line on the left to one on the right – was it A, B, or C? Now, everyone at the table except for one was in on the experiment.

They deliberately chose the obviously wrong answer. The actual volunteer, sitting at the end, saw everyone else's choice and, despite the clear evidence, often went along with the group.

This demonstrates our hardwired tendency to conform to group norms, even when they are clearly incorrect." "We're built not to go against the crowd or our tribe.

Think of political parties in the US, where Democrats and Republicans follow their respective authorities without questioning." "Now, consider this: If I can make you say 'I am' instead of 'I think,' I can guide you to do almost anything I want.

When your actions are tied to your identity, you have a powerful mental resistance to doing something outside of that identity. This creates cognitive dissonance, a stressful state where you hold conflicting beliefs.

So, if someone says, 'You're this kind of person, so naturally you would do X,' you are likely to follow. It’s about shifting from ideas to identity." "For example, to sell a computer, I might say, 'Many people believe X, but you’re not one of them.'

This creates a sense of belonging to a superior group, setting up an 'us versus them' dynamic." "This is why hardcore Apple fans might put an Apple sticker on their office-issued ThinkPad. It’s about showing they belong to the Apple community, their tribe."

"So, you need to create an air of superiority for the group you’re selling to.

This involves understanding people's values and building a community around those values, effectively creating a 'them and us' dynamic. Preferably, you should establish this as soon as possible. If you can create a sense of fear, worry, or potential loss that they might face if they align with another group or do nothing, it will strengthen their resolve to stay with your group. By appealing to their ego and sense of belonging, you can make your group appear as the superior choice."

Example:

"As a professional salesperson, you know that making a sale isn't just about the product—it's about trust, credibility, and aligning with the right values. Imagine you're selling a premium fitness tracker."

Voiceover for video

"When it comes to fitness trackers, there are countless options out there. Many companies will try to sell you on features alone, but we know you're smarter than that. You belong to a group that values more than just flashy specs—you value performance, reliability, and results."

"Consider this: Many people settle for mediocre fitness trackers that don't really help them achieve their goals. They stick with the 75% who fail to see any real progress, using the same old tired devices. But you're different. You're part of an elite group that strives for excellence. You deserve a fitness tracker that not only meets but exceeds your expectations."

"Picture this scenario. You see your peers effortlessly hitting their fitness goals, tracking every heartbeat, every step with precision. They're not just using any fitness tracker; they're using [Brand X Fitness Tracker], the choice of top athletes and fitness enthusiasts who demand the best."

"But there's a catch. If you go with another brand, you might miss out on the cutting-edge technology and unparalleled accuracy that only [Brand X] offers. Imagine losing out on the insights that could elevate your fitness journey. Do you really want to risk your progress with a subpar device?"

In-Person Identity Meeting Example:

"Thank you for meeting with me today. I understand that choosing the right fitness tracker is a significant decision for your health and performance. Many people go for the popular brands, thinking they're getting the best. But you and I both know that true success comes from making informed, superior choices."

"I've seen too many people fall into the trap of the 75% who buy fitness trackers that promise a lot but deliver little. You're not like them. You're part of the smart, successful group who understands that investing in quality and reliability makes all the difference."

"By choosing [Brand X Fitness Tracker], you're aligning yourself with top performers who demand the best. You're avoiding the pitfalls that others face and ensuring that you get the most accurate, actionable data for your fitness journey."

"Remember, the wrong choice could mean missed opportunities and slower progress. Don't risk it. Join the elite group of [Brand X] users who are already seeing incredible results."

This approach makes the customer feel special, smart, and part of an exclusive, superior group. It leverages their desire to avoid making a poor choice and taps into their fear of missing out on the best results. By framing [Brand X Fitness Tracker] as the choice of top performers, you create a strong identity that customers will want to be part of.

The following process involves asking a Socratic question, listening to their response, and then building on that response to guide the conversation.

In-Person Meeting Example with Socratic Questioning

Introduction

Socratic Question 1

"What do you think sets apart those who achieve their fitness goals from those who don’t?"

Response

(Wait for their answer and engage with their response. For example, if they mention the importance of reliable data, you can then focus on how your product provides that reliability.)

Statement

Socratic Question 2

"Can you recall a time when a higher quality product made a significant difference in your results or satisfaction?"

Response

(Wait for their answer and acknowledge it. If they provide an example, tie it back to your product.)

Statement

Socratic Question 3

"How important is it for you to have reliable and accurate data in your fitness regimen?"

Response

(Wait for their answer and build on their response, highlighting how your product meets their needs.)

Statement

"Remember, the wrong choice could mean missed opportunities and slower progress. Don't risk it. Join the elite group of [Brand X] users who are already seeing incredible results."

Socratic Question 4

"What would it mean for you to be part of a community that prioritizes top-tier performance and results?"

Response

(Wait for their answer and conclude by reinforcing the benefits and exclusivity of your product.)

Summary

By alternating between Socratic questions and reinforcing statements, you engage the customer in a dialogue that helps them realize the value of your product based on their own beliefs and experiences. This method makes the conversation more interactive and helps the customer feel more involved in the decision-making process.