The hidden psychological approach to your Client Satisfaction Rates

Table of Contents

I know this is probably one of those posts part of you wants to read because it can crack the black box of client success… but another part of you says: why am I spending time reading about psychology for my client’s success?

It’s a great question I have introduced an idea in our previous blog post, explaining that the intrinsic value of your offer only counts up to ⅓ of the perceived value.

Click here to read the previous blog post

While the other ⅔ are related to the context we provide (coaching our clients through the process) and the consumption (your team’s coaching enhances that).

Mitigating cognitive biases for improved Satisfaction Rates

Can I overdeliver here?

Did you hear that with Russel Brunson’s voice? If don’t ready again, it will be funnier…

Before I go all in and list the top 4 biases that get in the way of your clients perceiving maximum value from you, I’ll say these biases are human. So they can affect clients, you, and your team. So after every bias I’m gonna go through, i’ll prove an example of how this can create friction externally (for clients) or internally (for your team.

1. Confirmation bias

Probably one of the most known in our space. It can be explained in a very simple sentence:

“Whatever you look for, you’ll find.”

Have you ever been online listening and reading to people who only support your points of view?

Imagine if a client is suffering from buyer’s remorse… Guess what they’re gonna look for? Problems.

Broken small things.

Excuses to stop.

Confirmation bias for clients

Clients that only look for the bad side of things, keep stuck and keep complaining.

Any touchpoint you have with them is an opportunity to validate their preconceived idea. This tends to happen more in the early parts of the journey (before full activation) and it’s one of the biases that prevent the full adoption of your service.

It’s your responsibility (including your team) to make sure we “prove them wrong” by doing the right things. If there is something that can transform your client experience is to show, not tell.

Confirmation Bias for success teams

If your team tends to think the clients are the problem, they’ll find ways to prove themselves right.

One of the best recommendations I was given as an entrepreneur, coach, account manager, and leader in different projects, was to not judge the person but the context.

If I detach the client from the problem, I’ll remove a lot of my tendency for confirmation bias and victim mentality. Because I might not have full control over who my clients are, I can have much control over how I can shape the content they’re in which will help them have a much greater experience.

2. Sunk cost fallacy

This one is interesting and I’ll play a reverse uno card to use it in your favor. Sorry, my humor is through the roof today… 

It can be explained in a very simple sentence:

“I’ve invested so much in this so far, let me just get at least a return on my efforts”

Normally this bias is seen as a very “bad thing”, but I actually think it’s pivotal to provide your clients with a great transformation.

What is the most important thing when someone is using your product or service?

Activation. And what after?

Full adoption. Massive buy-in. Tremendous trust in you, your team, and the process.

And how can we get a client to go through that?

By escalating their commitment. And the escalation of commitment grows when sunk costs are higher.

This will actually make it harder for your clients to stop, they’ll be able to navigate the valley of despair easier, and they’ll cross the finish line.

Sunk cost fallacy for clients

It’s important for your clients to start escalating their commitments as soon as you start with them so that sunk costs make it harder for them to go back to the path of least resistance.

You should keep an eye on what we call the “gauge for buy-in” or what we cover in our book and call the “fulfillment continuum”.

If you can measure at any point in time how bought-in your client is, you know if you’re increasing the perceived sunk costs, and they’re escalating their commitment.

One remark here: remember it will always be based on a potential ROI on their time, energy, and money. Keep the light at the end of the tunnel visible and top of mind.

Sunk cost fallacy for success teams

Your team might fall prey to this one in a different way. They might get too attached to one way of doing things and being less coachable when things change.

Making sure the team has a voice, they can express themselves, and we show potential better return but changing course is key to avoid the sunk cost fallacy to keep you stuck in an outdated mode.

3. Survivorship bias

Oh man, this one deserves a little Jay Rant. Have you ever seen those entrepreneurs who’re also influencers and make it look like the way they did it will work for everyone?

It’s just delusional. Everyone is different and has their own hero journey, stop putting everyone in a box and making them feel bad because they haven’t slept on the gym floor while selling their girlfriend’s car to pursue a business. And now they don’t have your billions. That’s just narcissistic.

It can be explained in a very simple sentence:

“100% of the people who do 100% of the work, get 100% of the results”

As an engineer I love math. This is what I read in my math brain:

“Little to none of our clients get results, but it’s their fault, it’s their mindset, and my ego says I’m right.”

Unless you let go of that… You better hire lawyers and find more merchant accounts to deal with the chargebacks.

This is also a symptom of sunk cost fallacy explained before. If you have the opportunity to pivot, maybe you should.

Survivorship bias for clients

Your clients have been excited about one of the success stories you used in your marketing and sales process.

The one guy, who did it all, who had the stars align, and achieved 10x the normal result. And you know what that does?

Sets the wrong expectation.

If there is anything you can remember from this blog post… The expectation is the make-it-or-break of your product or service.

To sort this bias make sure you keep a close eye on your client’s expectations, address it early on, discuss and negotiate reasonable goals and remember to attach a realistic timeline and the necessary effort to accomplish it.

Survivorship bias for success teams

On the other hand, your team can get to attached to a client who was a complete outlier, trying to use the same stick to measure a “regular average Joe”. This is unfair and created more problems than solutions.

If your team wants to overcome this challenge, make sure they understand what being a guide in your client’s journey is:

“I have high standards for you. I know you can meet them. You might fail. And I got you, if you do.”

4. Bandwagon effect

This is pretty much self-explanatory.

It can be explained in a very simple sentence:

“If everyone is going right, it’s probably late”

Disruption happens behind the scenes, not when it becomes mainstream.

Whenever you see yourself, your team, or your clients craving a new shiny object that can be caused by this bias.

Bandwagon effect for clients

If you feel like some of your clients are looking for a new thing, a new skill, or a new feature that is not aligned with your genius don’t do it just to serve them as it’ll hinder your growth.

On the other hand, it’s important to add novelty to what you’re providing to your clients.

People tend to overcomplicate what novelty could be and how they present it to clients.

Novelty doesn’t mean your client is on a linear path from A to B, and you have to do a completely new thing to get them to C.

Novelty could be seen as the progress in a pyramid approach.

Your clients need to do A (foundation or key feature of your product/service), you stack B on top without doing A (second part of the process or secondary feature of the product/service), and you can sprinkle C as a novelty experiment for them without stopping A or B.


Bandwagon effect for success teams

When you feel like your team is getting too repetitive, going with the motions, you can stop them with some novelty, without changing it all.

We recommend doing lessons learned every 90 days with your team to find if what’s being requested by clients, or by the team, is just a bandwagon effect of a common trend that can help us remove any single points of failure in our system.

How can you sort this out?

Dealing with psychology is tricky, but if you want an evergreen process and team you need to learn it.

The tactics and mediums of delivery might change over time, but while you still serving humans, psychology won’t change much.

Being self-aware, and training your team to read themselves and their clients will help you:

  • Understand these common 4 psychological challenges
  • You can push them to search for facts instead of trusting their “gut”
  • Ask for feedback and perspective to prevent a narrow vision
  • Bring your curious child to work and find new answers

I hope this was helpful, very little or not even biased by me lol, and hope to see you soon,


Ben McLellan
Ben McLellan

The Spiritual Entrepreneur- you can embody spirituality and still have a thriving business.

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