Experience Asymmetry: the problem with calling high (and how to fix it)

My very first sales role was as a sales engineer selling workforce management software to some of the world’s largest manufacturers, airlines, and retailers. I was 25 years old.

As you can imagine, most of our clients had been in business for decades and had legacy systems in place for just as long. I vividly recall one experience where I was helping kick off a discovery session with a boardroom full of executives at a construction equipment manufacturer. As the discussion got going, one of them turned to me and said with a smile, “I bet we have systems here that are older than you!”. A chuckle spread around the room.

The phenomenon I experienced that day is what I call experience asymmetry; the fear-based imbalance that exists when a younger, newer, or less experienced seller calls on a more senior level buyer whose job they’ve never done. While it’s extremely common, it can also be a highly disruptive headwind for modern sellers.

The Problem with Calling High

Most buyers don’t like talking to salespeople in the first place, so they’re naturally skeptical about engaging. Add into the mix a less experienced seller who’s trying to quickly establish credibility and add value, and you have the recipe for an interaction that can feel unnatural, forced, and robotic.

But in my boardroom confrontation, I was determined! I knew my solution cold and having worked with many similar organizations during my short tenure, I was intimately familiar with many of the challenges and insider stories similar companies shared.

In the hours that followed, I used the tactics outlined below to slam the door on any perceived value gap in my experience. By the end, the same executive turned to the group and said “Wow, you know what? I think if we had an older guy come in to tell us about the latest technology, we wouldn’t have believed him!”

So never fear! If, as a seller, you find yourself in an environment where experience asymmetry is prevalent, these tips can have a huge impact on your success.

1. Know Your Audience Well Enough to Read Their Minds

Nothing says “Oh wow! This person can actually help me” than a seller that comes into a discovery call armed with a quiver of well-articulated pain points that resonate deeply with their customer. This technique is called labeling, and when you label someone’s pain (especially hidden ones they’ve never fully internalized or clearly articulated), it powerfully demonstrates that you have the ability to help them. For example, as you begin the dialogue with your customer, one of the things you might say is:

“I speak to customers in your position every day, and the number one challenge I hear from them is _________”.

Nailing this narrative will create a strong sense of alignment and give your personal credibility a big boost in the process.

Note: the labels you apply should be specific, differentiated, and not sound like high-level pitches! For example:

Bad: “I speak to CRO like you every day who are looking for a better, more effective CRM.”

Good: “I speak to CRO’s like you every day who tell me they dread presenting their revenue number to their board because they don’t trust that the information in their CRM is accurate”

Bad: “I speak to IT leaders like you every day who want to simplify their operation and systems.”

Good: “I speak to IT leaders every day who tell me they believe their teams are wasting at least 20% of their hours on low-value system management tasks, making it difficult to support the business.”

Bad: “I speak to HR leaders like you every day who are looking for a better performance review solution.”

Good: “I speak to progressive HR leaders every day who tell me their people love feedback, but they hate performance reviews.”

Video: Mastering the 3 Types of Customer Problems – Part 2

2. Invoke the Credibility of Others (When You Have None)

If you’re new, young, less experienced, or your name isn’t Oprah, chances are your level of personal credibility is low. That’s why saying things like “What I’ve found is…” or “I think…” carry little weight. You know why? Because no one cares what you think! On the other hand, your customers, academics, industry experts, and the collective experience of your organization carry much more weight and credibility. After all, the stories of success and value are rooted in those experiences, not yours.

So how do you shift the burden of credibility? Easy! Phrase your talk track in the context of the people to whom the credibility belongs. Start your argument with phrases like “Our customers have consistently found that…” or “A recent study by a leading analyst group found…” or “What we’ve seen time and time again is…”.

Note: the positioning of the second phrase is subtle but important. By saying “we” instead of “I” you invoke the experience of your collective organization. It’s no longer your arguably inexperienced opinion, but rather an entity with more experiential symmetry to your customer.

While this concept seems simple, it requires practice. We’re so used to sharing our personal perspectives that phrasing stories in the context of other’s experiences is something you need to get in the habit of doing in customer-facing situations.

Video: How To Speak with Credibility When You Have None!

3. Learn How to Tell Your Story with Conviction

If you’ve ever been on the receiving end of a sales rep delivering a canned, robotic pitch that someone told them to give, you can appreciate the eye-rolling sensation your customers feel when you do the same to them.

In the rock-paper-scissors battle of customer engagement, no messaging tactic packs more punch than conviction.

As Toastmaster International champion Mohammed Qahtani correctly declared in his 2015 World Championship winning talk, The Power of Words, “words when said and articulated in the right way can change someone’s mind. They can alter someone’s belief”. And if the perceived asymmetry of experience between you and your customer promotes a belief that you are not someone who can help them, then that sentiment needs to be altered early in the relationship!

The good news is there are many ways to muster conviction in your approach. For example, telling your story with emotionally rich vs. functional messages. Sourcing and recounting stories you heard first-hand from existing customers instead of your marketing department (yes, there’s a huge difference). The key to building conviction into your narrative lies in transforming your message from a sales pitch that senior customers are naturally resistant to, to a personal account of something you strongly believe in.

When it comes to engaging buyers, the perceived lack of personal experience and value can be a credible threat to the success of modern sellers. Especially those new to their organization or early in their careers. While bridging this gap with your customers can be challenging, the rewards for doing so can span far beyond that singular interaction and serve to accelerate both your sales cycles and career.

BONUS CONTENT: check out my related post in the Harvard Business Review on how younger salespeople can win over older customers.