Yeah, number four And we kind of did this right. But it's let's become more vivid and specific in our product and service descriptions. So the vague thing would be and I kind of equate it just a clothing store just because that's what I read in in Nickel Linda's article or in his email. He gave examples, but it's it's like like you could say, Well, this is one of our very top styles and that's okay. But imagine if you said this bag is the most exclusive bag that we offer specifics. This bag is the most exclusive bag that we offer. They're very much, much more specific, and in that knowing that it's now one of the most exclusive bags we offer creates that sense of specificity. I can imagine myself with this bag or this piece of luggage or whatever, and if I can imagine myself with it and I can feel the aspirational goal, I want to be seen, as you know, untrained, um, that I have money, whatever, Whatever the psychology is behind that purchase of a bag, if I can envision that, it becomes reality to you, and therefore you're more likely to buy. So just even in your product descriptions, not just saying, you know, some things like sign up for this service. You would use the name of the service, and I know it sounds redundant. Um, but it's probably an activity that we shall probably try to do because against specificity allows us to imagine things easier.
thanks for those questions. So we have next up here, you've got number three. Yeah. Speak concrete in your customer service, Call scripts. And what are some thoughts on this? Well, that's right. So I've done a work, uh, behavioral, science based call scripts. And in almost all occasions, Steve and you may have running this yourself. Clients want the most efficient kind of generalized language possible because they want to take the exact same call script for many different situations. Because you can't when you're going through a call script and somebody's, you know, talking about their problem and call script comes up to say, Here's what you should say to, you know, do this problem you want to and and almost all almost all requests of us. They said, Hey, can you make it applicable to lots of different scenarios? That goes against what we just talked about and what the research shows here. So here's an example of a vague call script, Um, something like, let's say, for instance, you bought a product and then you found out that you wanted to buy another product on accident. You bought it online, and they're like, Oh, wait, wait I actually, I want to add something to it. So you call up a customer care rep and what the customer care rep would say to you. Or maybe day language would say something to the point of, Um, yes, sir. I can't add a new product to your order, but you can't cancel the current order and then add a new item so that could be verbally or from a chapel, right? And it's very vague. It's saying things like, I can't add a new products your order, but you can cancel the current order and then adding new item. Just what, if you could do is figure out how to be more concrete. And if you're using chatbots, this is a simple thing to do. What you would do is you say, I can't add those genes to your order, so be specific in the exact item in that order. But I can or but you can cancel the shoes and then you can add the genes to your order. Just by being more specific, I can imagine how the whole thing is going to work, and if I can imagine it again, if it's clear in my mind, I'm more likely to take the action. So how can you think about using specificity in either call scripting or maybe your chatbots or whatever, to provide specificity to a process that you'd like to take your customer through? So imagine. I know you took me through a process Steve of Working With You and Onboarding. How specific are you in that onboarding process? So I can envision myself going through that? It's an interesting task to do, and we may find that, you know, we should be more specific in our onboarding because we generally right to the masses, because it's just easier. It's easier, says copyrights right to the masses. But maybe we should be looking at down to the specific person and making sure that we're just putting some specificity in those in those processes Or those scripts. Absolutely. When you think about your the people you trust in a conversation like that act, so you call. I had this conversation the other day if someone is very frustrating, but when they treat you like in general like someone, that's just not important and you know they're not really listening and leaning in and talking about your unique situation. You feel like a number instead of a valued customer, and you're like, I can't believe they just don't get it. It's so frustrating. Yeah, absolutely happens just all time and you recognized it. How many of your customers remember? We say 95% of all of our kind of thoughts are at the subconscious level. You're feeling that tension. You're feeling that that frustration, but you're not consciously aware of it. And the saddest thing that happens to companies all the time, or how many customer interactions, your frustrating, your customer and they're not even aware of it. They're not physically or mentally kind of constantly, really frustrated. But there's this new association that when I talk to those guys, I just don't feel something's off. That is the kiss of death in today's world. It's just the kiss of death. So just understanding that for every one person that, you know, maybe come back to you and say that was a frustrating experience realized 19 other people probably had that same frustration, and they kind of associated that with your company
So it's also when you think about what's in your clients or your potential clients mind of maybe this next step in aligning with you or engaging with you, you could have a word that makes it feel scary and big when being a little more specific, thinking, thinking about it. You could change that to where it becomes. Oh, that's an easy thing. Let's just move forward instead of worry about it. Yeah, you know, I thought the same thing I said, Well, how could I bring this to my to my own life? And I said, The calendar, the next thing that logically went to my head is almost exactly what you just said. Like, How could I be more concrete in my emails to make you know those clients feel like Okay, there's a next step and it's not a hard, difficult step for me to do so in my head. The vague thing and I do this all the time. You have a great meeting with a client, you know, we're moving forward and saying, Hey, let's follow up next week to kick off this project. You know, let's just follow up next week and let's be sure to connect next week. That is very vague. Yes, it's actionable. Uh, I'm asking for a call to action, but what if I change those into Let's meet on Wednesday at 12 o'clock Central to fully scope out this project. Now, I will tell you, and I was talking to my students here recently about this is that there's some research that shows that when you provide your clients with very tactical times to meet, there's a lot of benefits that so a lot of times we always say, Hey, um, when are you available? And I actually still do this myself. Steve, Hey, when are you available? What the behavioral science suggests is that when you tell your clients I'm available at 12 noon, are you two things happen? One. It makes it very simple for the client. Now they just have to look at their calendar for this one option, and then if they're not available, they can very quickly go. Okay, I'm not control at 12. How about one o'clock? But also importantly, is when you command the time the date of the meeting, you are actually in a position of authority. When you do that now It doesn't mean that you know, when your client comes back to you with a different time that you lose authority. The very fact that you are strong enough say, Hey, this is when I'm available It creates authority, and that's what your clients want. They want somebody who's an expert that is not passive, but it's also is actually active. And so specificity can help you not only in just making things easier for your client to imagine. I have to have a meeting, you know, at 12 o'clock Central on Wednesdays for us to fully scope out of project. So I know what the details are. But it also creates greater authority from you, which is all our clients are asking for. They want you to be the business ally. So do that specificity creates authority on your part.
So So you have on here. There are four ways to bring specificity to your business. So I guess we're gonna go for number one. A a couple of ideas I had here. Right? So one of the things that I have received in the article I started, you know, I have a daily tasks list, right? I'm sure you guys do to. Lots of people have their checklists. Um, I use teams and and Microsoft. So I have my checklist on that and an outlook. And I started looking at the tasks that I have, and I noticed that I don't really have consistency in my tasks. And so after reading this journal article, I started thinking about, you know, some of my some of my tasks were legitimately I had create new modules for my master class. So you guys know I've been working on a master class to help small businesses be able to apply behavioral psychology, too. Their business. It's a video based course. And so I have some new module ideas that I want to incorporate into the master class. And so I looked at that. I said, Well, how specific is that? And I've been noticing. Honestly, this Steve is that I haven't been working a lot on it lately. Like I have other things that keep coming up. You know that I keep kind of pushing this master class in these new modules away, so I think to myself, Well, maybe the lack of specificity is making it feel like it's a bit too daunting. So I literally rewrote and I said, rather than saying, create new modules for the master class I wrote record your marketing audit and blueprint presentation. And because of that, that specificity. Now I'm hoping, anyways, is that that that specificity okay, it's not just creating a module, it's now I've got to do to recordings are gonna take me a half hour piece, and I actually have those documents already read. I just have to record myself doing those things, and I thought to myself, there it feels easier to 30 minute presentations. I do 30 minute presentations all the time. That feels a little bit easier than create two new modules in the master class, so it's now starting to rank higher up on my list of priorities because it feels simpler to do. It's not that it's not that it's more important. Less important, it's just simpler to do. Therefore, I'll probably do it tomorrow because that's when I do my simplest things on Fridays, right? The paying invoices, uh, paying invoices, sending out invoices, doing recordings because they feel easy on Friday. That's interesting. So sometimes when you say, like, create new module, it's nebulous and it seems like a lot of work. But when you were talking about that example is going through my head that it makes it like a small thing when at first it was this big giant monster. Yeah, it's just semantics, right? It's just a little psychological trick, but, uh, and be kind of what I was thinking about it. I didn't simplify it into multiple small tasks. It's the same thing, right? It's still the same thing. Record these modules. So you know, a lot of times people say, Well, you got to take up these big ideas and break them up, and I'm totally for that, by the way. But now that I'm thinking about this article, is it because these are simple series of small tasks and or is because when we break up something large like film modules into small tasks. It feels more specific, small and specific, and that leads us psychologically. To say that's a simpler, easier thing to do. Therefore I'll do it. So it's kind of a neat trick I'm gonna start playing around with.