In The JOLT Effect: How High Performers Overcome Customer Indecision, Matthew Dixon and Ted McKenna explain that customer indecision is not just a behavior but an emotional state. Customers are not simply searching for a solution. They are also thinking about the responsibility that comes with it. Every decision means choosing one option and eliminating all others, which creates a sense of pressure. To help navigate this challenge, the authors introduce a four-step model. It starts with recognizing indecision, then guiding the customer, simplifying information overload, and finally removing the perceived risk.
The name JOLT is an acrostic that captures these steps:
Judge the indecision
Offer your recommendation
Limit the exploration
Take risk off the table
The Inaction Paradox
For years, the sales world has repeated the same assumption: customers are attached to the status quo and must be persuaded to change. People are naturally hesitant to abandon what they know. This book challenges that idea. It argues that the real issue is not just resistance to change but indecision. In my view, both explanations are valid, yet neither tells the full story. Sales is essentially the practice of resolving objections.
The authors support this conclusion with a remarkably comprehensive dataset. They analyzed 2.5 million sales conversations across a range of industries, covering both simple and complex transactions. These calls were transcribed using speech recognition technology and then processed with machine learning models to identify nearly 8,300 behavioral patterns. The results are striking. They found that 56 percent of lost sales occurred not because customers preferred the status quo, but because they were unable to make a decision, even when they were open to change. What ultimately moves customers forward is not just convincing them to change, but helping them resolve their doubts and commit to a choice.
In other words, customers want to change. They just struggle to act on it.
This hesitation is often rooted in a well-known psychological tendency called omission bias. When faced with a decision, people are more likely to choose inaction rather than take the risk of making a mistake. Doing nothing feels safer than doing something that might go wrong. If a negative outcome results from an action, individuals tend to feel more responsible. But if the same outcome happens because they did nothing, the sense of guilt is usually weaker. Consider this example. If a parent vaccinates their child and a rare side effect occurs, they may feel intense guilt. However, if they choose not to vaccinate and the child becomes ill, even if it could have been prevented, the parent often feels less responsible. It is not the action itself, but the lack of action, that feels more forgivable.
The authors explain that indecision typically stems from three main causes:
- Valuation uncertainty: The customer is unsure which option is actually better.
- Fear of insufficient information: The customer feels they have not done enough research and wants more data.
- Outcome uncertainty: The customer is not confident that the solution will deliver the expected results.
These factors show up in different ways during sales conversations. Some customers ask for additional presentations, bring more people into meetings, request more references, or continue to postpone the decision. In each case, they are struggling with one or more of the same three fears.
In summary, the book highlights indecision as the biggest obstacle in the sales process. Often, even when a customer says “yes,” the deal still falls apart. That is because saying “yes” also means taking on responsibility. And sometimes, people are not trying to make the right decision. They are trying to avoid making the wrong one. The burden of responsibility feels so heavy that they hesitate to move forward. Or they choose to stay in the comfort of not deciding at all.
This form of inaction, rooted in a reluctance to take responsibility, is often seen in organizations where performance is not measured and merit is replaced by favoritism. Taking action means accepting accountability. But when nothing is done, no one questions you. Still, if you are eventually required to make a decision, you may start expecting something in return, convincing yourself that you are entitled to it.
The JOLT Effect
Another compelling finding from the research is that most sales reps are still trained primarily to overcome the status quo. Yet the highest-performing sellers shift to a completely different strategy in the later stage of the sales process. This is the critical moment after the customer agrees with the solution but before they take action. This stage demands a distinct approach, with its own language and tone. The authors call this method JOLT, which stands for: Judge the Indecision, Offer Your Recommendation, Limit the Exploration, and Take Risk Off the Table.
- Judge the Indecision
A good salesperson considers not only whether the customer wants to buy, but how they make decisions. Some buyers are naturally indecisive. Recognizing this early helps focus efforts in the right direction.
- Offer Your Recommendation
Indecisive customers usually don’t need more options. They need direction. A strong salesperson guides them by saying, for example, “If I were in your place, I’d choose this.”
- Limit the Exploration
The sense of lacking enough information can bring decision-making to a halt. Skilled sellers prevent customers from falling into the trap of endless research. They simplify the process and filter out the noise.
- Take Risk Off the Table
Indecision is often not about the purchase itself but about what might happen afterward. A confident salesperson eases this fear by breaking the process into small, low-risk steps that feel manageable.
Across millions of sales conversations analyzed, representatives who used JOLT behaviors showed significantly higher success rates, particularly with indecisive customers. While average performers closed only 6 percent of deals with highly indecisive buyers, those applying the JOLT method reached success rates of up to 31 percent.
Assessing Indecision
An indecisive customer does not always mean a lost sale. However, if the nature and intensity of their hesitation are not fully understood, the opportunity may quietly slip away.
The data presents an interesting picture. Indecision is present in many conversations that result in failure, but it also appears in those that end successfully. This shows that indecision alone does not determine the outcome. What truly makes a difference is how the salesperson perceives and responds to it.
When a customer repeatedly asks for references, goes back to the numbers again and again, or keeps postponing the decision, the real issue is not the product itself. The conversation has shifted to their underlying objections.
For some people, indecision is more than a momentary reaction. It reflects a deeper tendency. Decision-making feels more complicated and stressful for them. In behavioral science, there are tools like the Indecisiveness Scale designed to measure this trait. Instead of relying on such formal assessments, the book focuses on identifying behavioral clues during the conversation. These include seeking reassurance, struggling to choose between options, or delaying decisions due to perfectionism. Even when objections are resolved, these signs help assess how ready the customer is to accept the responsibility of making a final decision.
The authors also highlight an important distinction. Some delays simply mean the customer needs more time. Others reflect an effort to avoid making the decision altogether. Saying “Let’s meet next week” is not the same as saying “Let’s not move forward for now.” A skilled salesperson who can recognize this subtle difference early has the chance to shift the direction of the conversation and regain momentum.
Step In with a Recommendation
One of the most common questions asked of indecisive customers is, “What would you like to do?” But this is often the very question they cannot answer. The challenge is usually not about having access to information but about narrowing it down and making sense of it. In the second step of the JOLT method, salespeople are encouraged to go beyond offering choices and instead act as guides who help ease the burden of decision-making.
The more options a customer faces, the more hesitant they become. When they cannot eliminate the less relevant ones, they pause. Sometimes, they give up entirely.
What sets high-performing salespeople apart is their willingness to offer clear direction when the customer feels stuck. Rather than adding more alternatives, they say things like, “Let’s start with this package,” combining reassurance with a small call to action. This signals to the customer that they are not alone and that hesitation is a normal part of the process. It also helps reduce the sense of risk. Sales conversations that include such recommendations succeed 44 percent of the time, while those that only share information succeed just 18 percent of the time.
Another effective strategy is known as personal advocacy. This is when the salesperson says something like, “If I were in your position, I’d choose this.” When used genuinely, these statements make the salesperson a reference point. In conversations where this approach is applied, the success rate rises to 74 percent. Feeling supported helps customers feel more confident and at ease.
Limit the Research
The authors highlight another common source of customer indecision: the tendency to fall into an endless cycle of research. When buyers continue to search for new information even at the moment of decision, what they are really seeking is reassurance. Salespeople who are able to guide this phase effectively see success rates rise to 42 percent. In contrast, when customers are left on their own, that rate drops to just 16 percent.
Top-performing salespeople stand out precisely at this point. They understand when to pause the flow of information. This is not about withholding knowledge but about recognizing a psychological tipping point. The more data the customer absorbs, the more they fear making the wrong choice.
The authors also draw attention to unspoken objections. These are often hidden in tone of voice, brief silences, or repeated comments. Skilled reps pick up on these subtle cues and ask gentle follow-up questions to bring concerns to the surface. This approach reassures the customer that they are not navigating the decision alone.
At this stage, the idea of radical candor becomes especially important. It means more than being honest. It means expressing the truth clearly and directly, in a way that respects the customer’s situation.
In successful sales conversations, effective communication goes beyond passive listening. The salesperson participates actively by offering small affirmations, sharing relevant examples, and stepping in politely when needed. These actions help build a sense of trust and create a more collaborative dynamic with the customer.
Take Risk Off the Table
Indecision isn’t always caused by information insufficiency or an overload of options. Sometimes, the customer feels well-informed and even believes they’ve identified the right solution, yet they still hesitate. Because the real issue lies in whether the chosen path truly delivers the promised results. When this doubt arises at the final stage of the buying journey, it often leads to delays or even complete withdrawal.
This is where the average salesperson resorts to a familiar tactic: leveraging fear, uncertainty, and doubt to prevent decision delays. Phrases like “You might miss this opportunity” or “Prices may rise soon” are typical examples. But if the customer is already frozen by fear, adding more pressure won’t help; it only makes the decision harder.
According to the authors, top performers approach this differently. They don’t push customers through fear. Instead, they build confidence and guide them forward. Because the fundamental objection on the buyer’s mind is, “What happens if I say yes?” A skilled salesperson addresses this not just with words, but with structure, process, and tone.
Three strategies stand out in this part of the JOLT model: managing expectations, offering risk-reducing assurances, and breaking the journey into smaller steps.
High-performing sales reps replace lofty promises with realistic goals, as overpromising often results not in motivation but in withdrawal.
The second strategy focuses on reducing the customer’s risk during the decision-making process. Providing an exit makes it easier for customers to move forward. This could include cancellation rights, money-back guarantees, or flexible contract terms. While this level of flexibility isn’t always feasible in B2B environments, skilled salespeople fill this gap early in the process with detailed project plans and measurable objectives.
Customers often want to solve everything at once, but a smart salesperson breaks the process down. By saying, “Let’s start small, then expand together,” they transform a daunting decision into manageable steps. Instead of pushing for a large, irreversible commitment, they offer a testable start. This lowers perceived risk and facilitates taking action.
Winning the Customer Isn’t Enough. Loyalty Matters.
Salespeople often focus on reaching more customers and closing more deals. But the authors stress that winning a deal is only the beginning. Not every “yes” at the end of the sales process leads to a long-term relationship. In fact, decisions made after a period of hesitation may result in instability later on.
This brings us to a concept in psychology known as post-decision dysfunction. Even after making a choice, customers may begin to second-guess themselves. Questions like “Did I make the right decision?” or “Was there a better alternative?” can linger. The authors identify three ways this shows up: anxiety, re-evaluating the decision, and ultimately reversing it. Each one poses a risk of losing a customer who already agreed to buy.
To address this, the authors introduce the Tethr Effort Index (TEI), an AI-powered model built on over a decade of sales data and recorded conversations. TEI measures how much effort a customer feels they are investing in the decision-making process. The findings are clear. The smoother and more effortless the experience, the higher the chance of closing the deal. When customers feel the process is easy, their likelihood of purchasing rises dramatically, from as low as 40 percent to as high as 90 percent.
I believe one key point deserves special attention. Some customers are so committed to a product that they continue buying it even when the experience is frustrating. For others, the deciding factor is the ease of the process. The most successful models are those that combine a strong product with a smooth, low-effort experience. The real risk lies with customers who are dissatisfied both with the product and the process. In these cases, there is no longer any basis for loyalty. What you lose is not just revenue, but trust. And once trust is lost, reputation damage can become permanent.
The JOLT approach is not limited to individual decision-making moments. It can be applied across various sales environments and organizational settings. The final chapters of the book explore how this flexibility can be put into practice. While the way customers make decisions remains consistent regardless of sales speed or structure, the points where salespeople can intervene shift based on the context. In inbound sales, where customers initiate contact and fast decisions are expected, it is essential for the salesperson to identify hesitation early and provide clear direction. In outbound sales, where outreach is proactive and the process tends to involve multiple stakeholders, decision-making takes longer. In these situations, knowing when to pause is just as valuable as knowing when to lead. In professional services sales, the decision often hinges not only on the solution itself, but on the personal trust built between the customer and the representative. The human element becomes a defining factor in whether or not the sale moves forward.
At the organizational level, JOLT is more than a collection of individual skills. It is a structured and teachable approach that can be developed and embedded into a broader sales culture. The final chapter of the book outlines how this transformation can be achieved. It includes strategies for hiring the right people, revealing the intuitive strengths already present within teams, and reinforcing key behaviors through coaching and structured feedback systems.
As we all know, uncertainty is one of the biggest barriers to decision-making. The way to overcome uncertainty is through knowledge and experience. The JOLT Effect offers a clear framework for managing indecision in sales. The goal is not only to find the right solution but also to lighten the psychological weight of the decision and make it easier to carry. This book provides valuable insights for sales professionals. It reminds us that effective selling is not just about product knowledge or negotiation skills. It also involves understanding how customers think and feel throughout the decision process. I remember that we have always placed strong emphasis on sales training and onboarding. Holding team-based sales meetings, encouraging healthy competition during performance reviews, offering commission structures that grow with success, pairing less experienced team members with veterans, rewarding achievement promptly, and using role rotation are all proven ways to motivate and develop sales teams. As is often said, much of sales depends on enthusiasm. A motivated salesperson, assuming all else is equal, can perform at least fifty percent better than others. However, sales terms and conditions must be clearly communicated in advance and consistently applied. Those who fail to meet these standards should be removed from the system with transparency and fairness.
Most importantly, a salesperson should never provide false or misleading information, misrepresent a situation, or shift blame. Without trust, long-term relationships cannot be built or sustained.
Motivation is essential in sales. But so is the willingness to keep learning.
References
Dixon, Matthew; McKenna, Ted. The JOLT Effect: How High Performers Overcome Customer Indecision. Portfolio, Penguin Random House LLC, New York, 2022.
Note: This open-source article does not require copyright and can be quoted by citing the author.
