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When you’re selling, have you ever decided - silently, on your customer’s behalf - that they wouldn’t go for the pricier option, so you didn’t even mention it?

It’s something we’ve seen time and time again: taking the decision away from the customer.

It’s what happens when a salesperson filters the choices before the customer has even had a look. The salesperson assumes what customers want, or more often what they can afford, and cut the conversation short before it’s properly begun. And here’s the danger: it doesn’t always feel like a big deal in the moment, but across teams, long timescales and markets, it adds up to a massive loss of sales, loyalty, and trust.

What does this look like in real life?

You’ll have seen it - maybe even done it. An air hostess skips over the premium chocolates and offers the standard option because, “they won’t want to pay extra for that.” A customer walks into a shoe shop wearing scruffy clothing and gets steered straight to the lowest-priced pair. Or someone asking about a car is subtly nudged away from the high-spec models, based on nothing more than their weekend attire.

These aren’t just quirks. They’re patterns. And they’re costing you money.

What’s behind it?

We’ve identified seven psychological forces that cause salespeople to limit customer choice, often without even realising they’re doing it.

Some of it is down to time pressure - rushing to hit targets, close quicker, and move on. Some of it is good old-fashioned laziness, not taking the time to really listen or ask questions.

And some of it is harder to talk about. Superficial judgements based on how someone looks or speaks. Racial stereotyping. Personal financial stress. Disloyal bonding - where a salesperson positions themselves as “helping” the customer by steering them to cheaper options to the detriment of their own brand, even if it’s not actually in the customer’s or the salesperson’s best interest.

In some cases, it's manipulation - pushing the product that helps them hit a bonus rather than helping the customer make the right choice. And, in rare but damaging instances, it’s conning - deliberately narrowing the options to suit their own goals, not the customer’s needs.

Why choice matters

Of course, too many options can overwhelm people - the famous jam study offering either 6 flavours or 24 flavours from Stanford University proved that fewer choices can boost sales. But there’s a line. When salespeople remove all choice, customers feel pushed, not guided. And when customers feel they’re being directed, not deciding, they’re less likely to buy and even less likely to come back.

Customers want to choose. They want to feel in control. And when they do, they’re not only more likely to buy, they’re more likely to stay loyal.

The mindset trap

Here’s where it gets even more complicated. A salesperson’s own financial reality often colours how they sell. If you’re worried about your own bills, your brain may start assuming that everyone else is too. You stop seeing the possibility that someone might want to treat themselves - or spend more to get something better - because you wouldn’t.

The numbers tell a different story. The UK’s average gross disposable household income sits at £22,789, rising to £32,330 in London. That’s not small change. And it doesn’t reflect what’s in someone’s bank account today - it reflects possibility. Salespeople who can tap into that potential, without assumption or judgement, sell more. Simple as that.

So, what’s the fix?

It starts with this mindset: everyone can afford everything - until they tell you otherwise.

Ask better questions. Be genuinely curious. Don’t assume, don’t shortcut, don’t begin with the lowest cost options every time, and don’t let your own experiences shape what your customers might want or value.

And if you're in a leadership role, take a hard look at how your team is incentivised. Are they encouraged to go for the easy win, or supported to have better conversations that lead to more valuable sales?

Some of the UK’s most trusted customer brands - think Timpson, Starling, Nationwide, John Lewis - have one thing in common: they’re not pressured by shareholders to chase short-term profits. That gives them the space to prioritise service, trust, and crucially, customer choice.

So the next time you find yourself holding back on an option, pause and ask: Am I deciding for them - or helping them decide for themselves?

If any of this has struck a chord, you’ll want to hear the full conversation. We share stories, science, and seven key biases - and more importantly, how to beat them - in the latest podcast episode of The Reality of Business. Listen to the episode now.