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Warm Call Script

"Hello, who is your_(controller, vice-president of sales, IT director, CEO,

etc.? Please let me speak with_.

"Hello,_______ my name is_______ and I am a_(kind of professional you are) with_( some kind of feature) , and I have a great

track record of_(advantages and benefits)_.

"I would like to meet with you to discuss my potential with your firm. Would tomorrow morning at 9:00 AM be good for you, or would tomorrow afternoon at 3:00 PM be better?"

If you get a response like, "I really don't have any openings," your response will be:

"I understand, and the kind of people whom I want to work for probably do not presently have an opening.

"I would just like to take 15 to 20 minutes of your time because I'm a top-notch performer. I'm the kind of person whom you would want to know to either replace your 'weakest me' or to know of my availability when the next opening does occur. Now, would tomorrow morning be good for you or is tomorrow afternoon better?"

You will either get the appointment or a more consistent response of, "I really don't have any openings. There's no reason for us to meet."

Your response: "I understand that you don't have any immediate openings, but I've a great track record of (features, advantages, and benefits)_.

"Mr. or Ms._, I'm the kind of professional who is better than 90% of the employees that you might have now. It is in your and your company's best interest that you would at least talk to me and be aware of my availability. If not for now, then maybe in the future. My experience has taught me that, often, great talent comes along when you don't need it. It is always a good idea to be aware of the talents on a face-to-face basis. I will only take a few moments of your time, and it may wind up being beneficial for all of us. Would tomorrow morning or tomorrow afternoon be better?"

If the response is, "Well, you can e-mail me a resume," your response is:

"I can, but my resume is only one-dimensional, and it is of value for both of us to associate a face and a personality with a resume. I'd like to bring it by, hand deliver it to you, and spend maybe 15 minutes of your time to let you know what my accomplishments are and how they can benefit you and your company. Is tomorrow morning good or would tomorrow afternoon be better?"

If the response is an emphatic, "Just e-mail me the resume!" (which is just a nice way of saying "NO.") Then, your response is:

"I will, right now. I will call you back tomorrow to be sure you have received it, and then we can set up a visit."

If you get a very emphatic "no," and it is clear that you're not going to get any kind of face-to-face interview, you then need to pause for two or three seconds and say:

. . . pause . . . "Do you know of any other opportunities that might exist in your firm with any other manager?"

If you get a person's name, ask: "May I use your name as a reference?"

If you get the name of another manager, also ask for his or her phone number. If the answer is "no," then ask, after a two- or three-second pause:

. . . pause... "Do you know of any other organization that you might have heard of through the grapevine that might need someone with my experience?'

If you get the name of an organization or a person's name, ask: "May I use your name as a reference?"

If you get a reference to a particular person or organization and the person who referred you said you could use his or her name (this is an indication of how strong the ties are that people might have . . . after all, we all really want to help our friends . . .), here is the script:

"Hello, Mr./Ms. _. I was referred to you by _. I am_______ with_______ and I have a great track record of

"I would like to meet with you to discuss my potential with your firm. Would tomorrow morning at 9 AM be good for you or would tomorrow afternoon at 3 PM be better?"

You will be amazed at the number of opportunities you will uncover this way. Controllers know other controllers, VPs of sales know other VPs of sales, and so on. It is not uncommon for one type of manager to know a number of other types of managers both within and outside of his or her own company. These managers are often asked by their counterparts in other organizations if they indeed know somebody to fill vacant positions. You might only get a productive response maybe one out of every forty times. The one interview you get as a result of asking that question is worth the forty or fifty times of asking.

Regardless of whether you get a referral, it is a very good idea to end the conversation with the following:

"Thank you for your time, I would at least like to e-mail you my resume in case something might change with you or someone you know."

Nine out of ten times, the person on the other end of the phone will be willing to receive the resume. No matter what the response, whether it be positive or not, end the conversation by saying:

"I'd like to give you a call back in 30 days or so to see if there might be any openings there or if you might know of any with friends of yours."

Again, nine out of ten people will agree to your doing that. To a certain extent, that lets them off the hook for the moment; but they know, in the back of their minds, that they could easily have a position open up at any time.

This whole process of warm calling is a "numbers" thing. Just like everything else in this process, the more calls you make, the more likely you are to get an interview. There are numerous hiring managers out there who consider, and rightfully so, that part of their job is to be constantly interviewing to know the talent that might be available on the market. These kinds of managers won't spend every opportune moment interviewing, but they will do it from time to time. Again, it's a numbers thing.

If the hiring manager just plain dismisses you or insists that you deal with the H.R. department, then you can say:

"My experience with company H.R. departments (as far as identifying top talent when there isn't an immediate need) just hasn't been good. I am sure they are wonderful people; but I need to be talking to decisive managers who can make immediate decisions. Is there any other decisive manager in your firm who has an opening?"

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