Smart Calling

Smart Calling Plot Summary

Introduction

Imagine picking up the phone to call someone you've never spoken to before. That sudden tightness in your chest. The racing thoughts about what to say. The fear of rejection. Cold calling has long been one of the most dreaded activities in sales, with good reason—traditional approaches leave both caller and prospect feeling uncomfortable and usually yield poor results. But what if there was a way to transform this anxiety-inducing task into a confident, productive conversation that regularly creates new opportunities? The difference between failure and success doesn't lie in how thick your skin is or how persuasive your pitch sounds. It's about preparation, intelligence gathering, and a conversational approach that positions you as a valuable resource rather than an unwelcome interruption. By mastering the art of Smart Calling, you'll eliminate the fear, build genuine connections, and convert more prospects into committed clients—without ever feeling rejected again.

Chapter 1: Redefine Prospecting: From Cold Calls to Smart Connections

At its core, Smart Calling represents a fundamental shift in how we approach telephone prospecting. Unlike traditional cold calling—where salespeople robotically dial through lists with generic pitches—Smart Calling is about initiating contact from a position of knowledge and value. It transforms the most feared sales activity into a strategic advantage. Scott-Vincent Borba, CEO of Borba, a high-end skin care company, demonstrates the power of this approach. In his first year of business, Borba generated $5 million in sales—and every deal started with what many would call a "cold call." But his approach was far from cold. Before picking up the phone, Borba would research the business issues of the company and the person he was calling. He made a point to treat executive assistants like CEOs, recognizing them as trusted advisors who could help him reach decision makers. This preparation allowed him to connect with major retailers like Saks, Sephora, and Victoria's Secret, despite being a startup. Years later, with his company growing 50% annually, Borba still makes prospecting calls a priority. When asked about claims that cold calling is dead, Borba responds with disbelief: "That's crazy! Are you kidding me? I cold-called Anheuser-Busch and sold them on carrying my beauty water! These are beer guys!" His success comes from approaching calls with intelligence, respect, and value—the essence of Smart Calling. The contrast between Smart Calling and traditional cold calling becomes clear when comparing two salespeople from the same company. Dale Dufus calls a prospect and immediately makes critical mistakes: using the wrong name, mentioning only his products with no value proposition, asking for time without offering anything in return, and rushing to request an appointment. Predictably, he gets rejected. Meanwhile, Pat Stevens calls the same prospect but refers to the prospect's recent golf trip (information he gathered beforehand), mentions a conversation with the prospect's assistant about their current challenges, and addresses specific business issues the company is facing. Pat doesn't sell insurance or benefits packages—he discusses solutions to the exact problems his prospect is experiencing. To transform your calls from cold to smart, focus on three essential elements: acquiring intelligence about people and companies before calling, using that information within a proven sales process, and helping prospects take actions that benefit them. This approach leads to more connections with decision-makers, greater receptivity from prospects, and positioning yourself as a trusted advisor rather than just another salesperson.

Chapter 2: Gather Intelligence That Creates Real Opportunities

The difference between a cold call and a Smart Call begins with what you know before dialing. Knowledge itself isn't power—it's how you use that knowledge that matters. As Jeffrey Gitomer says, "Prepare to win, or lose to someone who is." Intelligence gathering for Smart Calling focuses on two types of information: factual data and situational information. Factual data includes basics like company size, location, and financial results. But the real gold lies in situational information—anything about the company, industry, or individual that might indicate a need or problem you can solve. For example, a bank building new branch locations, a furniture company facing a lawsuit over product quality, or a manager who's just been promoted to VP. Craig Elias, formerly a top sales representative at WorldCom, discovered a pattern in his highest-value sales. Every major sale resulted from what he calls a "trigger event"—something that shifted a prospect from having no interest to being highly likely to buy. Elias categorizes these events into three types: bad experiences (dissatisfaction with current providers), transitions (changes in people, places, or priorities), and awareness (new understanding of risks or opportunities). Smart Calling involves identifying and capitalizing on these triggers. I experienced such a trigger event myself while writing this book. Working from my Arizona home, I had spent days writing several chapters. When preparing to leave for my office in Omaha, I discovered the files had disappeared from my computer. Despite my tech savviness, I couldn't locate them anywhere. With my flight departing in 90 minutes, I quickly subscribed to GoToMyPC service so I could access the computer remotely later. For a company selling remote access solutions, this scenario represents a perfect trigger event—a pain point that creates immediate demand for their solution. Your prospect's website should be your first online destination for intelligence gathering. Explore their "About Us" section for names and contact information, read press releases for timely developments, analyze mission statements for key values, and check job postings for signs of growth or change. Beyond the website, utilize tools like Google News Alerts to monitor mentions of your prospects, LinkedIn to research individuals, and industry publications to understand broader trends. For advanced online research techniques, consider resources like Sam Richter's book "Take the Cold out of Cold Calling," which provides detailed strategies for finding information you might never have thought was accessible. Perhaps the most underutilized intelligence-gathering tool is social engineering—talking to people other than your prospect to collect valuable information. Kevin Mitnick, once a notorious computer hacker, revealed that he compromised systems not through technical means but by simply talking to people. For Smart Calling, approach this ethically by identifying yourself and your company, asking for help, providing a justification statement, and then asking questions. You'll be amazed at how much information people willingly share when approached professionally.

Chapter 3: Craft Value-Focused Opening Statements That Engage

The first 10 seconds of your call determines whether you'll engage a prospect in meaningful conversation or face immediate rejection. Most prospecting calls fail during this critical opening moment, usually because of what the salesperson says—not because the prospect isn't interested in potential value. Pat Stevens, a sales professional selling insurance benefits, demonstrates how to create an effective opening: "Hi Michael, I'm Pat Stevens with Insurance Partners. Hope you enjoyed your golf vacation. In speaking with your assistant, Suzanne, I understand that you are in the process of evaluating your competitive edge in the employment market and what you can do to attract and keep the top talent in your various locations. We've been able to help other companies in the same situation lower their recruiting and hiring expenses, and increase their retention of managerial staff. I'd like to ask a few questions to see if I could provide you some information." This opening succeeds where others fail because it demonstrates knowledge about the prospect (both personal and professional), references an inside source (building credibility), addresses a specific business issue the prospect faces, offers relevant value, and transitions naturally to questions rather than demands. It creates curiosity and interest rather than resistance. To craft your own Smart Call opening, follow a four-step process: First, introduce yourself and your organization simply and clearly. Second, use your Smart Call intelligence to demonstrate that you've done your homework—mention something specific about their business situation or recent developments. Third, hint at your Possible Value Proposition, tailoring it to their world. Finally, suggest more possible value, contingent on moving to a questioning phase. Many salespeople worry about the length of their opening, but something is too long only if it doesn't interest the listener. If your opening is laser-targeted to the prospect's world, they will listen attentively. Consider using what I call "weasel words" like "might," "maybe," and "perhaps" to soften your claims and avoid sounding pushy or presumptuous. Instead of declaring "We will save you money," try "Depending on your situation, we might be able to help you reduce costs." One sales representative for Hometown Construction demonstrates this approach perfectly: "Hi Jack, I'm Zack Krandle with Hometown Construction. In reviewing some of the reports from the city permits department, I came across some of the properties that your firm manages. We have a good relationship with the inspectors here in town; we know their tendencies and specialize in working with landlords whose properties failed building inspections and fix them so they pass. If this is a good time, I'd like to ask a few questions." Notice how Zack doesn't mention products or services, doesn't ask for a decision, and doesn't make absolute claims. Instead, he demonstrates relevant knowledge, hints at specific value, and asks permission to continue the conversation. This approach dramatically increases the likelihood of engaging the prospect in a productive discussion rather than triggering the all-too-common "I'm not interested" response.

Chapter 4: Handle Resistance with Strategic Conversation Skills

Even with perfect preparation and an expertly crafted opening statement, you'll still encounter resistance. This isn't failure—it's simply part of the process. What I call "Resistant Reflex Responses" are natural, conditioned reactions that prospects have developed after years of dealing with salespeople. The key is not to argue with these responses but to move past them conversationally. A powerful technique for handling initial resistance is the pattern interrupt. When someone responds with "I'm not interested" or "We're all set," rather than trying to overcome this objection directly, acknowledge their response and immediately ask a relevant question: "I understand. Who are you currently using for your marketing services?" This shifts their thinking away from rejection mode and into a responsive conversation. Your tone is crucial here—use a soft, surprised, or even slightly disappointed tone rather than sounding confrontational or pushy. A fourth-grade girl demonstrated this technique brilliantly while selling raffle tickets at a fundraiser. When told "I already bought some tickets," she responded with a disarming "That's okay," followed by "You didn't get any from me yet." This simple, non-threatening response completely disarmed the objection and led to additional sales. When prospects claim they're happy with their current supplier, you have several effective options. Ben Hyman, a sales manager, teaches his team to respond: "That's fine, Mr. Prospect; we realize that you're most likely satisfied at the current time. We would still like to keep in touch as we provide information and education to those companies that are a good fit for our technology. We are producing some webinars and white papers on the newest supply chain solutions—would you like to receive them?" This approach respects the prospect's situation while keeping the door open for future opportunities. Another effective approach comes from Evonne Weinhaus, who suggests asking: "Teach me if you would, what kind of service would it take for you to feel better than satisfied?" This question reframes "satisfied" as second-best without directly challenging the prospect's statement, while positioning you as someone interested in learning rather than selling. When prospects try to rush you with statements like "Okay, you've got two minutes," resist the urge to speed through your presentation. This is often a tactic to rattle salespeople. Instead, maintain your composure and either ignore the time limit (they'll forget it if you're providing value) or address it directly: "I'll be happy to call back when you have more time, since there are several details I need to learn about your situation before I can determine how much we could save you." Gary Gabrielse, who sells safety glasses, encountered a common objection when calling on industrial supply catalog companies: "At this time, we are not looking for additional safety eyewear suppliers." Rather than accepting this as final, Gary followed strategic questioning advice: asking about their process for evaluating new products, who makes those decisions, what criteria they use, and under what circumstances they might consider something new. The result? A meeting with the largest safety products company in the world—a prospect who had initially seemed closed to discussion. Remember that objections often indicate interest—prospects who truly aren't interested simply hang up. When you encounter resistance, see it as an opportunity to demonstrate your professionalism and value, turning what could be rejection into the beginning of a productive business relationship.

Chapter 5: Master the Art of Smart Questions and Active Listening

The heart of Smart Calling lies not in what you say, but in what you ask—and how carefully you listen to the answers. After your opening has created interest, resist the urge to launch into a presentation about your product or service. Instead, ask questions that accomplish three crucial objectives: help you understand the prospect's needs, help them better understand their own situation, and provide you with their language and terminology to use in your recommendations. Transform your list of benefits into powerful questions by following a three-step process. First, describe a possible benefit. Second, identify under what circumstances that would be viewed as valuable. Third, create questions that uncover those circumstances. For example, rather than telling prospects your delivery service is fast, ask "What happens when you need materials the next day but don't have them in stock?" Avoid weak questions like "Are you satisfied with what you're using?" or "Do you have any problems?" These force the prospect to do too much mental work and rarely generate useful information. Instead, use assumptive problem questions that paint a vivid picture of the potential issues they might be experiencing: "How do you handle it when your system goes down during peak business hours?" or "What happens when your current supplier can't deliver within your required timeframe?" Once you've asked a strong initial question, practice what I call "the iceberg theory of questioning." The first answer you hear is just the tip of the iceberg—the bulk of valuable information lies beneath the surface. To access this deeper insight, always ask the next question. When a prospect mentions that on-time delivery is their most important factor, don't immediately jump into how your company excels at deliveries. Instead, ask "Please tell me why that's the most important factor, and what you're looking for." This reveals the real reasons behind their stated priorities. A sales rep for a personality assessment testing service demonstrates the difference this makes. After hearing that a company wanted to implement personality testing for new hires, an average rep might immediately launch into a presentation about their testing service. But a Smart Caller would dig deeper: "Tell me more about why you're looking to do employee testing." The prospect might explain they've hired people who interviewed well but performed poorly. Following up with "What does it take to do well at your organization?" reveals specific traits they need in candidates. Additional questions about how many poor hires they've made and the cost of each failed hire quantifies the problem, creating a clear picture of the value the solution offers. While questioning, listen intently for the prospect's key terminology. On recent sales calls, I heard phrases like "Here's our challenge..." "Our biggest problem is..." and "Where we need work is..." I simply replied with "Tell me more about that" and let them continue talking. Later, I used their exact words in my recommendations—after all, people rarely disagree with their own language. Effective listening requires discipline and technique. Use the power of the pause—after asking a question and after hearing an answer. A two-to-three second pause gives prospects time to think and often leads them to provide additional information without prompting. Use verbal nods like "I see" or "Interesting" and encouragement statements like "Go on" or "Tell me more" to show engagement without interrupting their flow. The ratio of listening to talking directly impacts your success. Robert Conklin's six-month study of salespeople found that the bottom 10% talked for an average of 30 minutes per presentation, while the top 10% talked for only 12 minutes. Remember: speak less, sell more. When you allow prospects to talk, they'll reveal exactly what they need and essentially sell themselves. Your job is to get out of the way and listen carefully to what they're telling you.

Chapter 6: Transform Conversations into Committed Next Steps

The ultimate test of your Smart Calling skills is your ability to turn positive conversations into committed action. Many salespeople conduct great calls but fail to secure clear next steps, leaving opportunities dangling. The key is understanding that commitment isn't about "closing techniques"—it's about validating what you've already discussed and guiding prospects to a logical next action. Your attitude toward asking is more important than any specific technique. Have an asking attitude and you'll naturally do it. Be shy about asking, and you'll miss opportunities. Try this exercise: for one week, ask for things you normally wouldn't in all areas of your life—not just on sales calls. You'll hear some nos, but you'll also get unexpected yeses, building your confidence in the process. Every Smart Call should end with some form of commitment, whether it's setting up a follow-up call, securing a meeting, getting an order, or establishing what will happen if circumstances change in the future. Never end a call without clarity on what happens next. For movement commitments that advance the sales process, ask questions like: "What will happen between now and our next contact?" or "By when will you have had a chance to go through the material so we can speak again?" When someone says they need to speak with others before deciding, first confirm their personal buy-in with questions like: "Are you personally sold on this?" or "If you were to make the decision yourself, is this what you would choose?" Then follow up with: "Will you recommend our proposal at the committee meeting?" If they aren't personally convinced, you need to address their concerns before expecting them to advocate for you with others. For the ultimate commitment—buying from you—be direct and specific. One sales representative lost a sale at an electronics store because he simply explained features without ever asking for the purchase. The customer finally had to ask, "Do you want me to buy this?" When asking for the sale, use clear language: "Based on what you told me about your situation, the K-100 Model would be ideal to help you cut down your processing time. I have one in stock and could ship it today. May I do that for you?" Remember that asking more gets more. Negotiators use a technique called the theory of contrast—asking for more than you expect to get or offering less than you expect to pay. This establishes a psychological standard in the other person's mind. Investment professionals do this by asking prospects if they have $50,000 to invest if the opportunity was right. This not only screens out non-serious inquiries but often raises the amount that interested investors start with—perhaps from $5,000 to $10,000. A simple but powerful distinction can dramatically improve your results: ask for action, not permission. Gordon Sinclair, a restaurant owner, discovered this when he analyzed why customers weren't honoring reservations. He instructed his receptionists to stop saying, "Please call us if you change your plans," and start saying, "WILL you call us if you change your plans?" His no-show rate dropped from 30% to 10%. By asking a question that required a response, he created a sense of obligation. In your calls, replace "May I send you some information?" with "If I send you information, will you look it over and can we talk again in a few weeks?" The success of your follow-up calls depends entirely on how well you wrap up the current call. End every conversation by summarizing what you've discussed, confirming what the prospect will do before your next contact, explaining what you'll do, setting a specific time for your next conversation, and previewing what that conversation will cover. This creates clarity and accountability that dramatically increases your chances of moving the sale forward.

Chapter 7: Maintain Motivation and Build Consistent Success

The mental aspect of Smart Calling—desire, self-motivation, confidence, and attitude—ultimately determines your success more than any technique. As motivation expert Dr. Alan Zimmerman explains, "Beliefs are like filters. When you observe life through a particular filter, you can only receive certain information. The rest is unavailable." If you don't like your results, change your mental channel. The fear of rejection prevents many people from prospecting effectively. Remember that rejection is a state of mind based on how you react to what happens. By establishing secondary objectives for every call, you ensure that you always accomplish something valuable—even when you don't achieve your primary goal. Successful Smart Callers understand this distinction: they accomplish something on every call, recognize that no's are part of the process, don't take rejection personally, and understand that the last call has no bearing on the next one. To overcome call reluctance, try this technique from psychiatrist Dr. Victor Frankl: Turn your fear into something ridiculous and absurd in your mind. For example, imagine that the prospect is "actually a demon with supernatural powers" who will "jump into your ears and attack your brain." The human mind immediately rejects such absurdities, helping you see how irrational your fears really are. When facing any fear, simply ask yourself "So what?" as in "So what if I get a no. Big deal." This helps you realize that the worst possible outcome isn't actually that bad. The magnitude of your success directly relates to the size of your thinking. Big thinkers don't aim to merely meet quota—they anticipate blowing past their targets and consistently earning more. This mindset manifests in specific actions: calling big opportunities rather than small ones, reaching high within organizations rather than starting at lower levels, and setting ambitious call objectives rather than modest ones. Your assumptions about what will happen on calls usually come true. Nancy Zerg, the Jeopardy! contestant who ended Ken Jennings' 74-game winning streak, approached her game with confidence, believing she could win. In contrast, other contestants had already resigned themselves to second place before they played—and that's exactly where they finished. Your mindset before calls profoundly affects your results. Don't expect resistance; expect success. Eric Bergoust, an Olympic aerial ski jumper, teaches an important lesson about taking risks. As the defending champion facing an extraordinary jump by his competitor, Bergoust knew he had to attempt something spectacular to win gold. His risky jump failed, placing him last, but he had no regrets: "I really had to risk it. I'm glad I didn't go out there and go conservative and finish fourth. I wanted to get the gold or last, and I got last." How many sales opportunities do we miss by not making the tough call, not approaching the big prospect, or not reaching high enough in an organization? Finally, reconnect with your childlike qualities that naturally support sales success. Children don't let no's deter them, they take risks without overthinking consequences, they use their imagination freely, they maintain high ambitions, they have great attitudes, they stay active, and they remain naturally curious. Don't grow up completely—think young, take chances, and maintain your sense of wonder. You'll have more fun and achieve greater success in your Smart Calling journey.

Summary

Smart Calling represents a fundamental transformation in how we approach sales prospecting. By gathering intelligence before dialing, using that information within a proven framework, and focusing on prospect value rather than sales tactics, you eliminate the fear and rejection traditionally associated with cold calling. As Scott-Vincent Borba demonstrated by building a multi-million dollar skin care company entirely through intelligent prospecting: "If you want something, you have to make it happen." Your journey to mastering Smart Calling begins with a single step: commit to preparing thoroughly for your very next call. Research your prospect online, speak with others in their organization to gather intelligence, craft an opening focused on their specific situation, and approach the conversation with curiosity rather than a pitch. This small change in approach will yield immediate improvements in your results and confidence. Remember that prospecting success isn't about having the thickest skin—it's about having the smartest strategy.

About Author

Loading...

Art Sobczak

Read more