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his name. You: Thank you. Receptionist: One moment, please. I’ll ring . . . Secretary: Accounting. May I help you? You: Hi. Moe Money, please. Secretary: May I tell him who’s calling? You: Helen Helper. Secretary: May I tell him what it’s regarding? You: Sure. I wanted to speak to him about your cost control system. Secretary: Is there something I can help you with? You: No, I’m sorry. I really must speak with Moe. Secretary: Just a moment . . . I’ll see if he’s available. Moe: Moe Money.

You: Hi, Moe. My name is Helen Helper. I’m a consultant in the finance area, and would like to discuss how I might assist with improving your cost control system.

Moe: Our system works fine. Well . . . there are a few things that could use improvement.

You: I’m really familiar with this, and have been very successful in reducing costs with clients. What areas do you see as needing improvement? Moe: Inventory control has really become a problem. We’re just unable to keep track of our costs!

You: Your costs? Why?

Moe: Well, our production control group hasn’t been following up on status reports.

You: An objective appraisal can often help to straighten this problem out. Moe: Really? I never thought of that.

You: I’ll be in your area on a consulting assignment later this week. Why don’t I stop by to see you at nine on Thursday morning?

Moe: I’m on a very limited budget. What do you charge?

You: Why don’t we see whether I can be of assistance first. There won’t be any charge at all. If I can do you some good, we can discuss it further. However, it appears we’ll be able to reduce the costs substantially at Unreal without a major change.

Moe: Okay, you’re on.

You: Thanks. I estimate we’ll be about an hour.

Moe: Fine.

You: I’m looking forward to meeting you! See you then.

Moe: Sounds good. Bye.

You: Goodbye.

While the call can start differently and take an infinite number of turns, you’re controlling the dialogue. It should be a dialogue, not two monologues. Listen actively, but don’t give away information when clients are willing to pay for it.

How much is too much? Anything beyond just enough. You’re giving away the sample, not selling the product.

Fee or free—which will it be?

You may have to leave a few messages before you swing into action. If the offeror calls back, be courteous but too busy to talk.

Ask if you can return the call in a few minutes. This makes you appear in demand. It also enables you to organize your thoughts, review your notes, and relax. Then by initiating the call, your control position is increased.

You’ll note that the emphasis is on helping someone else. We are using one of the most basic success principles:

You will get what you want if you give others what they want.

The call also considers the natural insecurity of any offeror who depends upon someone else for emotional and financial support. That’s why you don’t mention an interview.

The last thing you want to say to an offeror who is in trouble, whether real or imagined, is that you intend to replace her. You’re a genie (Do 1). You do and disappear.

As you go down the alphabet, making notes on the Yellow Pages and calendar, you’ll notice that you become adept at finessing around front-liners.

You want to be honest, not only for moral reasons. Misrepresenting destroys your self-respect. This is conveyed in your delivery. Start out believing in yourself, forgetting about time of day, the day of the week, the last call, an errand to run, or any other excuse to procrastinate. Offerors await!

An appointment around one hour after the start of business is best for this caper. Overworked offerors are often behind schedule.

Let those optimum morning hours work their magic. Schedule a meeting an hour after business starts. This gives the offeror time to get down to business. It also gives you time to arrive and scope out the situation in advance.

You’ll have your instant consulting assignment!

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