"Good morning, this is Pete Springs. Is this Ms. Preston?" Note that you ask if this is Ms. Preston; you don't immediately ask for Mr. Lake.
That shows her that you value her as a person. It also gives you the opportunity to check whether you are indeed speaking to Ms. Preston rather than someone else.
If the impression you have made on her so far has only been average, or if she is especially busy at the moment, she may say: "What can I do for you?"
If you have been a hit with her and she is not harried, she may say: "Yes it is, Mr. Springs. How are you today?"
In either case, respond to the question in a friendly way and ask: "Is this a good time to speak with Mr. Lake?"
Note that you don't just ask her to put him on the line. You ask for her opinion about whether Mr. Lake would be receptive to your call. Indirectly, you also show her that you appreciate and respect her help and judgment. Good secretaries are careful about such things, and they appreciate supervisors who have the savvy to know that.
If she says no, respect that and ask when it would be a good time to try to reach him. She may even suggest that she will have him call you and may even ask you when might be a good time. If she doesn't ask, give her a couple of options. "So that we use Mr. Lake's time well, he might try reaching me at either 10:30 or 2:30. How does that sound to you, Ms. Preston?"
When you and Mr. Lake do connect, you will have only about 30 seconds in which to establish the tone of the transaction. Respect Lake's time and get right to the point. Smile as you speak. It helps, even if you have to force it at first.
"Good morning, Mr. Lake. This is Pete Springs. I want to thank you for meeting with me the other day. Assuming that no decision has been made yet, do you have time for a couple of questions about the opening?"
His response may be that he is busy, but I have watched executives try to convey that impression even as they sipped a cup of coffee and read the morning paper. You are safe if you say that you understand and that you will be brief.
Now go directly to your first question. It should be an open-ended question, one that can't be answered with a simple yes or no. Make certain that whatever you ask will reflect favorably on you. It should be something that was not answered specifically during the interview but that may have gotten you thinking in greater depth.
Let's say, for example, you were told during the interview that the opening was created because they need someone to head an important project coming up in six months.
"Mr. Lake, I wonder if you could elaborate a bit on what the social responsibility project will involve in terms of publics identified and the timetable for implementation."
Here is what you have already accomplished even before you receive Lake's response: You've asked an intelligent question; you've shown an interest in something that is obviously important to him; and you’ve reminded him of one of your strengths.
It would be difficult to predict where the conversation might go from here, but pay close attention to whatever response Lake gives. The seeds of your follow-up questions are planted within the words he chooses. Listen "care-fully" and let that show in the way you follow up Lake's response with another question.
Don't try to keep the call going an unduly long time. In fact, even if Lake tries to extend it, you would be well advised to get off the phone rather quickly. There is a risk that staying on the line could engage you in a second interview, and it is never to your advantage to have it by phone. If Lake seems to be asking second-interview questions of you, suggest that you meet again.
"Mr. Lake, it sounds like we might want to discuss this further, but I want to respect your time this morning. Perhaps we should get together again. When would be a good time for us to do that?'' Note the word choices. If you also took care to match his voice tones, you may be on your way to discussing another interview. If Lake isn't prepared to set that up, he'll say so. Possibly, he'll offer to get back to you. That's fine. Close the call with appreciation and say you'll look forward to speaking with him further.
If he is ready to go for the second meeting, either he will schedule it or he may put his secretary back on the line to make the appointment. If Ms. Preston comes on the line, work with her. She knows Lake's schedule. You need her to get you in there at the time that is right for him, not for you. That is how sales are made. Be sure to express your appreciation as you close the call, and let her know that you look forward to seeing her again.
Is this method of dealing with the secretary important? Ask a successful person in sales. Ask an acquaintance of mine who hadn't realized that his boss was about to be transferred and that he would inherit his boss's secretary.
Perhaps the best part of this "selling" approach is that you don't have to sell at all. You should simply have sensitivity to the needs of others and a readiness to act accordingly. When seen that way, making your follow-up calls to prospects need not be stressful at all. In fact, with proper planning, a cold call can leave all the parties with a warm feeling.
