Reprinted from The Architect’s Handbook of Professional Practice

No matter how hard you try, there are times when you cannot find a connection to the decision makers on a project, or to anyone who knows them. When all other possibilities for contact have been exhausted, your alternatives are reduced to two: Pick up the phone and call “cold,” or forget about the lead.

Cold calling is not a particularly effective means for bringing in work, so it should be your absolute last resort, after you have exhausted your network but still want the project and believe it is right for your firm. Relationships, more than any other factor, are what win work, and trying to build a relationship from a cold call is very difficult. In such calls, the person you are calling has no idea who you are—which is why it’s called a “cold” call. Any warmth that arises from the situation will have to be your own. Even a warm call is better—when the person you are calling has heard about your or your firm before.

Despite its difficulties, if you are honestly interested in a project and believe your firm is qualified, a cold call may be worth a shot. A few basic rules to follow include:

Know whom you are calling. Know as many details as you can about the person you want to talk to. Know his or her name, title, role in the project, history, and anything else you can find out before you pick up the phone. The goal of the call is to get a personal meeting. Personal relationships are not built over the phone. Have a strong hook (something in your portfolio the person you are calling will want to see) that will get you the meeting.

Rehearse what you are going to say. When you get on the phone with the person, you may not have much time to break through his or her “sales filter” and convince him or her it would be valuable to meet you. Plan it, write it down, and rehearse it.

Be specific and direct. You are calling to talk about a specific project. Ask about it. Do not be shy about why you are on the phone.

Ask questions. Prepare good questions to ask about the project to show you have thought about the project—not just about the selection process. Ask questions the person you are talking to may not have considered.

Be yourself. Your goal is to build a relationship with the person on the other end of the phone line. Strike a balance between being as professional as possible while still letting your energy, enthusiasm, and personality shine through.

Send information and always follow up. As a follow-up too your call, always send some information about your firm. Make it as specific to the project as possible. It should not be just your standard brochure; it should be specific information that will be interesting to the contact.

Cold calls made easy
Here are some tips to make the process less painful and more productive—maybe even fun.

• Set aside a block of time each week, day, or whatever—and make the calls with your desk cleared of any other agenda.
• Recognize that you will usually have to make several calls to get to the right person. Plan on three calls.
• Even when you do not find the right person, be pleasant and accommodating. Building relationships applies to everyone in the prospective client’s organization.
• Don’t keep the person in suspense. Start right out with who you are, the firm you’re with, and why you’re calling.
• Ask if this is a convenient time to call.
• Design a simple call report and have it in front of you when you call.
• Make a list of “openers” and “probes” to get and keep the conversation going. A sample opener: “We’ve been reading a lot about or reorganization in the newspapers. Does this mean you are considering facilities changes?”
• Project the image of a professional consultant and problem solver rather than a salesperson. Ask open-ended questions so the client does most of the talking and you do most of the listening.

The process becomes more valuable and rewarding if you keep your objectives in mind: First, your goal is not to sell but to help the client buy. Second, a cold call is generally not intended to get your firm a job but rather to give you an opportunity to gather information, build a relationship, and set an appointment for a face-to-face discussion.

The Architect’s Handbook of Professional Practice, 14th edition; Joseph A. Demkin, AIA, executive editor; copyright 2008 American Institute of Architects; published by John Wiley & Sons; reprinted with permission.