When a prospect is too junior, directly asking for a referral often fails. Instead, ask what "altitude" of content would be appropriate for the decision-maker. This coaxes them into revealing the target's title, providing the intelligence needed to find the right person.
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Reframe your networking requests. Asking for a "referral" implies a strong endorsement and makes people uncomfortable. Asking for an "introduction" is a lower-stakes request that is much easier for your contacts to fulfill, dramatically increasing your chances of success.
The phrasing of a referral request dramatically impacts its success. Asking a satisfied client "Who are the one or two people that you feel would be a great fit?" is a presumptive command that prompts specific names, unlike the easily dismissed yes/no question, "Do you know anyone?".
Instead of directly asking to meet with a senior executive, first propose a more tactical next step with your current contact. Then, position the executive meeting as a logical 'next, next step' contingent on the success of the first. This reduces pressure and makes the request feel less abrupt.
To build relationships with potential mentors or sponsors, replace the extractive ask of "Will you mentor me?" with the value-added offer of "How can I help you?". This non-transactional approach demonstrates your worth, builds genuine rapport, and makes influential people want to invest in your career.
Instead of cold calling, ask a target executive for a 10-minute interview for an article you're writing on an industry topic. This non-salesy approach grants access, positions you as an expert, and initiates a relationship on collaborative, not transactional, terms.
To truly understand a prospect's decision-making process, ask for more than you expect to get, such as requesting to be part of their internal evaluation meeting. Even a "no" often prompts them to reveal more about their process, criteria, and stakeholders than a standard discovery question would.
The amateur sales question "Are you the decision-maker?" often elicits a defensive 'yes'. A more sophisticated and effective approach is to ask, "Who else is involved in the decision-making process?" This respects the contact's position while successfully mapping the buying committee.
Dedicate call blocks to connect with junior employees at a target account. The goal is not to book a meeting with them, but to gather intel on internal challenges and key players. Use this information to craft a hyper-personalized message for the actual decision-maker.
When conducting cold outreach to hiring managers or other employees, your primary call-to-action should not be a request for a meeting. Instead, make the ask a low-lift action: 'Please forward this resume to your recruiting partner.' This drastically increases the likelihood of reaching the right person.
Instead of asking who the decision-makers are for the current deal, inquire about how they've made similar purchasing decisions in the past. This question, asked early when prospects are more relaxed, makes them more forthcoming about committees and internal processes, revealing the true path to a sale.
