| Some sellers fail miserably when trying to gain | | | | Once your research is complete, and you begin to |
| access to a company executive. Unfortunately, | | | | establish contact with a company, you will likely |
| rather than taking the time to develop a strategy, | | | | encounter one of two types of gatekeepers to |
| they smile and dial, hoping their canned pitch will | | | | the executive: an executive assistant or |
| be enough to get an appointment. This strategy | | | | receptionist, who has been charged with the |
| doesn't get many sellers past today's | | | | responsibility of keeping people from wasting the |
| sophisticated executive gatekeepers, and many | | | | executive's time. |
| aren't willing to give a seller a second chance. It's | | | | When confronting these gatekeepers, make it |
| imperative for sellers to take full advantage of | | | | apparent that you've done your research by using |
| what could be their golden opportunity to gain | | | | your well devised and differentiating opening |
| access to a key contact. | | | | statement - exactly as if you were speaking |
| Research the Issues | | | | directly with the executive himself. |
| You know you must do your research before | | | | An executive assistant is often very |
| you even think about contacting a new prospect. | | | | knowledgeable and will understand the importance |
| Your goal is to create an opening statement that | | | | of your message if you have hit on an issue or |
| will grab the executive's attention. However, don't | | | | priority the executive - or the organization - cares |
| overlook doing the same for the gatekeeper who | | | | about. Ask for the assistant's help in identifying |
| is more likely to answer. | | | | the right person to speak with. If the executive is |
| In doing your research, one of the key things to | | | | the right person, ask for their help in setting an |
| look for is something that will cause the | | | | appointment. The assistant will grant you an |
| gatekeeper to say, "Mr. Executive needs to speak | | | | appointment - if he or she feels it will be of value |
| with this person!" To accomplish this, learn more | | | | to the executive based on the priorities the |
| about the company as a whole and the | | | | executive is focused on. Or, the assistant may |
| executive's area of responsibility by performing | | | | refer you to another contact in the organization |
| more effective research. | | | | with those priorities. Either way, you're in the door! |
| Identify compelling business issues that the | | | | The receptionist may also be able to refer you to |
| executive, or his competitors, may be facing and | | | | the appropriate contacts after hearing your |
| that you have solved for other clients | | | | opening statement, provide the executive's email |
| - Determine business priorities the executive may | | | | address, or give you insights into the best times |
| have in common with other clients you work with | | | | to reach the executive. You may choose to seek |
| - Look for business opinions the executive has | | | | out the receptionist to gather this information |
| expressed that are in line with your company | | | | while also gaining access to other contacts. |
| - Seek out people you might both know; | | | | As you gain access, follow up to thank |
| someone you can reference or who might offer | | | | gatekeepers for their assistance. Be friendly and |
| you a referral to the executive | | | | appreciative each time you speak with the |
| Use this information to create a powerful opening | | | | receptionist. As you navigate the organization |
| statement that will differentiate your message to | | | | either at the executive's or the assistant's |
| both the executive and the gatekeeper. Include: | | | | recommendation, update both on your progress |
| | | | and next steps to build your relationship. |
| 1. The business issue or priority you suspect | | | | Treat both types of gatekeepers with respect |
| 2. Financial results you can provide | | | | and professionalism and the assistant and |
| 3. A reference or referral that adds credibility | | | | receptionist will facilitate, rather than block, your |
| The Gatekeeper is the Executive | | | | entrance to the executive and the organization. |