How to Cold Call: Ultimate Guide to Effective Sales Cold Calls

The Script Is Just the Beginning

You've built your script using the seven-part framework. Now comes the hard part: actually making the calls.

This is where theory meets reality. Where you face rejection, objections, bad timing, and prospects who don't follow your script. Where you learn that success isn't about perfect delivery but about preparation, adaptability, and persistence.

This guide covers everything that happens from preparation to follow-up. You'll learn how to set up productive calling sessions, adapt your tone to different prospects, handle objections without getting defensive, ask for meetings confidently, and follow up strategically to ensure prospects actually show up.

If you haven't read Part 1 on building your script framework, start there. This guide assumes you have a script ready to execute.

Let's turn that script into meetings.

Part 1: Preparing for Cold Calls

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Setting Up Your Power Hour

Preparation separates consistent performers from inconsistent ones. The "power hour" is a dedicated block of time for calling without interruptions.

How to Set Up Your Power Hour:

1. Block time on your calendar (same time daily builds consistency)
2. Turn off all notifications (Slack, email, phone)
3. Tell your team you're unavailable
4. Prepare your prospect list in advance
5. Have water nearby

Organising Your Prospect List

Before your power hour starts, have 60 targeted contacts organised and ready.

Why 60?

• You'll reach about 15-20 people
• Have real conversations with 5-8
• Book 1-3 meetings

What to Research (2-3 minutes per prospect):

• Recent company news
• LinkedIn activity
• Recent hires or role changes
• Product launches
• Funding announcements

Don't go deeper. You're finding one specific thing to mention in your opener.

The Right Mindset

Cold calling is psychologically demanding. Expect rejection.

Mindset Principles:

• Every no gets you closer to a yes
• Rejection is about timing, not you
• The goal is learning, not just booking
• Volume creates confidence

Set realistic goals:

• Make 50 dials
• Have 10 conversations
• Book 2 meetings

These are activity goals. You control activities. Outcomes follow.

Part 2: Setting the Right Tone

Mastering Tone and Energy

How you say what you say matters more than the words. Your tone, pace, and energy set the entire dynamic.

The Mirror Technique

Mirror your prospect's tone and energy.

If they sound:

• Upbeat and energetic → Match their energy
• Serious and reserved → Slow down, be more formal
• Rushed and impatient → Be concise, get to the point
• Curious and engaged → Take your time, dig deeper

This isn't manipulation. It's meeting people where they are.

The Questions That Kill Calls

"Did I catch you at a bad time?"

This reduces your meeting booking rate by up to 40%. It invites them to say yes. Once they say "yes, this is a bad time," it's hard to recover.

Better alternatives:

• "Thanks for taking my call."
• "Do you have 3 minutes?"
• "Terrible time?"

Why Tone Matters in the Opener

Your first sentence should sound:

• Confident, not apologetic
• Respectful, not presumptuous
• Direct, not meandering

Weak (apologetic):"Hi, um, sorry to bother you, but I was hoping maybe I could ask you a quick question if you have time?"

Strong (confident):"Hi [name], thanks for taking my call. I'm [your name] from [company], and I noticed [specific thing]. Do you have 3 minutes?"

Managing Your Energy

Your energy affects every call.

Before your power hour:

• Stand up (changes your voice)
• Do vocal warm-ups
• Review wins from previous calls
• Play energizing music

During calls:

• Smile (changes your voice even on the phone)
• Use hand gestures
• Vary pace and pitch (monotone kills engagement)

Part 3: Handling Objections

Understanding Real Objections vs. Fob-Offs

Objections aren't rejections. They're questions disguised as resistance.

The Two Types

Type 1: Real ObjectionsGenuine concerns:

• "We don't have budget right now."
• "We're not hiring until Q2."
• "We already have a recruitment partner."

Type 2: Fob-OffsPolite ways to end the call:

• "Send me some information."
• "Can you email me?"
• "I'm too busy right now."

The critical skill: Knowing which one you're dealing with.

The 4A Framework

1. AnticipateKnow objections before you call. Write responses in advance.

2. AskClarify what they actually mean. Most objections have something underneath.

3. AcknowledgeShow you heard and understand. Never dismiss or argue.

4. Address with ValueReframe around their situation. Show how you're different.

Example: Budget Objection

Prospect: "We don't have budget for this right now."

SDR: "I totally understand budget is tight. Can I ask, what's driving the budget concern? Is it that you have no budget allocated, or is it that you need to see ROI before committing?"

Prospect: "Honestly, we had a bad experience with a recruiter last year. Spent 20k and got no one."

SDR: "That makes complete sense why you'd be cautious. Here's what's different: we only charge when you actually make a hire, and we include a replacement guarantee. So there's no upfront risk. Given what you told me earlier about needing three SDRs, would it be worth 15 minutes to see if our approach is different?"

Notice:

• Didn't argue
• Asked to understand root cause
• Acknowledged past experience
• Provided specific information addressing the fear
• Closed with a small ask, not big commitment

Common Objections & Response Scripts

"We're not hiring right now""I understand. When you do start hiring, what would trigger that decision? And would it be helpful to see how other companies in your space are handling [challenge] before you need to start hiring?"

"Send me some information""Absolutely. Before I do, can I ask what specifically would be most useful? Is it understanding the process, seeing case studies, or something else? I want to make sure what I send is actually relevant."

"We're happy with our current provider""That's great. Can I ask what's working well with them? And is there anything you wish they did differently?" (Listen, then address gaps)

"I'm too busy right now""I completely understand. Just so this isn't a wasted call, what would be the best way to reconnect when things calm down? And when that time comes, what specific challenge would you want to discuss?"

The Psychology of Objections

Most objections are risk-based. Prospects fear:

• Wasting money
• Wasting time
• Making a bad decision
• Looking bad to their team

Your job is to reduce perceived risk, not argue with the objection.

Part 4: Booking the Meeting

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Timing Your Meeting Request

You can do everything perfectly and still lose if you don't know how to ask for the meeting.

The Right Timing

Ask after you've:

1. Uncovered at least one significant problem
2. Confirmed they care about solving it
3. Delivered your value prop
4. Handled initial objections

Too Early:Them: "Yeah, we do struggle with that."You: "Great! Let's set up time to discuss."

You haven't built enough value.

Too Late:You: (10 minutes in) "So anyway, I guess we should probably set something up at some point..."

You've lost momentum.

The Framework

"Based on what you've shared about [specific challenge], it sounds like this could be really relevant for you. What I'd suggest is we set up 20 minutes where I can show you exactly how [specific outcome they care about]. I have time on [specific day] at [specific time] or [specific day] at [specific time]. What works better for you?"

Why This Works

1. Ties back to their situation
2. Suggests specific next step
3. Gives time commitment (20 minutes)
4. Offers two specific options
5. Uses "what works better" (assumes yes to one)

Common Mistakes

1. The Vague Ask"Should we set up some time to chat more?"

What does "chat more" mean?

2. The Open-Ended Ask"When are you available?"

This puts the burden on them.

3. The Apologetic Ask"I know you're busy, but maybe if you have time..."

You've provided value. Don't apologize.

Adapt by Seniority

For C-Suite (via gatekeeper):"I'd love to show this to [decision maker name]. What's the best way to get 15 minutes on their calendar?"

For Decision Makers:"I'm confident this could save you significant time and money on your next few hires. I have time Tuesday at 2pm or Thursday at 10am for a 20-minute deep dive. What works better?"

For Influencers:"This seems valuable for your team. Who else should be part of this conversation, and what's the best way to get time with them?"

After They Say Yes

Lock it in immediately.

"Perfect. I'm sending you a calendar invite right now for [day, time]. You'll get an email from [your email] with a Zoom link. And I'll send a quick prep email with what to expect. Sound good?"

Send the invite while they're still on the phone.

If They're Hesitant

"I get that you might not be sure yet. How about this: I'll send you a case study of how we helped a company in your exact situation. If it looks relevant after you read it, would you be open to a 15-minute call? I'll follow up in two days either way."

Part 5: Building Rapport and Trust

Ensuring They Actually Show Up

You've scheduled the meeting. The work isn't done. The time between scheduling and the meeting is critical.

Why No-Shows Happen

1. They weren't actually bought in when they said yes
2. Something more urgent came up
3. They forgot
4. They got cold feet

Your job is to minimize these risks.

Setting Clear Expectations

Immediately after scheduling:

"Just so you know what to expect: I'll send you a calendar invite with the Zoom link. I'll also send a brief email outlining what we'll cover, so you can come prepared. And I'll send a reminder the day before. Sound good?"

This:

• Reduces uncertainty
• Positions you as organized
• Gives you permission to follow up

The Confirmation Email

Send within 5 minutes:

Subject: Quick Recap: [Your Company] x [Their Company] - [Day/Time]

Body:

Hi [Name],

Great connecting just now. Thanks for making time to discuss [specific challenge they mentioned].

Here's what we'll cover on [day] at [time]:

• [Specific outcome 1 tied to their challenge]
• [Specific outcome 2]
• [Specific outcome 3]

I've attached a case study of how we helped [similar company] with [similar challenge]. Worth a glance before we talk.

Looking forward to it.

[Your name]

Why this works:

• Confirms meeting immediately
• Reminds them why they agreed
• Gives them something to review (increases investment)

Keeping the Conversation Warm

One day after scheduling: Share relevant content"Saw this article about [their challenge] and thought of our conversation."

Two days before meeting: Friendly check-in"Looking forward to our call on [day]. Let me know if anything changes."

One day before meeting: Final reminder with value"Quick reminder: we're on for tomorrow at [time]. I'll be showing you [specific thing], which should help with [their challenge]. See you then."

Adding a Personal Touch

Reference something personal from your research:

• They posted about a company milestone → Congratulate them
• They're hiring in a new market → Ask how that's going
• They mentioned a specific challenge → Share a resource

Makes the interaction feel human, not transactional.

Part 6: Following Up After the Meeting

Turning Meetings Into Deals

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Most SDRs think the process ends when the meeting ends. Wrong. Your follow-up determines whether deals move forward.

The Same-Day Follow-Up

Send within 1 hour:

Subject: Thanks for your time today - Next Steps

Body:

Hi [Name],

Thanks for the great conversation. Really enjoyed learning about [specific thing they shared].

Here's what happens next:

• [Action item 1] (Owner: You/Them, Due: Date)
• [Action item 2] (Owner: You/Them, Due: Date)
• [Action item 3] (Owner: You/Them, Due: Date)

I'm attaching [resource you promised], which should help with [their challenge].

Let's reconnect on [specific date] to [specific purpose]. I'll send a calendar invite shortly.

[Your name]

Why this works:

• Proves you were listening
• Creates accountability
• Delivers on promises
• Sets next touchpoint

Using LinkedIn

After the meeting, connect on LinkedIn:

"Great talking today about [specific topic]. Looking forward to helping with [their challenge]."

Then engage with their content:

• Like their posts
• Comment thoughtfully
• Share relevant articles

Keeps you top of mind without being pushy.

The Follow-Up Sequence

If they go quiet:

Day 1: Summary email (same day)Day 3: Value-add follow-upDay 7: Gentle check-inDay 14: Break-up email

Break-up emails often get responses because they remove pressure.

Part 7: Course Recap

Key Strategies for Cold Calling Success

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Script Fundamentals:

1. Personalise everything
2. Use pattern interrupts
3. Lead with their challenges
4. Set upfront contracts
5. Keep value props tight (30-45 seconds)
6. Ask better questions
7. Practice until natural

Execution Essentials:8. Prepare your environment (power hours)9. Match their tone10. Handle objections with 4A framework11. Ask for meetings confidently12. Build trust with follow-up13. Follow up strategically

Mindset Principles:

• Rejection is part of the process
• Volume creates confidence
• Learning compounds
• Authenticity wins

How meritt Evaluates These Skills

When we assess SDR candidates, we look for exactly what this course teaches:

• Communication: Structure thoughts clearly and adapt on the fly
• Curiosity: Ask insightful questions that uncover real problems
• Coachability: Take feedback and improve your approach
• Grit: Persist through rejection without getting defensive

A great script demonstrates all these traits. It gives you the structure to show your capability even when you're nervous or facing pushback.

Your Next Steps

1. Make 50 dials in your first power hour
2. Track your metrics (connection rate, conversation rate, meeting rate)
3. Refine weekly based on what's working
4. Record calls (with permission) and review them
5. Ask for feedback from managers and peers

The best SDRs don't have one perfect script forever. They have a solid framework they refine constantly based on real conversations.

Your script gives you confidence, not constraint. It frees you to listen, not forces you to talk.

Start with the structure. Make it yours. Test it. Learn. Adjust. Repeat.

That's how you master cold calling.

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