Bama

Senior Account Executive

Giving feedback to SDRs

Recently was aligned to an SDR that is very green. Hungry, but keeps going rogue not using scripts, quickly qualifying and passing off, etc. While we meet weekly to debrief/help, they seem not to listen.

Do you deliver directly to the SDR, SDR Manager or both during a joint session?

Point of question is not to get them fired, but set them up for success. Looking for suggestions.

🧠 Advice

🏋️‍♀️ Leadership

👨‍🌾 SDR

15 comments

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SmallySmalls

Opinionated

Caffeine Queen

I’d sit down with them directly first. Explain why it’s important, share a story of your own impatience, emphasize what’s riding on this. I’d even start the conversation with a signpost, “so this is going to be different than some of our other conversations but it’s important for us to discuss” or something. If it doesn’t improve then do the same with them and the SDR manager.

TechSalesQueen

Executive

Sr. Enterprise Account Executive

If you emphasize what’s riding on this they need to fully understand whats in it for them, where their growth from participating comes from, and what ways you can support them directly or by way of suggestion via their own time to better understand the “larger picture” at hand. This is going to be different comes across rather hostile. Asking if someone is receptive to feedback and keeping things less aggressive will help to sway defensive and new to this world vulnerability from blocking their ability to receive what you have to say. Never give feedback to someone unless it’s intention is to support them. If it’s about you, and only you, you’re already setting yourself up to be disliked and ignored.

TechSalesQueen

Executive

Sr. Enterprise Account Executive

I work with a leadership development coach and her advice has always been “I” statements vs you statements. “The way I work best is xyz. Does that make sense?” If they say yes ask them to commit to giving you that. If they say no open it up and encourage a dialogue. I’ve also spent a lot of time over the years doing a 30-60 min call w my BDR or sdr each week in their early days role playing. It’s separate from your cadence check in calls. I also like the “good cop bad cop” method. 2 things you did really well and 2 things you recognized are areas for improvement on. Get their feedback first. Where you agree with it, offer specific suggestions around how they can achieve that improvement. Where you dont, ask for more context and make sure you understand why they’re saying something and what fear might be driving them believing something - especially with green SDRs. More often than not it’s just a lack of understanding or seeing the bigger picture yet. Once they understand the larger scope and context you can support them with how to go develop that knowledge and experience on their own.

SaaSam

Politicker

Account Executive

I found myself in this position once and tried every "nice" way I could think of before telling the guy, "don't ask for my advice if you're not gonna fuckin follow it."

It worked.

Some people just need told straight up with a little attitude before they finally get the point.

TechSalesQueen

Executive

Sr. Enterprise Account Executive

Would you be open to sharing some of the “nice” ways you tried?

SaaSam

Politicker

Account Executive

Multiple role plays with his way vs the other way.

Explaining my experiences in the beginning and the results I had from using his way.

Showing him how quickly discover or demos go when with a set generated his way

Walking him through how much he is missing out on in commissions by setting "unqualified" demos

Comparing his numbers with that of his colleagues of similar tenure and experience who are heeding our council.

I spent a lot of time trying to help the guy before I finally lost patience. I'm usually a pretty reasonable and laid back fellow

FromaBlankPerspective

Politicker

District Manager

I’ve got a newbie too and will be following this - thanks for posting!

FlintIronstag

Notorious Answer

Chief Marketing Officer

Yeah I’d echo what Smally said. Gotta break them in and let them know they can’t succeed if they don’t stick to the process.

TechSalesQueen

Executive

Sr. Enterprise Account Executive

Are we sure as a newbie they even understand the process and why it matters? The reason places like this forum exist is because of the outdated concept of “breaking them in”. No one needs to be broken in order to succeed. Period. Real leadership comes from helping others to understand, recognize, and overcome areas for growth and improvement.

FlintIronstag

Notorious Answer

Chief Marketing Officer

That’s good feedback and I think we have a philosophy difference in role responsibility. The process is more important than the person in my opinion. That creates the ability to scale. Most start ups fail fast and the few who succeed go public and 25% of start up employees turn over. If the person can’t swing the hammer how it is is intended to be utilized, then are they the best fit at the company? Perhaps not. Thank you for disagreeing with me, I do value contrary points of view and appreciate your position. I really do mean that.

goose

Politicker

Sales Executive

You can only help people that want to be helped. So long as the training, coaching and feedback is there that's all you can do. If it doesn't sink in I would cut bait. Just make sure they know the consequences of the actions they are taking so they aren't surprised when the axe comes swinging.

TechSalesQueen

Executive

Sr. Enterprise Account Executive

People are only open to being helped if they know there’s a problem. Going off script and rushing the process to me screams - coaching opportunity - especially when combined with “hungry”. How quickly we all like to forget what it felt like when we were brand new and didn’t know our left from our right. Thank god I had people who showed me patience, encouragement, and took the time to help me understand before simply dismissing me as the problem. If someone is hungry and working hard but aren’t succeeding - 9/10 times it’s a leadership failure. There’s always a rogue one here and there. But this doesn’t seem like it’s a true rogue one.

goose

Politicker

Sales Executive

Good point. We can really only go off of what the author of the post said...

"Hungry, but keeps going rogue not using scripts, quickly qualifying and passing off, etc. While we meet weekly to debrief/help, they seem not to listen."

Not using scripts, not listening... Training is necessary but consequences have to be there if it's not sinking in.

Jbeans

Opinionated

Director of Sales

Rogue SDR… rampant syndrome but wonder how challenging their jobs are? Having to be inch deep mile wide - typically junior and trying to be hero’s to make comp. I’d hate it. I give direct feedback but would expect my team to Cc their manager on it and be kind. No need to roast them for trying - but we’ve had some really bad leads passed, still to me it’s a bonus as used to filling my own funnel and being in charge of my own pay check . ?

sales7

Politicker

Commercial Product Enablement

Have you tried showing a good example side by side one of theirs & asking them what differences they see? Try get them to see where they're going wrong for themselves rather than giving them the answer

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Bama

Giving feedback to SDRs

15 comments

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