NoSuperhero

BDR LEAD

Need help approaching an SDR who's not making calls

Hey y'all, I got a couple of new SDRs through last month, we all WFH, and one of them is simply not completing many daily tasks, while the other one is simply doing everything they can to start a conversation and book a meeting.

I spoke with him on our 1 on 1 that we need to move those tasks along because we need to have messaging throughout the pipeline and hopefully either through calls, emails, or LinkedIn we can book a meeting. This week they have made only 18 calls and we're rolling past October already, while the other has already made close to a hundred.

I want to create a sense of urgency and just don't want to seem like a total asshole when I approach them at the end of the week.

What should I ask to have a better understanding of what might be happening?

I need some sincere help y'all!

🧢 Sales Management

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63 comments

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poweredbycaffeine

WR Lieutenant

☕️

You’re the lead. Your job is to drive your teams success. You need to have tact, but if they cannot perform then they cannot stay.

Identify the root issue. Build a plan to fix it that is tied to metrics and a timeline. Sounds like a PIP because it is one. If they don’t hit, they’re out.

NoSuperhero

Politicker

BDR LEAD

Thank you, what if they are booking meetings, not an exaggerated amount, but both of them have turned in the same amount of numbers?

Avon

Politicker

Senior Account Executive

are they quality meetings? I think if they are performing, just using a different tactic thats fine. When I was a BDR, the best performer on our team made about 5 calls a day but sourced the most outbound closed revenue. He's now a top AE at Netsuite.
If he's not booking quality meetings or putting in the effort, you should drop him.

MrAnderson

Executive

Ooohhh this changes everything.
If they are booking the same amount (considering quality is the same) IMO you shouldn't judge them. You pay them for the result, if they are making smarter work than the other why punish them.

In fact those are better prepared to be AEs, one day he'll have less time to prospect, and he'll be able to self source with less activity.

(This is considering he also takes less time, but it can also be that he just researches more his prospects/accounts).

Asking people to raise activity just for activity's sake is lazy management.

I never judged my SDRs if they produced. Some didn't cold call, but had great email and LI game. And if the same happened in reverse I'd think the same.

It's when they didn't produce, when I asked them to follow "the recipe".

I also know it's very common people lie on their numbers, so also something to keep an eye out on the other. And to be fair, people do it, because again they are judged by activity (wrong way).

If both are underperforming that's a great opportunity to sit down together and see what everyone has to learn from another. But as peers, don't make the mistake of taking the side of the one who does it your way. In fact you can only learn by doing things differently, so it's the people you disagree with the ones you learn from the most.

MrAnderson

Executive

TheHypnotist

Executive

Sales Manager

Sit the SDR down, explain what you are seeing from both SDR's and tell them that you don't need excuses, you need them executing like the other SDR because that's why they were hired.

Then work out a plan WITH them to get them up to speed, see what they (might) need help with or what training they are lacking.

THEY should stipulate what they will do, by when, this plan should be satisfactory for you, and there should be a clear line drawn in the sand specifying what will happen / how things will escalate if they do not keep up their side of the bargain. Afterall, you're working in a company, not a charity.

jefe

Arsonist

🍁

This is a great approach. I don't think it's a PIP yet, but almost a pre-PIP. Come to Jesus moment.
18 calls for an SDR should be part of a call block, not a week.

NoSuperhero

Politicker

BDR LEAD

I absolutely agree. I make calls from time to time and in 3 hrs' time I can knock out 30 or even 40 if I get in the rhythm.

NoSuperhero

Politicker

BDR LEAD

Thank you, I agree with all of this. On our 1 on 1, we talked about needing to up the numbers because this is how we are successful as SDRs. But I haven't seen anything that proves to me that we're pushing in the right direction. So this helps a lot.

Nairobi

Politicker

Based on your answers in the comments, it seems like both rep are having similar results but one is doing less activity (less calls)?

If that’s the case, then I would talk with that BDR to see where their meetings are coming from. If a channel is working for them and it’s not cold calling, then it’s fine as long as the person books meetings. Tell them that they should do more activity in the channel that works for them.

When I was a BDR, I barely cold call just because other channels were working for me. I focused my time on the channels that were producing meetings. I had a colleague that started at the same time as me and was doing cold calls all day. I still ended up being the top performer and set company records. High Activity ≠ Top performer

NoSuperhero

Politicker

BDR LEAD

Thank you for this, I agree results matter most, and funny enough, he's gotten some through LinkedIn and the rest through cold calls, which in my eyes, if he calls more, he has more chances of booking more!
I wonder if it's a motivation issue.
🤔🤔🤔

Nairobi

Politicker

Ah, then you are right. It’s probably a motivation issue. If he gets most of his meetings from cold calls, he needs to increase it.

GoBlue

Old School Bravo

National Account manager

results are what matters. Have them give you their plan for success. If it is acceptable good. hold them accountable. If not fix the numbers.

Pachacuti

Politicker

They call me Daddy, Sales Daddy

Be straight up and honest. They will probably give you a sob story, but It is what it is.

Diablo

Politicker

Sr. AE

Completely understand, you are the driver here. The number of outreach/task looks low but what about the results in both the cases?

CuriousFox

WR Officer

🦊

👀🍿

NoSuperhero

Politicker

BDR LEAD

They've been about the same to be fair, that's why I don't want to jump the gun either! I've had colleagues in the past who don't do many calls but book meetings from other activities, but I can't see the other activities, so I'm kinda in the dark here.

gwenjamin

Fire Starter

SDR

if the results between 18 calls and 100 calls is nothing, I'd suspect the 100 call rep is lying

NoSuperhero

Politicker

BDR LEAD

I can monitor the tasks being completed on Outreach, he's got more attempts on calls and completes tasks faster than the other rep. However, in terms of meetings booked, they have the same amount of number. And there's another detail, the Rep with fewer amount of calls completed has an opportunity to go into the next step of the pipeline for the AE.

oldcloser

Arsonist

💀

I’d advise to be prepared for “what do you mean- I have to work at this job” syndrome.

You could couch the whole thing with the concept of misalignment. Start by asking if your SDR feels like their effort is aligned with communicated expectations. Maybe take ownership of that just for purposes of setting real expectations from now on.

Basically “if you thought this kind of effort was going to acceptable, that’s on me. But it ain’t. Now it’s on you. —->; action plan. Short leash.

NoSuperhero

Politicker

BDR LEAD

This is what I was thinking I needed to do, set clear expectations. Maybe there's something personal going on, so if this continues for longer than Tuesday, I have to intervene. Q4 is crucial.

Sunbunny31

Politicker

Sr Sales Executive 🐰

Is there an SDR manager? Because if so, those metrics are going to be very stark. And perhaps that's your approach - helping the SDR get over a hurdle and get on with it.
You're not being a jerk to expect someone to do the basics of the job. It's how you approach it. But letting them either be too timid to make calls, or too lazy, isn't doing anybody any favors.

Sunbunny31

Politicker

Sr Sales Executive 🐰

Belatedly notices title - how much power does a team lead have?

NoSuperhero

Politicker

BDR LEAD

That's the official title, but I report directly to the VP of Sales and Marketing and all BDRs report to me. I'm also in charge of creating the sequence and strategies of the sales approach.

Sunbunny31

Politicker

Sr Sales Executive 🐰

Right, so you were asking from the perspective of the manager. I saw some great responses and how to be encouraging already, so I won’t restate those. Glad you got some good advice. Interested in finding out how it works out.

Retired Sales Professional

Do you happen to know what is holding them back? It's OK to show the other teams result as long as it's with positive outlook. Have them each report back to you and explain their day as it pertains to what needs to improve. Your not an Ahole if you are up front and honest as to what the company is looking for with this position and what can result from not achieving goals. Be transparent. Try to figure out who is trainable and who is not. Keep those who are trying hard and let go of those they don't want to do anything. Sound harsh but as long as you genuinely tried to assist them your conscience is clear. I always reminded my teams that shit runs down, not up. You are incharge of this team and you need to also protect yourself. Best!!

NoSuperhero

Politicker

BDR LEAD

I would love to know what's holding them back, I've wanted to just ask but again, I don't want to overstep boundaries or come out as an A-hole

Retired Sales Professional

Your post read as though your in charge. If your the lead than you need to ask questions when the team is not meeting goal. Trust me I was in charge of many teams and individuals, it must be done. Asking question to understand doesn't make you an Ahole, it's the approach that does or doesn't. Ex. "Hey just wanted to speak to all of you as groups in order to come up with a plan on how we can reach our goals together." Drawing the information from them or from someone with opened questions will help them to give you a full answer in order to help them and come up with a plan.

NoSuperhero

Politicker

BDR LEAD

I am a lead and manager of sorts, it's still a small SDR team, however, I do all the reporting, coaching, sequencing, strategizing, and even lead gen.

Retired Sales Professional

From your post that's what I figured. There was once a representative that I inherited because he wasn't meeting his goal. I was very firm but positive I explained to him that I was his last stop and the next step was out the door, but I didn't leave it at that I told him that we are going back to basics and I retrained him. I was up front and transparent but I assured him that I would assist as long he was willing to try. He became my best sales person.

NoSuperhero

Politicker

BDR LEAD

Thank you Frank for your this, it really helps.

Retired Sales Professional

Anytime I can help👍👍

GDO

Politicker

BDM

explain tot hem where their salary is coming from. If they are a lossmaking "asset" leadership will not think twice

Hitthabricks

Executive

Enterprise Account Executive

Have one convo to give feedback and ask how you can help. If things don’t change in 2-4 weeks it’s time to part ways.

billredhawkcs

Director

What I can tell you as someone who lived the BDR/SDR role for many years is that you are not the A for asking about this. Your SDR sounds like they lack confidence in what they’re doing, and there are some that are frankly afraid of the phone. My company specializes in getting results from SDRs/Salespeople and I’d be happy to discuss if you’d like. Meetings are fine, but what you want in the end are sales from those meetings. If your team can’t give you those then it’s time for plan B.

CaaSUnicorn7

Opinionated

SDR (Sales Development Rep)

Based on them performing the same you should not approach him at all lmaooo sounds like he’s doing his job just not how you want him to do it<br><br>It doesn’t matter if he does make activity goals so long as he’s opening quality opps because forced activity will indeed burn him out and lead to less quality

ThatNewAE

Big Shot

Account Executive - Mid enterprise

Hmmmmm. Deja Vu. I had a reportee like that a few years back. Ah, she was a pain in the backside.
First ask yourself:
- Are they able to pull through the targets?
- Is the quality of the call really good, enough for them to get conversions out of whatever number of calls they make?
- Are they accountable enough, to say the atleast, but are choosing to do this for some reason?

After this:
If you feel they are not hitting their numbers, the 18 calls they made are bad enough to not get anything and that they are not accountable: Talk.

You are the boss. You can seem asshole, because you need to get work done. You either come across as a sweet person and let the team sink; or you come across as an asshole sometimes and get the work done. Your choice.

Talk to them. Ask them for their reasoning. Give them a dressing down if the reasoning does not make sense.

HOLD THE REIGNS!

Sales Director

I think I would help understand more of what the process is to finding the right people to call. From my experience people aren’t afraid to make the dials, they just don’t know where and how to put the right people in to dial. If they find the right people and deliver the right messaging they will be excited to keep making the dials.

CEO

1. Go to their LI profile. Look for how long they have been at organizations. You will most likely see they are approaching burn out (typically they stay 12 month or whatever).2. Take the position of their advocate. Everyone else gives up on them. Ask why they typically burn out after 12 months. Ask how this job can be different.3. Agree on a plan together. That plan should include some consequences if there end of the deal is not met. Also work to find ways to give yourself some actions and make sure they are done. This way you can come back and say hey I did this and rub their face in it. ;) jk. 4. Execute

NoSuperhero

Politicker

BDR LEAD

You might be right, I feel these last couple of days just positive reinforcement throughout the team has helped a bit on his output but yeah I feel what you're saying

fuzzy

Notable Contributor

CMO (Chief Meme Officer)

While doing SDR work as part of training, I made it a point to book as many meetings as possible without picking up the phone. It was a demonstration on determination and messaging.

If the SDR is hitting quota, leave them be. If not, put them on PIP and then fire them if they don’t improve.

NoSuperhero

Politicker

BDR LEAD

True, I mean that's my stance, but if there's a slowdown in results, we all gotta do what's needed to deliver right?

fuzzy

Notable Contributor

CMO (Chief Meme Officer)

100%. If they don’t have results, then something is off with either the SDR or the process

Beans

Big Shot

Enterprise Account Executive

PIP and can if they don't step it up.
It's a grind but it's because it is entry level, if you can't do this right you can't do the next step either.

Student

You could replace them with a hungrier person such as myself 🙂

whyyouneversmile

Good Citizen

Director of Sales

Based on your comments below, even though the activity count is lower, the results are the same. I would focus your energy on the rep who is making 100 calls and not achieving the same results as your low caller. There's a false misconception that more activity = more results, and your SDR in question is proving that. I'd wonder the WHY behind you wanting him to up his call volume?

A number of years ago, I managed an SDR team and their target was 200 minutes of talk time each day. I had one rep who averaged 30 min/day but was the top performer in terms of results. Rather than force that rep to make more calls, I tried to understand what was working so well and apply that to the other SDRs. The conversion rate was insane.

rharris415

Contributor

Founder

A few things:
1. Big picture - See if you can find a mentor in addition to Bravado as a resource. Someone who you can meet with weekly about building these types of leadership skills. We are rarely ever taught this stuff.

2. You are actually being NICE when you have these conversations, not an a-hole. People appreciate the truth more than anything, even if it's something that can be an uncomfortable topic.

3. Agree with others, focus on both of them, and see what you can figure out, there are rooms for improvement in both cases imo.

4. You may be hitting a place of responsibility overload as it sounds like your team is more than 2 reps, and you are in charge of sequencing and sales strategy approach. It may be time for a conversation with your leaders around time management so they understand.

5. Since they are booking meetings is it possbile the goals are out of alignment with reality? Maybe its not just them?

6. Finally, your culture will be defined by the behaviors tolerated. That does not mean everyone has to do the same thing. It does mean you want to make sure you understand why some people do well one way, and others another. For example if someone is doing really well on LinkedIn, why would I care if they make as many phone calls? Not saying to give up on a single strategy, simply suggesting being open to flexibility

goose

Politicker

Sales Executive

Set standards and refuse compromise. Your job is not to motivate, your job is to evaluate. If they can’t meet the standard of the job then they are choosing to leave.

VP of Sales

You need to coach them and figure out what is holding them back in terms of technique, attitude or behavior? If they are getting the same amount of leads but through different channel and you still want them to make so many calls a day then show them the huge opportunity that could be right in front of them to be one of the top achievers.

Sales Director | SaaS, US East

My mentor would always say 'That phrase, 'you can lead a horse to water but you can't make him drink' is wrong.... you can make anyone DO anything. The corrected phrase is: you can lead a horse to water, but you can't make him THIRSTY!'. Some people have it, some don't.

Influencer/Artist

I need help landing a SDR job on here if anyone can help! IM A CRAZY HARD WORKER!

Kosta_Konfucius

Politicker

Sales Rep

Need to sit them down and ask what is going on, at best its paralysis by analysis

Titanic

Opinionated

Senior VP - Sales

Avoid comparing this person to another person directly. If there are only two, then I would approach this in a different way. However, if there are more than two, have a meeting with them, show them where they stand with factual evidence compared to “other employees” and then do the following: 1.) Show them the amount of missed money they could’ve made. 2.) Then ask them what YOU can do to help them capture those missed opportunities/secure upcoming ones. Building a good rapport with employees by hitting their pain points while understanding their needs and hesitations will only drive how comfortable they feel with you, and once you get to that position of comfort with them, you can guide them more efficiently, “harshly” for lack of a better word. Increased efficiency drives increased effectivity and reduces redundancy.

Mikey

Politicker

Senior Regional Director

I might be late here, but please don’t jump to conclusions. Always assume the best intentions would ask if they are okay personally and/or if there is something they feel like they need to complete their calls/tasks.

If the response is that everything is okay, then you can discuss the expectations of the job and how things need to change.

Service and Sales Manager

Get rid of them and hire me. I will complete all daily tasks and do everything I can to start a conversation and book meetings.

SaaS_Man21

Sales Guy

Ask them if they wanna be an SDR? Remote SDRs need motivation in the form of accountability. Next 1:1 go over where he’s at and where needs to be. Let him know you’re there to help him succeed and have him create a plan of action achieve those tasks within a daily/weekly/month timeframe. Get him to agree if he cannot maintain this expectation then he’ll be put on a PIP-style plan with termination being the consequence.

Your job is to motivate them and coddle at the same time. Their job is to do what they’ve been shown.

KingFlavor

Executive

Account Exectutive

Always tough when you have an SDR that's not holding their weight in activity!
If there is that much of a noticeable difference between the low-performing SDR and the one who makes 10x the amount of calls, I would simply just have a 1:1 and politely ask them what their goals are. Do they want to be an AE? A future Sales Exec? An SDR Manager? Or are they just not happy in an outbound Sales Role in general?
With the SDR position typically being the first step into the Sales world, a common issue with SDR's underperforming is that they just don't like the role - especially when activity is so low.
This approach is a win-win: If they enjoy the role and have future aspirations of moving upstream, then you can give them the feedback that they should boost their numbers on the activity dashboard to grow their brand and drive as much revenue as possible. If they aren't liking the role, you can help them explore if there is perhaps a better position at the company more suited for their skillset and find someone who is a better fit.
Good luck!

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NoSuperhero

Need help approaching an SDR who's not making calls

63 comments

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