Questions & Answers
How do you balance being a supportive manager while maintaining high performance standards for your SDR team?
I believe support and high performance aren't mutually exclusive - they're complementary. I provide extensive support through training, tools, and coaching, but I'm clear about expectations. I use regular check-ins to identify obstacles and remove them, while maintaining accountability through transparent metrics and regular feedback. When someone struggles, I ask 'What do you need to succeed?' rather than just pushing harder.
What strategies do you use to identify and develop future leaders within your SDR organization?
I look for SDRs who naturally help others, ask strategic questions, and show initiative beyond their role. I give them stretch assignments like leading team meetings, mentoring new hires, or presenting to leadership. I also provide leadership training through books, courses, and shadowing opportunities. Most importantly, I create a clear path for advancement and regularly discuss career goals, ensuring they see a future with the company.
How do you handle the unique challenge of managing remote SDRs while maintaining team cohesion and culture?
I maintain cohesion through structured virtual touchpoints and informal connections. We have daily stand-ups, weekly team meetings, and monthly virtual coffee chats. I use video for all interactions to maintain personal connection. I also create virtual 'water cooler' moments through Slack channels for non-work discussions and celebrate wins publicly. For culture, I send weekly team updates highlighting individual contributions and team achievements.
What metrics do you focus on beyond just dials and meetings to truly measure SDR success and potential?
I focus on quality indicators: conversation-to-meeting conversion rates, meeting show rates, opportunity progression rates, and customer feedback scores. I also track learning metrics like new techniques tried, training completion, and peer mentoring activities. Most importantly, I measure engagement - how often they ask questions, contribute ideas, and help teammates. These metrics better predict long-term success and career growth.
How do you create a culture of continuous learning and development in a high-pressure SDR environment?
I embed learning into the daily workflow rather than treating it as separate. We do 15-minute 'learning huddles' before team meetings, where someone shares a quick tip or technique. I also implement 'experiment Fridays' where SDRs can try new approaches on lower-priority prospects. We track what works and share results. Additionally, I provide micro-learning opportunities - 5-minute videos, quick articles, or peer-to-peer knowledge sharing during breaks.
What's your approach to managing SDRs at different experience levels - from new hires to senior reps - on the same team?
I use a tiered management approach. New hires get daily check-ins and structured training, while senior reps get weekly strategic sessions. I create mixed teams where juniors can learn from seniors through shadowing and peer mentoring. Each level has different KPIs - new hires focus on activity metrics, while seniors focus on quality and coaching others. I also implement a buddy system where senior reps take ownership of developing one junior rep, creating natural leadership opportunities.
How do you handle difficult conversations around performance without demotivating your top performers?
I use the 'SBI' framework - Situation, Behavior, Impact. I focus on specific behaviors rather than personality, and always start with what they're doing well. For top performers, I frame challenges as growth opportunities rather than problems. I ask questions like 'What would need to change for you to exceed your current performance?' This keeps them engaged and motivated while addressing areas for improvement.
What role does psychological safety play in SDR management, and how do you foster it?
Psychological safety is crucial in high-pressure sales environments. I create it through weekly 'failure forums' where we discuss what went wrong without judgment, regular one-on-ones focused on development rather than performance, and celebrating 'smart failures' - attempts that didn't work but provided valuable learning. I also ensure SDRs know they can bring up concerns about processes, tools, or strategies without fear of retribution. This builds trust and leads to better performance.
How do you balance individual SDR goals with team objectives and company-wide targets?
I align everything through cascading objectives. Company targets inform team goals, which then inform individual targets. I use a 70-20-10 split: 70% individual performance, 20% team collaboration metrics, and 10% company-wide initiatives. Monthly team challenges encourage collaboration while individual recognition drives personal excellence. I also hold quarterly goal-setting sessions where each SDR can influence team objectives based on their market insights.
What's your framework for building trust and credibility with SDRs who may be skeptical of management?
Trust is built through consistency, transparency, and advocacy. I share the 'why' behind every decision and admit when I don't know something. I regularly advocate for my team with upper management, sharing their wins and challenges. I also lead by example - if I ask them to make 50 calls, I make 50 calls too. Most importantly, I follow through on every promise, even small ones like 'I'll get back to you by Friday.'