Podcast episode
Coaching SDR Teams and SDR Leaders (Melissa Lui, AirGarage)
30 Minutes to President's Club6 Jun 202433 min
Description
FOUR ACTIONABLE TAKEAWAYS Structure your SDR 1:1 as follows, start with their agenda and what's top of mind for them, then do a pipe review for accounts they intend to book, then review a good & bad call, finally talk about their career goals Set the expectation with your SDR they need to drive the agenda from onboarding onwards Do a SDR forecast by reviewing cold (not contacted), warm (contacted and qualified), and hot (contacted, qualified, and some interest) Train team on process, probing, and provoking GAP Questions by asking them to write down all the problems their buyers may be facing, then work backwards to outline the questions they can ask to uncover them PATH TO PRESIDENT’S CLUB Head of Sales Development @ AirGarage Director of Sales Development @ ServiceTitan Senior Sales Manager @ ServiceTitan Sales Development Manager @ ServiceTitan Sales Development Manager @ ChowNow RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
Show moreShow less
Listen
Loading the recording
This recording could not be loaded.Open the audio file
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
that you have your reps focus on a goal at the beginning of the week and that there's alignment. And then middle of the week, we actually listen to some of the calls that they've had already during that week, usually a good call and a not so great call so that we start identifying “trends so that by at the end of the week, when we do our actual role play coaching session,” we have something very tactical that we could focus on to get better at. And then we just revisit that at the beginning of the week to just validate that, hey, we've been working on this and there's been some improvement in the one-on-one. What's number two?
“But they also don't talk about the behaviors of a top performing rep, which is you come to the table prepared with an agenda and your one-on-one doc filled out. And you're driving this meeting because you own the outcome. I can help you get to the outcome, but in terms of execution, that's on you.”
“And we actually map out the behaviors of a top performing rep. So coming to the table prepared with your one-on-one and agenda set up, doing call reviews proactively, and even going as far as potentially listening to AE disco calls so you could really align your questions to what AE is asking to uncover similar gaps. And you're also role playing, right? You're doing game tape reviews. You're not waiting until live game time in order to practice.” You're actually paying attention, listening to your calls, being maniacally focused on where the gaps are. What are those trends? Where am I dropping off on a call? Why am I losing on that call and not booking it? Is it because I'm not handling the what is it that you guys do or
focus on, you know, your process and also tactically trying to improve that aspect of it. You've mentioned call reviews a few times. And knowing how much structure you have to your one ones, my guess is you're being pretty structured in the way that you run a call review as well. How do you run an SCR, cold call review? “We focus on two calls. So we usually do a meeting booked call. That's a good call. Reps” love coming to the table with that one. And then we do a not interested post pitch call. So that's obviously not a good call where the outcome did not turn out the way that it did. We do have an SCR scorecard that focuses on like three really important things, which
which is us, Air Garage, and what we could do for your parking asset. And then we kind of come to the table with the quantifiable score and then also a qualitative score, because we use Avoma and actually comment on the actual call. So I have them doing the quantitative “score, but also doing the qualitative feedback on those particular areas of the call, because” then we need more context. It's not as simple as a one through five, like this was good. Expand on why do you think you got a five on uncovering one to two gaps. Walk through that. Well, it's because I asked a process question to understand what their current
and save time. And they make it about themselves when in actuality, it's not about us, right? We're trying to give the future state before we even understand what's your current state, where are those opportunities before we could kind of present to you what the future state looks like. “So I really try to get the reps focus on your job is just to learn about the current state.” You can ask these questions and sometimes you might uncover a gap and you might not. Either way, it's okay. You're doing something to try to learn about the prospect to find those opportunities. And if you do find a gap, that's just more ammo for your AE to come to the table and really
starting to understand how an account works as if they were an AE. And then lastly, number four, I got to give it up for my gap questions. The way that Melissa trained her team on those is she talked about three types of gap questions, process questions, provoking questions, and “probing questions. So what you do is you have your team write down what you want the prospect to say” and then come up with two or three gap questions for each of those things so they can think through their own playbooks. Alrighty, Nick, how can people help us out? Armand, I always love the episodes where I see you having an epiphany and learning something. And on this episode,
Quotes are verbatim and belong to their publishers. Where a quote has been translated, the original wording is kept below it.