How to retain your SDR team?

Oh, I guess the question is, is how much life do you want out of the BDR, right? If the average lifespan globally is 15 months, okay. When I, when I interview somebody, when I'm, you know, offering the role, I'm like, I'm looking for a year and a half to two year commitment. That's it. Okay. I'd like to get two years out of you more if I can. But you know, if I can get two years out of a worker, that's, that's incredible. Okay. And on average I'm about two years on most of the people that have been on my team. And two years is, you know, a year and a half in is when you start to get, you know, frustrated. Okay. And that's where we can start to explore other options. And you've got like a six month window in order to move them, you know, forward. And we just did that with a wonderful woman named Lucy who's a schoolteacher from the uk, you know, who spent almost two years on my team and you know, towards the end she was getting frustrated. But one of the things that we have also is promotion within the team, right? So we have senior BDRs and the senior BDR role is, you know, there's a lot of people, I guess it just depends on, you know, where you are and how you run it. But to me they're a part of my leadership team. Got it Right. I need them, I need them there to help lead the team and I treat them as such. So, you know, you know, when we have a weekly, you know, leadership meeting, it's my seniors and my other manager and, or the managers, the SDR and the BBR managers. And they come in and we sit together and we plan out, you know, whatever agenda that we have for the day. Whether it's, you know, you know, a special project or increasing sequences, working with people, they're included in a lot of different aspects of the BDR life cycle. So everything from hiring, you know, to onboarding to, you know, training and retraining and if we're not available, they're the next people in line for, you know, that you go to for help. So that also, you know, it's giving them more to do. It's giving them, you know, it's challenging them in different ways too. That also helps a lot I think. You know, one of the things I would say is key is transparency. Right? And that's, I think that should be like the core root of culture. It should be like could come from transparency. You need to be upfront honest, you know, and transparent with your people. Right. And if you start to feed, you know, if they feel that right from the beginning, that's. That's started already. Like a happy feeling culture, right? If you're hiding things or not being very transparent and you're like, oh, no, don't worry about that. We'll take care of it. You know, I think that, you know, in the beginning, you know, it kind of puts up a wall, right? And as long as you don't have that wall, you know, it's a really good way to start because then people feel included. Right? So I think one of the things I used to do is just, you know, when I was just me and I had, you know, a couple of maybe a senior or something like that, but I didn't have any managers yet or anything like that. And, you know, in order to talk through my ideas, I would call, you know, more of the senior people up and just talk like, oh, my God, I got to get some things off. And, you know, Naomi Brief was my ear for a very long time. She's no longer with the organization, but she, you know, I just call her in the, you know, 7:00 o' clock at night, hey, can I talk to you for a minute? And yeah, of course. And, you know, and just like kind of spout out all my ideas just to kind of get my thoughts organized. And she was brilliant with that. Just to, you know, listen and then kind of ask me questions in the background. But that core transparency, and it's not just her. I would be transparent with the whole team. Sometimes too transparent. And I'd say that something. I'm like, okay, I think I'm probably telling you guys too much, but, you know, but that's okay. You know, it's, it's. It's the culture that I want to generate, right? Is that kind of honest, upfront culture. The second aspect of it is team culture. We support each other as a team. We can have competitions where we're going against each other, but we want to celebrate success. And I think the culmination of that was just so amazing. It was in this past fall, we had just this hot rod of a woman. Her name is Ariella. She's 37 years old. She has seven kids, and one of my top performers. You'll see her all over LinkedIn. She's got a very, very strong presence online, and she's also the queen of social selling. So she's very good at what she does. And she came from nonprofits for like 15 years again. It's that giving people a new opportunity to build a career, and it just suits her, and she loves the role, and it actually gives her enough flexibility that she can take care of her seven children. But she was killing it. And then Nancy, my Australian in Sydney, she just had an amazing month that just kind of took off like a rocket. And it was. The two of them were neck and neck, and everybody's like, ariella's been the rock star lately. But Nancy beat her, right? And Ariella just. It was so honorable. She's like, oh, it's great, Nancy, congratulations. If I couldn't be beaten by anybody, it would have been beaten by you. It's just such an honor, that kind of attitude. And Daniel and I are just like, oh, that is awesome. That's the kind of culture we've generated, right, Is that, you know, they celebrated each other's success even when they were competing with each other. Right? Really, really important, right, that you, you know, you celebrate as a team, each individual success. Right? And that's. And we do that every week, every meeting, you know, like, who was top performer last week? Let's celebrate that also. Who's right, you know, on their heels. Okay, let's have some contest. Somebody's going to win. We're going to celebrate that. But we're also going to push everybody else to drive, right? And in the end, we win as a team. Hey, come on.