SDR managers chase the wrong problems, obsessing over connect rates and trying new tools instead of fixing what actually matters. They're not lazy, just pointing their effort in the wrong direction.
I'll tell you what I think the average SDR manager is doing. They're running around, chasing their own tail, working on things.
That aren't the right.
Thing to work on. So, for example, the SDR manager goes and asks SDRs, Guys, we're not getting too many meetings. Like, give me your feedback. What's happening? And they're like, well, the connect rate's low. And they're like, oh, my God. Okay, let me go fix that. They go on their STR community.
Guys, our connect rate's low.
What do I do? Have you considered buying a parallel dialer? Yeah. Okay, that's a good idea. They go by the parallel dialer, they give it to the SDRs. Guys, here's a parallel dialer. This takes two months. They do a lot of demos. They get budget, they sell it internally, sell the parallel dialer. They. They have the good intentions at heart. What happens? You have the parallel dialer to the SDRs. The SDRs are still not getting meetings. Hey, guys, we're not getting a lot of meetings. What's happening? Well, our connect rates are now even lower. People aren't interested. Oh, they're not interested. Wow. How about we try email? Okay, let's try email. Our deliverability is crap. Oh, my God. Let me ask. Right? I'm like, they're just chasing their own tail, and.
The SDR Role Is NOT a Stepping Stone | James Buckley on Cold Calling, AI & Career Growth
Trupeer Hired an Enterprise SDR in 1 Day. He Booked His First Meeting in Week 1
