The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 2 years ago

29. Getting Your SDR Process Right w/ Patrick McLoughlin


We’re taking a deep dive into the critical roles SDRs play and the value they can bring to your company.


Special guest, Patrick McLoughlin, Senior Director of Consulting and Facilitation at Force Management, covers how sales organizations can benefit from generating alignment between their SDR/BDR organization and their sales organization. He’ll cover:


- The biggest mistakes sales organizations make with SDR organizations


- How to get more value from your SDR organizations by providing training and  content that focuses them on what’s needed to execute


- How to equip SDRs to handle objections in a way that drives opportunities forward


Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website.


Here are some additional resources on the SDR Process: 


- Drive Revenue by Aligning Your SDR Team With Your Broader Sales Organization


- Why Your SDR Process isn’t Working On-Demand Webinar


- For SDRs/BDRs - Overcoming the Fear Of Rejection

No matter how great your solution or your product or any of your features, maybe how you sell is a bigger differentiator than what you sell. You're listening to the audible ready podcast, the show that helps you and your team's sell more faster. Will feat your sales leader sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth presented by the team if force management, a leader in BB sales effectiveness. Let's get started. Hello and welcome to the audible ready podcast. I'm Rachel Clip Miller, and today I am joined by Patrick Mclaughlin, known to many of you out there as Patty Mac. Patty Mac, welcome, Hey Rachel, how are you good? I'm excited for you to join us on the PODCAST. This is your inaugural episode. That sounds great, and today Patty Max's gonna sit down and talk with us about the role of the SCR and it's alignment with the rest of the sales organization. A lot of sales organizations right now are trying to make sure that that part of their sales teams are in Lockstep Sinc with everything else going on. So we're going to talk a little bit about that. Today. Patrick, what do you think? Let's just start in a broad question. What do you think is the biggest mistake sales organizations often make with that a scur function and equipping it for a success? Interesting question. So, Rachel, a lot of things that I see, and it's not necessarily a bad thing, but a lot of times the SDR role is aligned to the marketing organization first being managed by the chief revenue officer or svp of sales. Not to say that it needs to be aligned with sales, but many times the training is different. The training for the sellers is different than the training for the Marketing Organization. The Marketing Organization is looking to put out their message on how they do it better and what they do specifically in the marketplace and a lot of times I see SDRs are being managed to metrics. How many calls, how many emails, how many social media where? I...

...don't know if organizations invest a lot of time in providing the SDRs with the knowledge of the true business problems that are in the market place that they address for customers. Yeah, it's important to get specific to the role and focus that training and how you're enabling them specific to the role and I know that I've heard you use a great analogy for that role the SCR. You used it when you're talking to them and training them. Share that with us. Yeah, so I believe the str roll or the the the role of the str is to charge the marketplace with with information, provide customers with things that they don't even know are available or table in the market place. So I came up with a with an analogy, the AAA battery, articulate what's available and attainable in the market place. So if you're on a cutting edge technology, many times potential customers don't even know that your solution is available in the marketplace. So I want to provide the str the skill set that's articulate what's available, like Hey, this is out there that you may not know is out there that can solve a problem that you've been experiencing for quite a long time. And then, second many times the value SDRs brain is is providing executives with knowledge. Many years ago I had a sea level tell me, Patty Mack, the best thing you bring me is data and information so I can be or made better informed decisions. So when you think about can I articulate what's attainable, what has other great organizations or maybe what has my competition accomplished that may put me at a competitive disadmit advantage that I want to know about. So, yeah, we came up with this with AAA battery articulate what's available and tail on the marketplace. And the really the reason why we came up with it was this. You know, when you think about it, direct reps and SDRs really have two different functions, right, traditionally speaking,...

...enterprise sellers, field sellers, got to have to uncover customers needs, articulate value right and differentiate part actually negotiate. Well, the STRS. They're all of the STRs to provide value, handle objections, because the customers can potentially be asking questions, right, and they're looking to gain some commitments to further the conversation. Right. That's a very different focus and it's important to recognize that. You don't want you don't want them sitting in a training where they're talking about closing the the deal in the final stages, because their job, to your point, is to provide value, qualify, handle objections and gain commitments to the next stent, to articulate what's available and attainable absolutely. Yeah, so the question is, how do you make sure that they're focused on that? And we have even talked internally a forced management and we've done training for our own is see our teams will go through and like as is too much? Like are we giving them too much? Is this? Is this gonna make them less focus on what they specifically need to do? And we always say to effectively train a sales team it takes mindset, process, content and tools. Shift the mindset, provide the process, tools and content in order to execute. And a part, in part of making this happen is really looking beyond that SCR function in order to enable the str function, and that's looking at the alignment of the entire company. Absolutely so, think about when we co out with command of the masses, we talk about the four essential questions exercise. What business problems do you solve for your customer? How do you specifically solve them? How do you do it different than the competition, and what's your proof? Now I'll tie that back to the analogy of the AAA battery. Articulate what's available and attainable in the marketplace. Many times with the str trainings that I've done, I asked them hey. have any of you own a cordless drill? And they say yeah, and I say why? Well, we can take it underneath the kitchen sink, we...

...can go outside with it, we can travel with it, all those reasons. I said, okay, that's interesting, but that's not why you bought the cordless drill. You bought the cordless drill because you wanted a whole. Okay, you bought the cordless one because of all those other features that had, but the reason why you made the initial purchase was you wanted the whole. So let's think about that. That's what sea levels want. Sea Levels want to buy the whole. They don't want by the drill. So if I can align my sdrs to understand those four central questions and train them and develop them to be professional and how they speak, be relevant to the audience and be brief right, because many times, without that skill set, I see SDRs, I don't say lying, but maybe fabricating the value that they bring into the market place because they don't know what to say when they get an executive on the phone. And you always have to remember the SDR is interrupting somebody's Day. So being brief, relevant and fashional. They'll differentiate themselves from every other str organization in the marketplace. Yeah, that those three traits go a long way, especially you know, when you've been on the other end of those calls, that it's meaningful. I'll always take a call if somebody has it's coming to me with some some value, and its professional. And, as you said, I mean in the absence of information, your reps are going to make it up and what that's what they do when they're on the spot. And there's really no worse way to start a sales process off if your sales teams aren't really aligned. And what specific problems that the buyer has a problems that we as a provider can solve. So, Paddy Mag once a company has alignment on those essential questions which you just talk through, how does that really man at fest itself on down into a training for an st are? What tools is it give them? Talk? Talk a little bit about that. Okay. Well, think about this. When to be brief, relevant and professional, I'm looking for them to tie the message to the industry, the use case or their persona right and and they have... be able to deliver it in probably eighteen seconds or less because they've interrupted somebody's debt. They need to know what the specific business outcomes that they provided for the prospect or provided for a proofpoint or a reference that they're referencing on the call that would be relevant to the customer. So many times when we talk to enterprise cell as, we talk about the three P's, right, what's the purpose of the meeting? What's the process? What's the payoff? Well, when I'm meeting with an SDR group, I talked about the three C's. You need to deliver the concise message to the customer understands exactly why you're calling. I give them examples when they're sitting at home at night and phone rings or their cell phone goes off and they don't know who's who's calling them, what they're calling for or what even the messages and how aggravating that can be for them. I said, well, that's what your customers feeling on the other side. So be concise on the reason why you're calling. Be Compelling. Don't call a hospital system and talk about what you do in higher education. Don't call manufacturing and talk to assass company. Make sure the message is compelling to the prospect, be it a use case, the industry or the persona. And then, lastly, this is a game of numbers. I'm not going to diminish the value of the number of calls that in SDR needs to make, but the intent is I want to deliver a challenging message because if the prospect, which they do have a natural reaction to say no, says no, I want them to be thinking, am I missing now? Is My organization being put at a competitive disadvantage because I did not listen to what the STR was talking about? So we really try to reinforce the three C's. Get that concise message over in eighteen seconds or less. Make sure it's compelling to the individual you're talking to and they could challenging that they think, Hey, I may be missing out on something if I don't take the next conversation with you. Yeah, and and to your point earlier, that really comes down to having a really great understanding of the problems that you solve for the buyers and and where you've done it before, your proof...

...points and how you can bring value to these companies that you're that you're calling on. Another challenge that particularly str has to deal with in those short phone calls is handling objections and I've heard you do some great training on handling objectives objections. How talk a little bit about how this alignment, or maybe the three seas or whatever? Yeah, helps with that great question, Rachel. I'm you know, the interesting thing is is that most SDRs, when they hear the objection, they think the prospect, prospect is potentially saying no, and that's not really the case because we try to reinforce with the strs we don't want you selling over the phone. So there never should be an opportunity for the customers say no. The customers say well, thank you for that information. It may not be pertinent to me or my industry or my job at the current time, but hey, thank you for that information because I'm looking to articulate what's available attainable in the market place. So for taking the approach where we're not selling the customer but only providing valuable information to help them and their company right. And if they do ask questions, we should see that as an opportunity to help them clarify their thoughts. So first, when a prospect, I want to say, necessarily objects, but when a prospect starts asking questions. They are trying to validate what you do in their market place. They're picturing the message you're delivering and how would resonate in their position in their company. So we need to take the opportunity to really effectively listen to them and then ask clarifying questions and then provide an answer. So I would see the objection as really we've doing a good job and the customers just testing for understanding. Yeah, they're a question. Is a sign that they're continuing the conversation, which is a good sign if you respond in the right way. Absolutely one of the things I always try to tell them is great...

...sdr work is just great storytelling. Right, we were trying to tie means and emotion together with the proof point and a metric that's relevant to the prospect. So it's either increasing revenue, decreasing costs or mitigating risks, right, of a true attribute, of a value driver. How do you tie that back to the client? And you do that through great storytelling. Yeah, I remember to you telling me a story about a team member you had on your inside sales team who actually was excited and when she got nos or when she got rejection, because she played the number game, right. Yeah, so that was an interesting person. Yeah. So, so she knew what her on targeted earnings where. She knew how much money she wanted to make, and that was really that was great because she knew the metrics, so she was able to back in that. Once she got to him a hundred nos, she actually overachieved her quota and overachieved in her qualified pipeline. So what she used to do to manage to the nose, which she had two coffee cans on her desk and every time she got to know, she moves one penny and from one can into the other and kept transferring the pennies back and forth, which was quite interesting because you'd hear him click. So you knew she made her goal because she was starting over after the hundred. But she found she put it into a game for herself and it worked. I'm not necessarily advocating that for every SDR. I tended the one to work off the positives, but this was a great motivator for this individual. Right, right, and it allows you to move on to the to the people who are going to ask the questions, who are going to understand the value of what you mentioned. Being available and attainable. Yeah, great point, Rachel. Yeah, so what is your perspective, Patty Mac? You work with a lot of great sales organizations. Do you think, in this industry story of sales, of Bab sales, that companies as a whole too often diminish...

...the role of the str yeah, you know, interesting. I would hate to say that companies diminished the role of the SDR because they're actually such a relevant position in many of the organizations that we work in, but maybe they overlook the tremendous value that the SDR population brings. I mean, think about it. Many organizations put an STR team together because they want their more ten youed, more expensive sales force working on qualified leads. Well, if that's the case, if we put a same amount of training and investment into the SDRs, we would essentially be generating qualified or more qualified pipeline and that would, I would hopefully, lead to us working on the right deals, probably working on more winnable deals with our tenured field staff and then probably working on bigger deals, bigger revenue, larger, more profitable deals. Yeah, that's a great, great clarification there. I think this has been a really good conversation about that str that specific role in sales. We often don't get specific in the role for sales as it kind of spreads out and organizations. So thank you for talking with me about this today. Patrick. I think we like to wrap up with the bottom line and you have. You have some great bottom lines. I've heard you get. What do you think the bottom line is for all of this? Well, they say you, they say only get one chance to make our first impression, and if the SDR is your your first communicator of what's available in anteamable the marketplace, you need to be thinking about that impression. Think back too many things we say at force management. No matter how great your solution or your product or any of your features, maybe how you sell is a bigger differentiator than what you sell. Yeah, that's it. Thank you so much for joining me for this conversation, Patrick. Thanks, Rachel. You have a great day. Thank you, and thank you to all of you for listening to the audible ready podcast.

At force management we're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time,.

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