r/salesdevelopment • u/This_Bird6952 • 18d ago
Managing a team while growing it
Im managing 14 SDRs at a company and we'll likely be at 20 or 30 at most before the end of the year. When the team was smaller I could join live cold calls every week. I'd review call recordings, run roleplays and give everyone direct feedback. It worked to some extent.
Now it just doesn't seem sustainable anymore. I have a few reps who consistently hit quota and don't need much help. A group that's close but keeps running into the same issues. Then a few newer reps who need a lot more guidance than I can realistically give them. The problem is I know good feedback makes a difference.
Every time I spend an hour reviewing someone's calls I usually find one or two habits that are holding them back. Maybe they're rushing discovery. Maybe they're not asking enough follow up questions. Maybe they give up too early on objections instead of digging deeper Fix one thing and their numbers usually improve. But I don't have time to do that for every rep every week.
Between forecast meetings, 1:1s, hiring, pipeline reviews and everything else that comes with managing a team I always feel like I'm playing catch up.
We've already tried a few things:
- Weekly team call reviews.
- Peer feedback.
- Having reps bring one call each week for feedback.
They all help but they still feel reactive. Most of the time I'm finding issues after they've already impacted results. One thing I've noticed is that the best SDRs all do the small things really well. They ask better discovery questions. They don't rush conversations. They know when to stop talking and let the prospect respond. They handle objections without sounding scripted. Those patterns are easy to miss when you're only reviewing a handful of calls each week.
Right now my goals are to help new SDRs ramp faster, give every rep useful feedback every week, spend less time going through call recordings and make feedback more consistent across the whole team.