Outbound is hard. Here are a few resources to help make it easier.
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Building a sales team that performs takes more than hiring well. Sales leadership and coaching gives you the frameworks to develop the people already on your team.
You’ll explore coaching techniques, career growth for SDRs, and candid conversations with sales leaders who’ve built and scaled teams themselves. You’ll walk away with practical ways to sharpen your team’s performance and your own leadership.
Conversation with a Sales Pro OJ Cherry, CRO at StrikeReady Real conversations with the people who built careers on cold calls, hard lessons, and figuring it all out as they
Most B2B sales leaders understand the value of Sales Development Representatives. However, many underestimate how much the structure of an SDR team influences its output. A poorly designed SDR team
Hiring a new SDR is an investment. But without a proper SDR onboarding plan, that investment falls apart fast. Most companies either throw new reps onto live calls too early
Most companies treat SDR compensation as an afterthought. They copy a benchmark from a two-year-old report, add a basic commission tier, and wonder why their reps churn in under 18
Most sales managers treat performance reviews as a formality. They run through numbers, nod at a few goals, and move on. That approach, however, leaves serious revenue on the table.
Most sales teams track the wrong things. They obsess over dials and emails but ignore the numbers that actually predict revenue. If you want a high-performing SDR team, you need
Getting the SDR compensation structure wrong is expensive. Pay too much base and reps get comfortable. Pay too much variable and reps chase volume over quality. Get the balance right
Sales managers invest significant time and money into coaching their reps. But most struggle to answer one critical question: is the coaching actually working? Without clear metrics, coaching becomes a
Most SDR teams fail not because of weak effort, but because they lack a clear system. Without structure, reps waste time, miss follow-ups, and lose deals that were already within
Most sales managers want their reps to perform better. However, without a structured sales coaching plan, those conversations stay surface-level. Reps get advice. They nod. Then they go back to
Most sales managers talk too much in coaching sessions. They give advice. They share what worked for them. They tell reps what to do differently. Then the rep nods –
Most sales managers check their numbers too late. By the time revenue reports land, the month is already over. The deals are won or lost. The reps are either on