Trish Bertuzzi Quotes

The CFO asks the CEO, “What happens if we invest in developing our people and they leave us?” The CEO responds, “What happens if we don’t, and they stay?

Vision without execution is hallucination. So

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

40 percent of S&P 500 CEOs come from sales & marketing backgrounds

The Army is fully aware that success on the battlefield is dependent to an extraordinary degree on its sergeants.

3. Phone Interview The third step is a more traditional interview, but briefer and still phone based. It should take no longer than twenty minutes and, hopefully, end by scheduling an in-person interview. When it comes to hiring SDRs, phone interviews are as (if not more) important than in-person. Your reps will be making their living on the phones. They need to be articulate and able to make a connection without being face to face. These are the first two questions you should ask: 1. What do you know about our company? 2. What do you know about me personally? If the candidate doesn’t do an outstanding job in responding, you should proceed no further. Great candidates will come prepared. They’ll have used every means at their disposal to learn about your company, about your market, and about you the hiring manager. Not being prepared is a big red flag. In my experience, candidates who don’t prepare for this conversation won’t prepare for future conversations with prospects. And you need better than that.

Sales development is more than getting prospects on the phone, asking a series of rapid-fire questions, and documenting their responses. The job is about arousing curiosity and generating interest. Often, that requires getting at the answer behind the answer. Ask your candidates how they prepared for the interview. One might have done some reading on top blogs. Another might have viewed a recorded webinar on your prospects and your industry, while another might have downloaded every piece of content on your website.

recent/upcoming university graduates, experienced SDRs, military-to-civilian transitions, and job shifters (those looking to make the move into professional selling). In terms of what you’re looking for within those profiles, focus on the following: There are three characteristics that are universal in the best sales development candidates: passion, competitiveness, and curiosity.

If you always hire people who are smaller than you are, we shall become a company of dwarfs. If, on the other hand, you always hire people who are bigger than you are, we shall become a company of giants.

I came to the conclusion that hiring had to be my number one priority,” commented Mark. “I felt that if I could get the right people into the system, even if I did a mediocre job at training and management, they would find a way to win. But if I got mediocre people in, even if I did a world-class job at training and leading, it wouldn’t matter.

One inbound SDR can typically handle about two hundred to three hundred leads a month when fully ramped. There is some variation based on average selling price, data quality, and other factors. But in my experience, this seems to be the magic number.

Sales development should be teeing up introductory meetings so that the account executive can do the work of educating the prospect and developing that curiosity into interest. If

To be successful today, your sales process and sales development strategy must align with the way your prospects think (often called the buyer’s journey). I’ve built a five-step framework for thinking about the modern B2B buying process. I call it The Five Whys (see figure 2.1).   Figure 2.1 – The Five Whys   The Five Whys are questions that prospects ask themselves along the way in a complex B2B purchase. As

Plenty of companies have suffered with acknowledged pain for years. Their biggest issue is fear that the cure will hurt worse than the illness. You need to dig for the implications of not acting. An organization that isn’t in motion is much harder to move than one that has already realized the consequences of inaction.

Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.

The value of a sales development effort is measured by increased won business per account executive and/or accelerated new customer acquisition.

inbound opportunity is roughly twice as valuable as one generated through outbound effort. But the challenge—and it’s a big one—is that there are exponentially more small companies than big ones.