Learnings from our first Sales Development Management Training Seminar
Last week Tenbound held our first publicly available training seminar focused exclusively on Sales Development Management strategy and tactics. The seminar was attended by 6 super bright Sales Development Team Leaders, Managers and Directors from some of the fastest growing SaaS companies in Silicon Valley.
The target audience for this seminar was current Sales Development Team Leads, Managers and Directors who wanted to up their game, as well as SDRs (BDRs, ADRs, etc) who wanted to step-up to Sales Development Management in the future.
Overall, the seminar went great and it was awesome to be able to close the door with these leaders and laser focus on what makes a world-class Sales Development program tick, along with the many, many pitfalls to avoid in putting one together. This was for hard-core students of the Sales Development craft, who wanted to bring this practice to the next level and in turn, elevate their own value in the marketplace.
TOPO’s research has shown that 100% of high-growth organizations have Sales Development organizations. We know for most businesses it's critical have a team consistently prospecting and following up on leads to make sure nothing falls through the cracks. Sales Development can drive quality pipeline for your Sales team, and provide a Talent pipeline to build the future of your company.
We also know a key to a successful program is strong leadership. The right leader can make or break a Sales Development team. Sales Development is expensive; it involves people, processes and technology, and it needs to pay off fast. We're pouring thousands into the program each month. We know if we don't have the right leader in place, the whole thing goes off the rails.
But how do we treat the leadership function in Sales Development? From what I've seen, two ways. One, find a high performing SDR and promote her to SDR Manager. Or, find someone from a big name company who raised up the ranks in a few years and bring them in to run the team. In both cases, there's little training, coaching or support given to the Manager. They're on their own.
Why I became a GrowthX Mentor
Recently, I was having coffee in San Francisco with my good friend Chris Ortolano of DiscoverOrg, and he mentioned he was heading over to do a talk at GrowthX Academy. Chris and I are both passionate about training and development, and I thought the Academy sounded interesting, so Chris suggested a meeting with the Sean Sheppard and Will Bunker. I was immediately fascinated by what they are doing. After a few more meetings, we decided I’d become a GrowthX Academy mentor, and it’s been a great experience so far.
I think the GrowthX Academy is filling a huge need in the marketplace.
As a local Sales Development leader, it’s been frustrating for me to see how unprepared people are when entering the workforce for their first or second job, especially when trying to break into Tech Sales.
As I wrote about a while ago on my blog, very few Universities teach Sales as a major, despite the fact that Sales careers are widely available at many companies and are a great first step into the business world. How are people supposed to get prepared or understand how to be successful without a guide?
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