Lily Youn Jaroszewski

SDR vs High Performing SDR 3 key differences that will get you promoted 👇 High Performing = Stays consistent & disciplined SDR = Process changes everyday High Performing = Extremely coachable SDR = Tries to do it all alone High Performing = Taking ownership of targets & weekly meetings with AE SDR = Let's AE run meetings & check in on target What are the other key differences that are important? #sales #sdr #bdr #ae

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SALES, SALES, SALES - Let's meet & work together for the rest of your sales career - Account Executive Opening$ 💘 Revenue Tool - SaaS Series B $125- $150k base $1m- $1.2m quota $7k- $500k deal size selling into #saas #sales #gtm teams actual inbound $$ growing their sales team from 5-12 SDR support (one on one for now) for #startup rep$ only 💘 Direct to Healthcare Tool - SaaS Series B $900k quota Some SDR support ideal candidate has worked with #insurance and has #saas background 💘 Manufacturing ERP Account Executive & Implementation Consulting org $95-$110k base. $200k++ OTE $200k+ deal size Must MUST MUST have sold #erp to manufacturing companies this is NOT a platform, or a RESELLER, this is a CONSULTING ORG that sources, refines fit and works with the customer throughout a very long up to 2 year implementation process - you will be the #csm #am NO COLD CALLING OR SALES EMAILS you will work DIRECT with JUST the founder open to seeing #sdrs who have sold #erp to manufacturers who want to get out of software, and into consulting - SDR Opening$$ 💘 Direct to Healthcare Tool - SaaS Series B 10+ qualified attended meeting a month selling into #hr mostly within #nonprofits and #homehealthcare $55-$65k base, up to $200+ per qualified, attended meeting do not contact me if you aren't going to take my coaching seriously :) cold call me 10x in a row text me send me a blind invite do what you got to do <3 #sales #salesrecruiter #gtmsales #founderledsales #saleshiring #salesjobs

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Converting your AEs to start sourcing a majority of their own pipeline might not be such a good idea and here’s why: Typically this transition fails for three main reasons: 1) The pipe gen goal that’s assigned is completely made up and is based on the financial model and not relevant sales data 2) You don’t have the right resources in place including an airtight ICP, deep understanding of your persona, the right messaging or tech stack  3) Typically exec or senior level leaders are disconnected from the realities of how difficult cold outreach really is and don’t give the campaign enough time to be successful Here’s what you can do to give yourself a better chance at success: 1) Pick a few key data points to track (such as number of accounts worked, positive contacts, opportunities created, pipeline generated, closed won $$$s) and benchmark these over a period of time that makes sense for your sales cycle. Use this data set to understand what is or isn’t working and make adjustments from there. 2) Start with a small campaign to select accounts within your ICP using targeted messaging and an intriguing offer 3) Cold outreach is a team sport, get your execs and senior leaders involved by having them look through your target account list and see if there are any doors they can open from their network 4) Have some fun while doing it, celebrate the wins along the way! What do you think?

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How do you know when to fire your SDR leader? When the SDR team isn’t performing, it’s not always their fault. Here are some things to consider. SDR leaders were often promoted from SDRs - Without any training on operations/process - They try to run the playbook they were taught - But they didn’t build that playbook themselves You may not have the fundamentals in place - Are ICP/Personas clearly mapped out? - Does the messaging resonate with them? - How many accounts/leads can SDRs work? - Without skipping critical steps and losing them? - Have we identified the absolute best leads/accounts? - Have we segmented them to match the right messaging? - Do we have an efficient process built out in the systems? - Do we have clear reporting to see what’s working and not? There’s a BIG difference between coaching SDRs and building a repeatable process and system for them. Anything you’d add here? 🤔 If we don’t have this in place, it’s hard to put the blame solely on the SDR leader. If we do have this in place, there are some experiments we can run to try to improve things quickly. 1. The 3-Week Messaging Experiment 2. The Conversion Rate Experiment Details in tomorrow’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 Subscribe to get it here: https://bit.ly/49RCm0h ✌️

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Genuine Question - When are B2B reps that are LinkedIn prospecting going to learn that people are not going to read their multiple paragraphs of "value selling?" Who is teaching people to do this? It's nothing like normal human communication. If you are doing this, please stop and remember you are a human being trying to talk to another human being. Start with a question specific to that person's potential goals and go from there. Write the question, stop, breathe, drink some water, and send the question. The sales industry is labeled as fake and manipulative because 80% of the industry are sales robots. Be Human.

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Everything about this post. 💯💯💯

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"Should we outsource SDRs?" No, with rare exceptions. There's a reason why customer churn is high at most of the outsourced SDR shops. Outbound isn't as easy as paying $3-5k / month for a part-time SDR. And then expecting to see high-quality opportunities in 30-60 days. I've NEVER worked with a client that was happy with their SDR agency. - Poor show rates to meetings - Terrible expectation setting with handoff - Low-quality meetings with non-decision makers - Few, if any, closed/won deals But to be fair—it isn't always the SDR agency's fault. Many of their clients expect them to be miracle workers. An outbound-led sales motion is very different from an inbound-led sales motion. If your AEs are used to meeting with inbound leads, they must be taught how to close outbound leads. Prospects will likely not be problem-aware, there isn't a budget in place, and they probably won't have brand awareness. Do not hire an SDR agency if: ⛔️ You've never done outbound before as an org. ⛔️ You sell enterprise ⛔️ You're breaking into new industries ⛔️ You haven't figured out your messaging or value drivers ⛔️ Your AEs aren't self-sourcing and doing their own outbound No outsider will ever understand your customers as well as you do. And it's only a bandaid to build a sales culture that doesn't understand how to excel at outbound. It might make sense to work with an agency if: ✅ You know outbound works, but need help scaling it ✅ You've mastered messaging and value drivers ✅ Your AEs know how to close outbound deals ~~~ Agree or disagree? #sales

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OUTBOUND IS DEAD - They shouted and fired the OB team. Then the reality check - How was your OB process setup? You used a tool to round-robin call 1000's of prospects, if they pick up the phone - SDR is on the call. Seems quite efficient - you manage to get the person on a call! No personalisation, no focus, no context. You may as well be selling mortgages or insurance slips or Dead Sea products the same way. Now you got you title (what's the actual role??) on the call. What do you say? They will automatically start with "not interested" and if you can't pinpoint the exact value and pain in the first breath of the call - it's all done and lost. So who killed outbound? You just did, by spamming your buyer on their personal phone without any context. Context is still king:) #isdead #sdr #abm #outbound #marketing #gtm

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Calling into sales leaders again today.. was kinda surprised how many said they don't take cold calls. Look them up and they have HEAVY SDR teams.. But then you do come across a ton of great people too Sales leaders that practice what they preach and always give time to a cold caller At that point, its your conversation to f*ck up Be tight with your message and you'll book a ton more. I got 5 qualified meetings in a few hours today.. Cold calling when done right is the fastest way to build pipeline. Fastest route to revenue... Fastest way to build a company!

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After being an AE for 6 years, I’ve maybe worked with 40+ SDRs. Either in a 1:few alignment, or as a part of an AE pod. Here are some qualities of successful SDRs that I’ve noticed: 1. Focus on the long term Successful SDRs don’t try cliche sales tactics to try to set meetings now now now, at all costs. Yes, they objection handle. Yes, they will professionally challenge prospects. But they don’t burn relationships to the ground by being overly pushy. 2. Focus on quality -Successful SDRs set proper expectations with prospects for the first call. -They set the meeting, and they use EQ - if the prospect seems willing to talk more, the SDR will take the opening to knock out some basic qualifying questions before getting off the phone. They also do the little things right. -They don’t screw up time zones. -They don’t misspell the prospect’s name or the company’s name. -They send great handoff emails to intro the prospect to the AE, each and every time. 3. Hunger and desire to succeed and to win Some SDRs just flat out want it more. They want to be #1 on leaderboards. They want to learn and they want to improve. They proactively seek out knowledge and coaching. They seek to deeply understand buyer personas, common pain points, org charts, corporate politics, social capital, and all the business-y stuff you need to know to be successful as an SDR, let alone in Sales. Some SDRs… are clock watching and checking off boxes and collecting a salary every two weeks. They do the bare minimum. Sorry but not sorry. What would you add as qualities you see in successful SDRs, #salesfam ? . .

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If you go about selling with the ulterior motive to convince people, it tends to show through on some level and create resistance. Why? People don’t like being convinced. Convincing sounds like this: Prospect: “Why should we choose you?” Seller: “We’re used by over 2,000 sales teams including Salesforce. We typically boost sales by 20% within 30 days. We were recently named the top sales training company by Gartner.” Of course you’re going to tell people you’re the best. You’re biased. Letting people convince themselves sounds like this: Prospect: “Why should we choose you?” Seller: “I’m not sure you should. You can choose trainers like A, B, and C. If you don’t mind me asming, why consider a former kindergarten teacher?” Then shut the front door and listen. Let others give you their value proposition instead of you giving them yours. Why? People are more persuaded by what they hear themselves say, rather than what you say. It’s not your job to fill people’s heads with information. Your job is to draw it out. Buyers have the answers. Sellers have the questions.

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Absolutely agree! Unless you're in customer success, it's hard to grasp what CSMs handle daily. They must be consultants, sellers, product experts, industry gurus, relationship managers and incredibly patient - all to excel at their job. When I hear jokes about CS not doing much, it’s clear I’m dealing with someone who has no idea what it takes to run a successful business. To be a CSM, you need to be on your A game constantly, without rest. If you want the best in the industry protecting and advocating for your business, pay them accordingly. End of.

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Every startup wants to hire an AE from a big company like Salesforce. Here are some words of caution. I was the first AE in multiple startups. Then I was an AE at Salesforce Then I bootstrapped my own startup. Here's what got me here: 𝗞𝗘𝗬𝗦 𝗧𝗢 𝗦𝗨𝗖𝗖𝗘𝗦𝗦 𝗔𝗧 𝗦𝗔𝗟𝗘𝗦𝗙𝗢𝗥𝗖𝗘 𝟭. 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗶𝗻𝗴 𝗟𝗢𝗧𝗦 𝗼𝗳 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 I had product specialists, SEs, mgrs, execs, big local events, intimate local events, gigantic annual conferences, a mountain of marketing collateral and a ticketing system to request help with anything. The top performers all told me on Day #1 that the key to success was learning how to leverage these resources and not spending 1 minute on anything other than making calls, booking meetings, and closing deals. 𝟮. 𝗥𝘂𝘁𝗵𝗹𝗲𝘀𝘀𝗹𝘆 𝗗𝗶𝘀𝗾𝘂𝗮𝗹𝗶𝗳𝘆𝗶𝗻𝗴 𝗗𝗲𝗮𝗹𝘀 People think Salesforce was easy to sell. It was and it wasn't. I had a huge quota to hit and a tiny territory that had already been scorched to the ground by 10 reps before me. People that get it are easy enough to sell to but I had to focus all my time on them and hustle to close enough deals to hit my massive quota. Absolutely zero room for anyone that doesn't get it. I rarely even gave demos. If you need a demo to buy Salesforce, you don't get it. If you want a POC, you should talk to an implementation partner about what you want to build, not watch a 30 min demo. 𝟯. 𝗣𝗹𝗮𝘆 𝗣𝗼𝗹𝗶𝘁𝗶𝗰𝘀 𝗪𝗲𝗹𝗹 After my first year my team split in two and I know which manager was going to take the best territory. So, I sent him an email simply saying I'd love to work for him. There is nothing I did at Salesforce that affected my results more than this one email. 𝗞𝗘𝗬𝗦 𝗧𝗢 𝗦𝗨𝗖𝗖𝗘𝗦𝗦 𝗜𝗡 𝗔 𝗦𝗧𝗔𝗥𝗧𝗨𝗣 𝟭. 𝗕𝗲 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝗳𝘂𝗹 I implemented Salesforce for my own needs, learned to be an SE and demo the product, found lawyers to draft contracts for us, put together my own events, etc etc etc. There was no one else to do this for me. 𝟮. 𝗪𝗶𝗻 𝗛𝗲𝗮𝗿𝘁𝘀 𝗮𝗻𝗱 𝗠𝗶𝗻𝗱𝘀 "You're calling from where???" No one has ever heard of you. You have an uphill battle explaining who you are, what you do, and winning people over that definitely don't get it yet. 𝟯. 𝗣𝗼𝗹𝗶𝘁𝗶𝗰𝘀 𝗗𝗼𝗻'𝘁 𝗘𝘅𝗶𝘀𝘁 There is nowhere to hide in a startup. If you're not producing you will be fired, period. 𝗧𝗔𝗞𝗘𝗔𝗪𝗔𝗬𝗦 I think I'm proof you can hire someone from Salesforce into a startup, but just make sure you know why you're hiring them and that they know what they're signing up for. ✌️

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This might be a hot take, but tenured SDRs/BDRs should actively participate in as many live disco/demo calls as they can handle. Yes, even us Gongsters who preach cutting down meeting time to boost revenue generating activities. There are 2 main reasons why I still attend live calls, IN SPITE of having Gong: 1. Bridge the Skill Gap: Participating in more parts of the sales cycle is the best way to improve discovery skills, product knowledge, and business acumen, all of which will help me prepare for my next role before stepping into it. 2. Document Growth: Actively participating in live calls gives me a library of examples that demonstrate how my knowledge and skills have evolved over time—essential ammo for when it comes time to interview for AE. NOTE: if you merely sit as a fly on the wall during these calls, your time is better spent continuing to prospect and watching the call recordings outside of golden hours. The point is to actively prepare for and participate in these calls as if you are the AE running it. What’s your take on how involved SDRs should be in the sales cycle?

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SDRs / AEs: Account Selection is king right now when prospecting. Use these 5 filters on Sales Nav (LinkedIn Sales Solutions) to uncover healthy & growing companies: 1. Buyer intent 2. Recent leadership hires  3. Recent funding (last 9 months is good) 4. Headcount growth in the last 6-months 5. Recent hiring in the org / persona segment you target 6. % distribution of personas that makeup the total employee headcount There are still companies out there who are growing and investing.. You just need to find them. Don't cast a wide net right now, you're likely wasting a ton of time. Instead, go deeper on fewer accounts.

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Such a valuable list of “cheat codes”! Some I wish I learned earlier on in my career, but happy to have learned them at some point and able to act on them!

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I've promoted 30+ SDRs to AEs 🥳 (how to do it and hit the ground running) 𝗚𝗲𝘁𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲: 1. Learn how to do discovery calls and demos. Study calls. Make this the focus in your 1:1s with you AE buddy. Do mock calls with your peers. Prepare ahead of time so you're not scrambling. 2. Focus on performance. Do whatever it takes to get great results in your current role. Easiest way to stand out and get the opportunity to interview. 3. Know your numbers and strategy. Be able to speak in detail about your results to date, where you stack up, why that is and what you're working on to improve. 𝗢𝗻𝗰𝗲 𝘆𝗼𝘂 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲: 1. Commit to working as hard as possible. SDR to AE is the biggest jump in sales in my opinion. Especially if you're selling a complex product with 1, 2 and 3 year commitments. 2. Be super proactive. Ask your manager/team a ton of questions. Loop your manager into calls. Ask them to review calls and give you their harshest feedback. Use every single resource at your disposal. 3. Be ruthless with your calendar. Only go to meetings that are absolutely necessary. This means saying no to things that are great and really blocking time to study, drive revenue and outbound. What tips would you give SDRs looking ot make the jump to AE? - Mike G 👉 Join 5,000+ sellers getting my (free) sales newsletter here: https://lnkd.in/gwQVvVBK

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SDRs don't work for AEs.... In fact, AEs should work for SDRs. If you're in a position to have an SDR helping you crack meetings you need to point them in the right direction with the right messaging and use cases. SDRs aren't your assistants. They're the tip of the spear. Cole Praver 🙌 #sales

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99% of SMB sellers think they need to get promoted to enterprise to make $300,000 a year. They're wrong. What they REALLY need is a hungry market and a decent comp plan. Here's 4 reasons why SMB reps can out-earn enterprise reps. 1. If your company isn't firmly "upmarket," enterprise reps struggle. In my heyday at Gong, the highest-earning salespeople were SMB reps. I knew several who cracked $300,000. We had not yet 'crossed the chasm' to selling to the enterprise. Yet startups and SMBs were RAVENOUSLY hungry for what Gong had to offer. Enterprise reps struggled. SMB AEs routinely hit 200% of their number. When you have commission accelerators in place, that's big money. 2. Enterprise customers are "laggards." Again, if your company hasn't "crossed the chasm," most enterprise buyers view new technology with skeptical eyes. They want to see other enterprises "go first." They aren't trying to get a fast-mover advantage. They're trying to not f*** up. It can take YEARS for your company to "crack" the enterprise. 3. Enterprise is feast or "famine." The people who make HUGE incomes in enterprise? They close 2-3 MEGA deals per year. They aren't hitting a bunch of singles, doubles, and triples. They choose to go "all in" on a few home runs. If it pans out, they make millions. If it doesn't, they make their base pay. 4. Your quota in enterprise is much higher. Here's a dirty secret for you, coming from a former sales leader who designed comp plans: If your OTE goes up, so does your quota. Senior business leaders know that quotas must be at least 3.5x to 5x the size of your OTE. It has to be that way. Otherwise the math of the business falls apart. 5. Product/market fit in enterprise and SMB are VERY different. Just because you have product/market fit in SMB doesn't mean that applies to the enterprise. Big enterprises have DIFFERENT demands on your product for it to be considered. SSO and advanced security capabilities to name a couple. Many companies are light on these features. So enterprise reps have to "sell around those gaps," which is REALLY hard. Ok. To the future guy in the comments: I agree with you: There are long-term career reasons to want to land an enterprise sales role, even if it means making less money short term. I support that. But don't tell me for a second that SMB reps are destined to make peanuts and enterprise reps are destined to make millions. Rarely happens that way. Especially in hot startups. You can make $300,000 in SMB if you find a hungry market. P.S. I had dinner recently with the COO of a $2B publicly held SaaS company. He formerly worked at Box in their heyday. Mentioned their highest-earning salespeople were SMBs reps, often topping out at $500k. Something to think about. P.P.S. I've watched over 3,000 discovery call recordings "by hand." Here's a list of the 39 best questions that sell: https://go.pclub.io/list

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