Axioms of Sales Development

I. The script is what you fall back on when you run out of things to say.

Your main goal is to spark a relevant conversation, ideally based on some context. This can be a piece of information you found out from someone else at the company, on a podcast, or social media. It could be about the person you are talking to in particular. Anything is better than showing up and reciting a canned script that everyone gets.

Having a script ensures you stay on track during sales pitches or presentations, but if you show up and recite the script, the reptilian brain of your prospect will more than likely screen you out like a bouncer at a nightclub.

In "Pitch Anything," Oren Klaff discusses the brain's structure in the context of pitching and persuasion. He breaks it down into three parts: the reptilian brain, the midbrain, and the neocortex. Here's a summary of each:

Reptilian Brain (Croc Brain)

• Function: This is the most primitive part of the brain, responsible for basic survival instincts and automatic responses.
• Role in Pitching: It's the initial filter for all incoming information. It quickly decides whether something is interesting, threatening, or irrelevant. To capture and hold attention, pitches must first appeal to the reptilian brain by being simple, clear, and engaging.

Mid Brain

• Function: This part processes social interactions and emotions. It helps to interpret complex social signals and manages social behaviors.
• Role in Pitching: The midbrain evaluates the social context of the pitch—assessing trustworthiness, status, and connection. Establishing a strong personal connection and demonstrating social proof are crucial to engage the midbrain.

Neocortex

• Function: This is the most advanced part of the brain, responsible for higher-order thinking, reasoning, and logic.
• Role in Pitching: The neocortex processes detailed information, logic, and data. However, it's only engaged after the reptilian brain and midbrain have given the initial "green light." Complex details and data should be presented once the pitch has already captured interest and established a connection.

Klaff emphasizes that successful pitches must navigate these three brain parts effectively. Start by capturing the attention of the reptilian brain, then engage the midbrain by building rapport and trust, and finally, present logical arguments and data to the neocortex. This approach ensures the message is received and processed effectively, increasing the chances of a successful pitch.

Make the conversation personal by referencing specific details about the prospect or their company. Show that you've done your homework and genuinely understand their needs and challenges. Mention similar clients or success stories to establish credibility and create a sense of belonging. People are more likely to trust you if they see others like them benefiting from your product.

Don't be afraid to ask questions. The vendor who takes the time to truly understand the prospect and their specific scenario is the vendor who will likely win the business.

II. Every company wants to build pipeline, and they want you to do it for them

Understanding Your Value:

Recognizing that your skills are in demand can boost confidence and motivation despite the low status of the SDR role. This mindset helps you understand your value proposition and position it effectively in the market. It also helps you position yourself for better jobs.

As an SDR, you're playing a crucial role in the sales process by identifying and nurturing potential leads. I want you to understand that your job is extremely difficult, extremely important, and nobody wants to do it. That is why they hired you. You are a disposable resource for the company. If the outbound experiment doesn't work out, they'll cut bait and move on in less time than it takes for you to write a personalized email. If this was not true, you wouldn't be the lowest paid person on the payroll. The whole idea is for them to try and spend money to penetrate a market; you are what they're spending the money on. There is no uber-SDR at the top of the hill who secretly knows how to do your job already. They hired you because it is easy to fire you. They don't know how to do this either. And their livelihoods are on the line. It is an extremely stressful situation on all fronts.

Understanding the demand for your skills not only boosts your current job performance but also sets you up for future career growth. By consistently delivering results and proving your worth, you can leverage your experience to move into higher roles within the sales hierarchy, such as Account Executive (AE) or Sales Manager. Additionally, this mindset can help you negotiate better positions and compensation packages, as you can confidently demonstrate the value you bring to any organization.

III. It's all about the scoreboard

Hitting activity metrics and other KPIs should be a secondary goal. The number one most important thing for an SDR is to land meetings with qualified buyers. A qualified buyer is someone who might actually buy something (duh). There are probably several layers of rules in your specific company. Don't worry about it so much. Focus on the big picture. Going from 0 to 1 is extremely difficult in a B2B sales context. If you are generating new opportunities, the company will give you carte blanche. Criticism is often hard to come by at the top of the meetings leaderboard and ever-present anywhere else.

In my first SDR role, my name was stickied at the top of the leaderboard every month. I showed up at around 10:30AM, took an hour lunch, and floated outside to hit the vape with the homies every so often. I usually didn't hit my activity metrics, or anywhere near them. I'd make 10 calls, book 2 meetings, and screw around for the rest of the day. I thought for sure I would be fired. Instead, I got invited to the President's Club dinner as an honorary guest for doing such a good job as an SDR. They didn't even have a seat for the SDR team allocated and made room for me anyway. Look, I'm not saying this was good behavior. In fact, I am saying you should not act this way. But it does support my point. Scoreboard.

IV. Be wary of the advice you read on LinkedIn

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