Pay Attention to These Sales Development KPIs That Aren’t Number-Driven

Apr. 8

There are lots of ways to measure performance of your sales and sales development reps.  Some sales operations managers are super metrics driven and some go on gut feeling.  In a previous blog, I outlined some key metrics we use to track our SDRs and it got me thinking, what are some KPIs you can’t run a report on?  What are the intangibles that push a rep from good to great?

I asked our Sales Development Managers this question and they were just as interested in answering that question as I was!  After some discussion about what makes a rep stick out to them, we came up with 4 key intangibles that our SDMs look for in the reps they manage.

Sales Development KPI #1: Enthusiasm

The first intangible key performance indicator that is not number-driven, but worth taking a deeper look at, is enthusiasm.  Do your SDRs demonstrate that they want to be there?  Does it show in their work and in their effort?  We know cold calling is a grind and can be frustrating at times.  The ability to “smile and dial” and rebound from a bad call quickly shows a lot of character, and that positivity is contagious to other reps.

Tracking enthusiasm: Sales managers should be scheduling regular check-ins with each of their reps individually. You may already have these meetings in place to review other standard sales development KPIs so no need to add additional meetings. Set aside some existing meeting time to talk candidly with your reps and gain an understanding of their general attitude towards the job and mark any noticeable changes.

Sales Development KPI #2: Confidence

The second KPI to track that is not number-driven is confidence.  Does your rep have the confidence to not only deliver a message to high-level executives effectively but to also communicate that feedback to your team and closing reps?  A sales development rep that is confident is going to better understand and internalize their pitch and deliver it as an expert.

Tracking confidence: Periodical performance evaluations will help you to better track the confidence that your sales development reps gain as they become more comfortable on the phones. If you notice a rep that is struggling in this area, written feedback and extra strategy sessions can help provide the boost they need.

Sales Development KPI #3: Flexibility

Next up is flexibility.  In the outsourced portion of our business, this is crucial.  What is the reps willingness to take on a new campaign within a project?  Are they open to ramping on a new project altogether?  Overall, reps that are flexible understand the need to sometimes have to go above and beyond the standard expectations and be adaptable enough to roll with the changes that come at them with an open mind.

Tracking flexibility: When changes are made to a campaign or to your sales process, which of your reps are taking charge in adapting to these changes and helping their fellow team members? Do you have any SDRs on your team that take initiative without being asked? These are good signs that your sales reps understand the importance of flexibility.

Sales Development KPI #4: Respect

The last KPI to monitor that is not number-driven is respect.  Does your sales development rep respect their peers, their management team, and the job itself?  If they do, it absolutely shows when it comes to overall production and output. A disrespectful rep can hurt the dynamics of your sales team as well as have negative effects on the campaigns you run and the overall image of your brand. It’s critical that disrespect is managed quickly and that respect remains a core value of your company culture.

Tracking respect: Pay close attention to what your team is saying about one another both on the floor and in private meetings with you. Is there a particular rep that is always involved in office conflicts? Who is consistently being brought up during management meetings as causing trouble? If the same rep is always being named, it’s time to have a sit-down conversation about it.

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Kim Staib

About Kim Staib

Kim is a Manager of Customer Success at QuotaFactory and she is responsible for rolling out new project implementations, reporting and continuous contact list development and confinement, as well as ensuring the ongoing success of our customer engagements.