Are My SDRs Bad? Or, Is It My Manager?

First…the answer is nearly always management. Equally it’s either the SDR manager directly, or management higher up the chain - many times it’s both! When your SDR team isn’t meeting expectations, it’s easy to assume the reps are the problem. But, your manager/management hires, onboard/trains, sets the culture, implements processes/KPIs/quotas, provides the systems & thus basically always sets the stage for success/failure. So, it’s nearly always the managers/mgmt who are at fault. So, hire better (much easier said than done) & design better processes/culture/systems & your SDRs are probably going to see success. With that said, this is not a get out of jail free card for SDRs. All too often I hear: “I’d be crushing it if only the management knew what they were doing.” False. In 95% of cases you’d be crushing targets if you wanted to be crushing targets & were putting in the work to back it up.

Here’s some steps for management to take to diagnose where they may have issues:

1. Evaluate the Training and Onboarding Process

If your SDRs are missing targets, the first question to ask is whether they’ve been set up for success. Are they receiving the training they need? Poor onboarding is a classic sign of a management issue. If SDRs aren’t properly trained on the company’s products, target markets, or outreach strategies, it’s no wonder they’re not closing deals. Management should provide a structured, hands-on training program to ensure that SDRs are fully equipped with the tools and knowledge they need to hit the ground running

What to Look For:

Are SDRs getting sufficient product knowledge and sales training?
Do they understand their outreach tools and CRM platforms?
Is there ongoing training or development beyond the first few weeks?

2. Inspect Metrics and Goals: Are They Realistic?

Warning Signs:

If all SDRs are struggling with the same KPI, it may be a management issue.
Is there clarity on how goals are set, and are they adjusted based on market conditions?
Are SDRs being set up to fail with unreachable quotas or aggressive timelines?

3. How Strong is Feedback and Coaching?

Sales is a dynamic field, and feedback is key. If your SDRs aren’t getting regular feedback on their calls, pitches, and emails, it’s hard for them to improve. A strong manager will provide continuous coaching, offer insights, and help reps refine their strategies through mock calls, role-playing, and reviewing past interactions. If the manager isn’t providing this kind of support, they could be the bottleneck in the team’s success.

What to Examine:

How often do SDRs receive 1:1 coaching?
Are there regular role-plays and mock calls to sharpen skills?
Is feedback constructive and tied to specific actions for improvement?

4. Team Morale: An Indicator of Leadership

If the overall mood among your SDR team is low, chances are there’s an issue with leadership or there’s a “bad egg” on the team. A toxic or disengaged manager can quickly demoralize a team, leading to poor performance across the board. SDRs thrive in environments where they feel supported, motivated, and recognized. If they’re unhappy, unmotivated, or unsure about their role, it’s important to dig deeper into the management style.

Signs to Consider:

Do SDRs feel comfortable sharing feedback or asking questions?
Is there recognition of individual or team successes?
Is feedback constructive and tied to specific actions for improvement?

If the manager is creating a culture of fear, micromanagement, or indifference, it’s likely the reps’ performance is being impacted by low morale. Or, and this happens very often with first time SDR managers, they’re friends first and managers second. Simply put - they’re just not pushing reps hard enough which leads to under-performance & low morale. It’s a different challenge altogether to fix this issue.

5. Is the Problem Strategy or Execution?

Steps to Diagnose:

Review the lead generation process. Are SDRs being given quality leads?
Examine the outreach strategy. Is messaging aligned with customer pain points?
Is there a feedback loop where SDRs can report back on the effectiveness of their outreach?

6. Talk to Your SDRs Directly

Ask the Right Questions:

“Do you feel confident in your daily tasks? If not, why?”
“How would you rate the support and feedback you receive from your manager?”
“What do you think would help you perform better?”

Conclusion: The Balance of Leadership and Execution

Determining whether the issue lies with your SDRs or your manager requires a balanced approach. Look at the systems in place—training, goal setting, coaching, and team morale—and assess whether management is providing the tools for success. If everything points to a solid structure and ample support, then it may be time to focus on individual SDR performance. However, more often than not, there’s an issue with both. But, you have to solve poor management first - that’s always step 1.

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