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The hiring process is very important within any company.

If you hire well, your sales process works well and, consequently, you sell more. Especially when dealing with SDRs.

SDRs are a key part of outbound sales and you must structure the hiring of these professionals very well in order to have SDRs outside the curve in your team.

Hey guys, is everything a piece of cake?

My name is Bernardo, I am Head of Customer Success today here at Reev and I came to bring you, in yet another Flipchart Friday, the theme: how to hire an SDR out of the curve.

Working at Reev, on the front line of customer contact, I was able to talk to most of the SDRs who work using our tool.

The idea today is to bring up what are the main factors you should take into account when hiring an SDR that may be out of the curve and just like Sky Marketing , your company too can be at the top.

Key Characteristics of a Sales Professional

You’ve probably heard about the top 5 characteristics that experts at alnoor orchard pointed out that you should consider when hiring a sales professional:

  • Coachability: learning ability that the individual has when being coached;
  • Work ethic: basically work ethic;
  • Previous success ;
  • Intelligence ;
  • Curiosity.

I will bring some additional features to these that you should note when hiring your SDR. Come on?

Cultural fit X Technical profile

The first point you should consider when hiring any employee within your company is the cultural fit.

Without a cultural fit, this person will likely not develop and will leave in a short amount of time.

The other factor that you should take into consideration is the technical profile and how much you will be able to develop it.

If you have a professional with a high cultural fit and a high technical profile, there is a possibility that you will have a superstar in your team.

In cultural fit, I can’t help much because it concerns your company’s values, vision and other characteristics.

In the technical profile, I think you should score two elements within your business model.

The structure of the process

The first element is the structure of your process.

Within your process, will your SDR work with a greater volume of contacts?

He needs to have a more executing profile because he will have a higher volume of daily tasks, a higher number of meetings to be held.

At the other end, do you have a process that invests more in quality, a more niche market?

When you have that you need an SDR that is more relatable, that can interact more and focus on that specific lead, without worrying too much about the other tasks to be done.

The complexity of the sale

The second point is the complexity of the sale. Here I like to split it into two parts:

  • Product: how complex your product is and how much this SDR needs to understand your solution to talk to your leads as equals;
  • Market: There may be nuances of your market, a specific way of behaving and communicating that are crucial for your SDR to be able to generate authority and be able to be taken seriously in your meetings.

It’s important to remember that I don’t expect your SDR to arrive ready, understanding exactly everything about your product or knowing how to do what you do.

For example, if you sell software development, I don’t expect your SDR to be a developer.

The interest here is that he has a minimum affinity with your business, so that he can better understand the language and how to behave.

The characteristics of an off-the-curve SDR

Now let’s get into the main features we should look for to get an SDR out of the curve.

What do I look for when I want to hire, when I’m interviewing or evaluating these candidates to map their potential?

Relationship with customers

The first point I look at is whether he has had any kind of direct relationship with customers.

If he’s ever worked in sales, even if it’s not complex, sometimes in a shopping mall on vacation or something like that, or answering customers over the phone, for example.

This is already an interesting indicator that he can do well within the process.


Second point: creativity.

Naturally, SDR runs a lot of tests in order to optimize its activities.

The greater the level of creativity that this person brings, the greater the amount of ideas he has to be able to evolve the process.

Motivation and Mindset

The third point, in my opinion one of the most important, motivation and mindset.


Because when this SDR is going to talk to someone, he needs to be motivated, he needs to spend energy on the product, energy on wanting to solve the lead problem.

Emotional intelligence

Emotional intelligence is a very complex subject.

I like to define it as a characteristic of being able to deal with the situation and follow the routine, regardless of other parallel emotions that may be happening.

How to identify this?

Asking the candidate to tell a story in which he went through situations like these, without trying to understand the final result, but understanding how he dealt with those adversities along the way.

You can enter on either a personal level or a professional level if you have already been through an internship or a previous job.

Listening is different from listening

We’ve already commented on some previous Flipcharts that the sales process is a conversation.

So I need someone who pays attention to what the lead gives as information and, in a way, who brings a little empathy to it.

How can I map this if the candidate is really an interested person?

I teach him something and ask him to pass along the information I’ve just given me, so I see how much he managed to absorb.


This is a key point.

As SDR, of course, he will receive a higher volume of no’s. I need to understand how much he will be able to follow his process after a no.

Resilience goes a little bit with emotional intelligence.

How do I map this characteristic throughout an interview, during a selection process?

I squeeze the candidate in some situations and ask him to simulate a simple blindfold, like a bottle of water or a mechanical pencil, for example.

Throughout this simulation I raise objections to see how much he can keep up even taking the no’s.


I can also map this trainability through simulations.

I give feedback, explain what was expected from that simulation and see how much it can absorb from what I’ve just dealt with.

Coachability is very important because SDR is a very new role and it is difficult for you to hire a trained SDR.

You need to be able to train this professional and the level of trainability he has can help a lot in his development.

Portuguese Skills

I see this point as important, why?

Because when you’re talking about sales, you need to generate credibility and authority.

It is very easy for you to lose authority, depending on the market, making various types of Portuguese mistakes.

As much as you know a lot about what you are selling, if you have these Portuguese mistakes constantly, you lose credibility.


With the rise in sales in blue world city , the competition for hiring the best SDR is on the rise. We like to say that, in the sales environment, it is normal for there to be competitiveness, and this is different from cannibalism.

How can I map a competitive candidate?

Analyzing if he has already practiced team sports or if he has participated in some competitions.

Based on that, this person probably already has a profile of wanting to look for a first place, of not settling for little, and that’s great.

Or, otherwise, ask him to tell you what he already wanted to seek more, where he differentiated himself from a certain team, not only related to sports.


Accountability, basically, is the level of responsibility that this person has over his or her own delivery.

How can you measure this?

Also with past experiences or seeing, today, what that person feels responsible for.

Conclusion: how to hire an SDR outside the curve?

In closing, folks, I think it’s very important to hit the key that SDR is a new feature. So, you need to provide:

  • The process for him to be able to evolve well, because without a process it is very unlikely that he will be able to perform a miracle;
  • The stack, technologies for him to be able to carry out activities within what you expect.

In addition, there are other factors you need to train with your SDR to be out of the curve:

  • You need to make him understand your market ;
  • You need to make him understand your product ;
  • You need to develop sales skills.

With that you will get your SDR out of the curve. Closed?

We talk a lot about sales machines, demand generation machines, and having a hiring machine is extremely important for you to ensure the scalability of your business.


Read more: Sales Operations Best Practices – A Brief Guide


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