5 Personalities Every SDR Team Needs

The one challenge every SDR manager faces is how to hire the best people - it’s as universal as prospects hanging up on cold calls. This isn’t an article about how to hire (we’ll talk about that later) - it’s about WHO to hire. Too many managers and leadership teams are focused on finding “A Players” and replicating their top performers - which despite the best intentions will typically lead to a lack of diversity in demographics and thought. McKinsey and the University of Michigan have each published data proving the correlation between diversity and performance. Yet the laws in many countries and individual ethics prevent hiring solely for diversity. So what’s an SDR manager to do?

Hire for personality persona! Just like a persona exercise for target buyers we’ve scoped out the 5 Personality Types present on every successful SDR team. By focusing on their role in the team you ensure you have the right people to accomplish bigger goals and set up each individual for success. As the legendary hockey coach Herb Brooks (The 1980 “Miracle on Ice”) said when picking his team in the movie version of their journey “I’m not looking for the best players...I’m lookin’ for the right ones.” 

Modern teams are successful because they identify and hire a diverse set of skills and thought processes then force them to work together in a cohesive team structure. This doesn’t mean the quota is different by persona - but by building off this guide you ensure a team which supports each other, works together and can get creative to ensure results when needed. 

To stick with the hockey - a team of Wayne Gretzky’s would fail every time. Part of what made Gretzky the true “GOAT” was the solid support he had from his goalie, linemates and defensemen who set him up to succeed so they could all succeed. (See Edmonton Oilers Stanley Cup Champions 1984, 1985, 1987, 1988, 1990 - and two of those were after Gretzky was traded. For a counter-example look at the stats from the Russian Hockey Team from the 2014 Sochi Olympics - a team of true all-stars who had home ice and didn’t make it out of the group round.)

To build your “Miracle” team identify which persona each candidate will naturally gravitate to. If available you can even map to Myers-Briggs, 16 Personalities, DISC, Big 5 or any other behavior/personality systems to each persona group. If not available a solid conversation should give you enough data to provide a general classification. So without further ado - 5 Personality Persona present on every successful SDR Team!

The Hunter

The Hunter is the stereotypical SDR. A consummate salesperson they’re always “on”, think “good enough” doesn’t exist and never settle for 100%. They think 5 steps ahead and are always preparing for their next step in the plan for world domination. Sometimes this eagerness can be overpowering leading to others thinking The Hunter is domineering, pushy or cocky. When their performance backs up the attitude they’re adorable, but if they’re struggling this desire for success can blind them to those trying to help. 

Not enough Hunters?

If you’re missing a Hunter you’ll likely feel a lack of urgency on the team. There won’t be that type-A personality pushing everyone forward. Want to inspire some hustle? Ask questions around how they’ve overcome obstacles in the past and look for people who consistently went above and beyond.

Too many Hunters?

This is the most common mistake hiring managers make - they only hire “Hunters”. You’ll know if you’ve made this mistake if the team is falling victim to aggressive politics and overly-competitive behavior. This is the classic “too many leaders, not enough followers” and it can be difficult to get everyone pulling in the same direction when each person is convinced they know best how to get to their goal. On a balanced team, the Hunters are tempered by other personality types and are easier to direct.

The Nerd

The Nerd is the product expert. They love talking tech and geeking out over new features in the product. The Nerd is most likely to put technical fit and value above hitting their number and struggles to gloss over any failings (which can lead to a tendency to walk away from anything other than a strong product fit). They’re typically a bit quieter in meetings and may struggle to feel a part of the team or collaborate without prompting. That said they’re the person everyone goes to with product questions.

Not enough Nerds?

The first and most obvious sign of a Nerd-deficit is a lack of product knowledge on the team. This may manifest as the team pestering leadership with nothing but product questions, booking meetings that aren’t a good product fit or a lack of engagement during product training. The presence of even one nerd can usually be enough to inspire everyone else while simultaneously helping management “sell” training by ensuring it’s immediately applicable to the team. Trying to find one to join? Listen for references to the product in questions like “Why our company” or “Why sales”. Nerds will also ask a lot of questions in the interview process about the product, future plans, and competition.

Too many Nerds?

If you have a Nerd-Dominant team they will be all product - all the time. Likely to the exclusion of traditional and necessary sales activities. They will be more engaged in the process of qualification than “selling” and may not be very creative with their outreach. It’s also likely they’ll have lots of excuses why every company/prospect “isn’t a fit”. You may receive a lot of pushback if you ask them to book companies that aren’t a clear product fit or for a product that isn’t 100% yet.

The Operator

The Operator is all things data and systems. They create reports with ease, have a knack for identifying gaps in processes and always have an idea to help things run smoothly. The Operator is the one who is picking up each tool effortlessly and then passes that knowledge onto teammates by answering quick questions and sharing “tricks” they uncover. Occasionally The Operator will get caught up in analysis and neglect the grunt work required to hit their goal - this focus on “smarter not harder” needs to be managed but typically enriches everyone.

Not enough Operators?

When a team doesn’t have at least one Operator they’re more prone to CRM errors and managers are likely to struggle to get accurate data on performance or to constantly have to remind/re-train the team on common processes. If you find yourself constantly chasing CRM updates or explaining how to process leads properly - you’re missing an Operator. Trying to add one to the team? Look for someone with a strong systems background; someone who emphasizes working “smarter not harder” and has a history of creating repeatable processes.

Too many Operators?

The Operator-Dominated team tends to get caught up in minutia - ensuring every detail is correct in the CRM, understanding the process and analyzing results. They may take a lot of time to research every company/prospect before initiating contact and tend to “over-prepare” for everything. When there are too many Operators those tendencies are reinforced by their peers and managers can find it difficult to simplify processes or push new initiatives not backed by historical data.

The Workhorse

The Workhorse is just that - a workhorse. First one in - last one out. Never a complaint unless the phones and internet are down. They’re the first ones to “figure it out” and are always #1 in activity. They’re motivated by one thing - their paycheck. A Workhorse hears the goal and doesn’t let anything stand in their way. The Workhorse is the person who keeps everyone focused on the day-to-day grind and helps talk the bigger personalities “off the ledge” when big changes are announced. They can be resistant to change and prefer to keep things consistent which can be a strength and a weakness. Workhorses won’t enjoy doing anything that doesn’t impact their paycheck and is prone to working “smarter not harder” but the example they set and the results they generate make them invaluable.

Not enough Workhorses?

When you’re missing Workhorses your team is much more likely to be volatile and inconsistent. They’re also the ones you count on to hit their number every month. Without that consistency, your team will kill it one month and struggle the next - or you’ll be completely dependent on a select rock-star who only blows it out occasionally. Need to hire a workhorse? Look for candidates who have 4-5 years of experience in another industry or who demonstrate mastery of soft-skills and overall maturity.

Too many Workhorses?

A team of workhorses will make the office feel like a call center. They will do the minimum that’s required and asking for more will feel like pulling teeth. Workhorses want the plays spelled out and a clear path to quota - they’re fine “figuring it out” but will push back if they feel it’s a losing battle. Additionally, as Workhorses tend to be more mature than other personality types they will be more sensitive to micro-management. If your team is weighted in this direction that sensitivity can turn to resentment quickly in the echo-chamber created by similar personas.

The Captain

The Captain is your student body president, the captain of the football team, Mrs. Congeniality. They can start as any other “types” but as they master their craft it’s clear they’re happiest when part of a thriving team. The Captain is the first to step up to lead training, speak up for someone who is struggling and call out any brewing culture issues. Occasionally The Captain can “over-function” and cover for others bad habits or neglect their own needs to help others but they always take direct feedback well if spotted early and they’re reminded of the importance of personal performance.

Missing a Captain?

A Captain can be a chameleon - on small teams they’re frequently the Hunter, the Workhorse or the Operator. What sets a Captain apart is the innate ability to step up and lead. If no one approaches you with suggestions that benefit the team; if no one draws your attention to brewing discontent in the team; if the team feels fractured and not like a team - you’re missing a Captain. Trying to identify who is ready to step up? If they’re already on the team pay attention to who the team is or will listen to. Someone who has a solid performance history and is interested in a new challenge!

Too many Captains?

More specifically - multiple people trying to be the captain at once leading to confusion or contradictory instructions for the team? This is a situation that becomes more likely the more tenured your team is and they become hungry for new challenges. Try creating role definition - assign projects or specialty areas. Make one person the onboarding specialist - have another focus on creating product collateral/training for the team. Maybe set up a third to do an in-depth analysis to help with end-of-year planning. Make it clear these projects are only assigned when someone has a proven track record of performance and the project will go away if the performance dips. Don’t try to stifle the ambition - control it by setting boundaries and clear goals!

How can this work for *my* team?

The balance of each persona will vary depending on the maturity of the team and the product. You know your needs - never trust solutions that claim to have all the answers without having all the data! Hypothetically a younger product will require more Hunters and Workhorses, where a more mature product will require more Nerds and Captains. Conversely, if you’re building from scratch focus on hiring Workhorses and Operators first because they’ll be more willing to help build repeatable systems than a Nerd or a Hunter. If your first SDR is a Hunter they’ll likely be frustrated by the lack of support and known plays to execute. 

In terms of size remember - a single person can provide the function of multiple personas. If you have a two-person team maybe the Hunter is also a Captain-Workhorse and their coworker is a Nerd-Operator Hybrid. As the team expands you can look for personalities to allow team members to specialize in alignment with their strengths. I once built a team that was comprised of 2 Captains, 4 Workhorses, 5 Hunters, 3 Nerds, and 2 Operators. 

So what’s the right balance for your unique situation? The most important step is to think about it. Look at your existing team or build your dream team. Ask yourself questions around your own strengths and weaknesses as a leader - and use your team to anticipate those gaps and augment the strengths.

Get out of the mindset of “How do I clone my top rep?” and start asking “How can I create a miracle team?”.

Now a question for my SDR managers - which personality type is the hardest to find any why do you think that is? Looking forward to your thoughts and feedback in the comments!