5 Questions with Davidson Hang

‍ The Importance of Coaching for SDRs

A lot of managers think they’re good coaches. But very few are actually impacting the success of their team from a coaching perspective.

Why? What’s holding managers back from adding an effective coaching cadence to their responsibilities? Davidson helps shed some light on the differences between coaching and managing and where most teams fall short.

Managing and Coaching SDRs are two distinct, equally important, roles.

We all know what managing looks like – reinforcing core skills, ensuring reps update their CRM, reviewing pipeline…the things that make the sales development engine hum.

Coaching, however, looks a bit different. And while managers are often tasked with coaching, the responsibilities of a coach go beyond just making the engine hum.

They’re developing internal learning material (courses, workshops, training programs)

They’re helping reps upskill and improve upon core competencies

They’re offering up time for professional development

In short, they’re looking to improve on the existing engine. How much faster can it go? Where can you tighten up inefficiencies? What parts do you need to ensure it keeps running?

Our guest, Davidson Hang of Udemy, knows a thing or two about effective coaching.

He’s mentored SDRs and helped them land AE positions. He’s interviewed hundreds of top sales reps. And he works with leaders every day to transform & scale their organizations through access to digital coaching.

Tune in to learn about the value of coaching, where it differs from managing, and how to unlock the potential of your SDR team.

Our Guest

What He Does: Davidson is an Enterprise AE at Udemy

How to Connect: Davidson’s LinkedIn | Davidson’s LinkTree

Structure & Questions

1. Let’s start with a quick definition. What does it mean to manage someone? Coach someone? Biggest differences between the two? 
2. What are the typical “end goals” or “success metrics” associated with coaches vs. managers? What are they trying to accomplish?
3. Why do a lot of managers fail to effectively coach their SDRs?
4. How can a manager/coach get the most out of their rep? Obviously, it’s circumstantial, but what are some best practices that a manager/coach can tap into?
5. Ok, I’m convinced I need coaching. Where do I go? Where can I find coaching resources?

A lot of managers think they’re good coaches. But very few are actually impacting the success of their team from a coaching perspective.

Why? What’s holding managers back from adding an effective coaching cadence to their responsibilities? Davidson helps shed some light on the differences between coaching and managing and where most teams fall short.