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How Juro develop high-performing sales reps

Traditional management tactics for sales and business development teams are dead 🙅

These days, it’s not about scaremongering your reps if they’ve underperformed. 

Instead, it’s about having a mentality based on coaching and compassion 💖

And it’s also about being up to speed with outbound sales and how it’s constantly changing. 

Where’s the proof in the pudding that this works? 🍰

Well, this management style has been adopted by Joe Porter, BDR Manager at Juro. He recently sat down with Cognism’s Brand Ambassador Ryan Reisert and shared his thoughts. 

You can check out everything he had to say in this article. 

Scroll 👇  to get started. 

What's exciting about sales right now? 

Ryan opened his conversation by asking what excites Joe about the world of sales currently. 

Joe said:

“Sales has become a career that has lots of opportunities for everyone. And for reps and people who want to be in sales, there are no limitations on the lifestyle you can build.” 

He added that it’s interesting from a management perspective too:

It’s great that we’re now “able to explore what talent is available in lots of different places. And getting the most out of people who want fulfilling and exciting careers. And there’s also (more recently) this push towards fixing diversity in tech sales.” 

It’s clear there’s no better time to be in sales than right now!

What's exciting about the role of sales or business development? 

It’s fair enough that B2B sales is an interesting industry. 

But what about a role in sales itself - what’s exciting about that? Ryan wanted to know why a role in business and sales development motivates Joe. 

Joe said: 

“I think it’s the evolution of the role since I started doing it. I started in a very traditional sales floor, picking up the phone and having conversations. And yes there’s still value there.”

“But now, the SDR role is a lot more strategic. Because you’re seeing people coming from traditional careers such as finance or consulting, looking to work in a startup. They bring a great deal of intelligence to the role.” 

He also spoke about how there’s more of a sense of teamwork in sales now: 

“The community in sales development is really strong. SDRs of London is an example of this. Everyone is always sharing ideas and knowledge  - it’s a constant journey.” 

It’s clear there’s always an opportunity to learn something new - what could be more exciting than that? 

The hiring process @ Juro 

Now we’re getting into the good stuff! 

Because every sales or business development manager’s idea of hiring and onboarding is different. 

So Ryan was very curious to know how it all works at Juro. He asked this question: 

"Is there anything you’ve figured out in your hiring process that helps you with the vetting process for BDR talent?"

Joe emphasised that it’s not about looking at one single trait:

“Looking at one sole attribute is a mistake. So at Juro we’ve broken it down into competencies. These include: persistence, coachability, craftsmanship, accountability, presence or gravitas, and curiosity.” 

This approach means Joe can identify candidates and possible employees’ strengths and weaknesses from Day 1. It means he can get ahead of the game when it comes to the training phase. 

That being said, Joe did say the following:

“If I did have to pick 1 trait, it would be curiosity. Because if you don’t have an interest in solving problems, there’s an issue. You have to have an interest in what you’re selling because otherwise, you won’t be curious about solving the problems of your buyers.” 

Joe also said that you want to hire people who are going to really accelerate and strive in their careers. And there are 2 phases to it:

  1. Realising the potential of BDR hires to be Account Executives. 
  2. Hiring people who are going to generally be great assets for Juro as a business. 

“We definitely still look for people who have the potential to be great AEs. But I definitely think it’s important to also look for people who are valuable to the business, even if they decide they want to do something different.” 

For Joe, it’s about “using BDRs as the talent bench for every GTM function.” 

But Ryan wanted to know whether the constant replacement of BDRs in his team adds pressure to the hiring process as a whole. 

Joe said: 

“I tend not to think about it that way. If they’re [someone in the BDR team] with me for no longer than 12 months then I’ve done my job. Because I’ve helped to be a springboard for their career, having taken it to new heights.” 

He adds:

“For example, what better preparation for a customer success role than being a BDR? Because you’re having the conversations with ideal personas for the business. That’s a good thing in my eyes.” 

The onboarding process for BDRs @ Juro 

So you’ve hired the BDRs.

What lies ahead for them next at Juro? 

Joe stressed the importance of having a training programme that’s organised, structured, and tailored. 

The first step comes back to the competencies that were mentioned before:

“We map people out based on those during the hiring process. So we already have a good idea of where people are individually.” 

Then it’s time for pre-boarding, AKA getting the boring and mundane stuff out of the way! This stage is about sorting admin tasks such as setting up a Salesforce account. 

And then, the real fun begins:

“The first 3 weeks cover intense training on the basics. We tend to hire people who don’t have a lot of BDR experience. And this hasn’t been deliberate, it’s just how it’s happened. So in these first 3 weeks, we cover questions such as what is a BDR, what they do etc.” 

But don’t be fooled. It’s not a matter of new BDRs sitting back and taking it all in. 

Because Joe said:

“We get people to contribute and add value from the end of week 1. For example, reaching out to prospects.” 

After all, the sooner you can work on your sales skills, the better you’re going to be. Practice always makes perfect! 

Now, here’s where the tailored aspect of onboarding comes in:

“Every employee has a 90-day plan. It has focus area milestones and a deadline. On the very first day at Juro you’ll join the 90-day plan and have a meeting with your manager. And it’s tailored based on the gaps we noticed during the hiring process.” 

Joe revealed an example, to show us what he meant by this:

“If someone lacked a bit of gravitas, there will be lots of coaching on the tone and pace of their speech.” 

The bottom line is that there will be “really clear and actionable milestones that the individual needs to meet by day 30, day 60, and day 90.” 

How is the landscape of sales changing 

No 2 answers to this question will be the same.

Because different people will be interested in different trends. And for Joe and the team at Juro, there are a couple of trends they’re fascinated about:

“First, I’m very excited by the new advent of product-led growth. Because from an outbound perspective, the noise levels are going to drop in certain channels. And these channels that are being rejected are going to work. For example, the simple fact that picking up the phone does generate business.” 


There’s also the rise of warm outbound that’s grabbed Joe’s interest: 

“You see so many BDRs and sellers making success through personal brands. And it’s interesting because it’s quite unusual in an industry that’s considered to be quite traditional.” 

Advice for BDRs looking to improve their skills 

Everyone strives for self-improvement. 

How else can you get better at your job? 

So Ryan wanted to know if Joe had any advice for BDRs looking to elevate their skillset. 

And the answer is 1 magic word: consistency

"I see a lot of people who have a lot of potential for an SDR or BDR role. But where they trip up is that it ends up being very up and down. So one week it’s bad, and the next week it’s great. And then you go back to square one the next week."

Joe explains why this is flawed:

“When it comes to building pipeline, you could create 10 opportunities this week, and then 0 the week after. And trust me when I say that people will notice when that happens. But if you’re creating 3 every week, that’s what is going to make you stand out.” 

So remember: consistency is key. And Joe has stressed that this is far “more important than massive overperformance.” 

Listen to the podcast

There’s plenty more where these great insights came from. 

Check out the full episode over on our sales podcast, Revenue Champions. Just press ▶️ to get started!


You’ll find more full episodes of the Revenue Champions podcast here.

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