The Government and Public Safety SDR organization was extremely disorganized and poorly led. Expectations were high, but leadership lacked a practical understanding of the role they were managing. SDRs were expected to generate pipeline through calls and emails, yet many coaches and even senior leadership could not clearly demonstrate how to do the job effectively.
Meetings were often a waste of time and focused on repetitive or irrelevant topics instead of anything that actually helped performance. There was a consistent lack of professionalism and direction.
Operational decisions made the job harder than it needed to be. Changes to systems like Salesforce and outbound tools limited our ability to prospect, but expectations stayed the same. Employees were held accountable for results without having the tools to achieve them. Compensation was also impacted by these decisions, which made the situation worse.
Accountability was inconsistent. PIPs were handed out frequently and often did not feel justified. Standards were applied unevenly, and favoritism was hard to ignore.
Work expectations were also inconsistent. Long hours were expected, but enforcement depended on the individual. Some employees were closely scrutinized while others were not held to the same standard.
The biggest red flag was the lack of direction. The entire department was eliminated including SDRs, coaches, and leadership. Shortly after, the same function was reopened in another location, and former high performers were contacted and asked to reapply and relocate. That decision alone says everything about the level of planning and leadership.
