What you'll get
- 4 copy-ready blocks
- 5 min read
- How the call ran (score each 0-2)
- What the call produced (score each 0-2)
- What the call produced (score each 0-2)
An SDR call scorecard goes wrong in two directions: so vague it means "did I like it", or so long that filling it replaces coaching. This one is ten lines, each scored 0, 1 or 2, split between how the call ran and what it produced. It takes four minutes per call, and the weekly routine around it changes exactly one thing at a time.
The scale
0 Did not happen
1 Happened, roughly
2 Happened, and would make the training tapeNo decimals, no 7-out-of-10 arguments. The coarse scale is deliberate: it makes scoring fast, honest and comparable across weeks.
The rubric
How the call ran (score each 0-2)
1. Honest opener Named themselves, the company and the reason;
asked permission. No disguise.
2. The researched fact One true account-specific reason for the call,
said early.
3. Listening ratio Buyer talked more than the rep after the opener.
Questions followed answers, not the script.
4. Branch discipline Yes, not-now and no each handled per the script,
without improvised pitching.
5. Clean exit Whatever the outcome, the call ended on a line
the account would not mind hearing again.What the call produced (score each 0-2)
6. Something kept A meeting, a month, a name, a channel or a fact.
Zero-harvest calls score zero here, however smooth.
7. Committee progress A new name or role learned, or an existing one
confirmed.
8. Honest status The tracker row matches what actually happened,
not the hopeful version.
9. Dated next step Whatever was agreed has a date, even "revisit
in March".
10. The log Dictated or written within minutes, usable by
someone who was not on the call.20 points available. The split matters: a charming call that produces nothing scores at most 10, which is the rubric quietly stating the job. The branch scripts being scored against are the three-branch call script and the gatekeeper guide.
The weekly review (30 minutes)
Before Rep picks one call they are proud of and one that got away.
Manager scores both with the rubric; rep self-scores both.
0-10 min Compare scores line by line. Disagreements are the lesson:
they reveal what each of you thinks the job is.
10-20 min Replay the two moments where a 1 could have been a 2.
Say the better line out loud, twice. Actually out loud.
20-30 min Agree THE one change for next week. Write it on the rubric.
Last week's change: did it stick? Scores say, not vibes.One change a week, compounding, beats ten notes nobody retains. The same principle runs the team's numbers in the SDR daily plan.
Worked example (illustrative, not a real company)
A Tessaro Analytics manager reviews a rep's Thursday call to Pellow and Rook. Run scores: opener 2, researched fact 2, listening 1 (the rep answered a question with two minutes of product), branches 2, exit 2. Produce scores: kept something 2 (a February timing), committee 0, status 2, dated step 2, log 2. 17 of 20, and the pattern across three weeks shows line 7 stuck at zero: good calls, no new names. The one change: end every call with "who else lives with this?". Next week line 7 averages 1, and two accounts have second names. All names are invented.
Five mistakes to avoid
- Reviewing only disasters. Reps learn most from a good call scored honestly, because the gap between 1 and 2 is visible and reachable. Review one proud call every week.
- Scoring without the rep self-scoring. The disagreement between scores is the coaching material; without it the review is a verdict, not a conversation.
- Coaching five things at once. The one-change rule is the whole mechanism. Five notes produce zero changes; one produces one, fifty weeks a year.
- Letting style eat the scorecard. Energy and tone feel reviewable because they are audible. The produce lines outscore them on purpose; charm is a bonus, harvest is the job.
- Using the rubric as a stick. The moment scores feed a league table, reps pick easy calls to review and the numbers go blind. The rubric is a coaching tool; the tracker already measures output.
Why this works on named accounts
Common questions
What should an SDR call scorecard measure?
Two halves: how the call ran (honest opener, researched reason, listening, branch discipline, clean exit) and what it produced (something kept, committee progress, honest status, a dated next step, a usable log). Scoring production stops reviews rewarding charming calls that move nothing.
How often should SDR calls be reviewed?
Two calls a week per rep, one they chose proudly and one that got away, in a 30-minute session ending with a single agreed change. Daily reviews drown reps in notes; monthly ones let habits harden. Weekly with one change is the cadence that compounds.
Should SDRs score their own calls?
Yes, before seeing the manager's scores. Self-scoring builds the internal rubric that works when nobody is reviewing, and the lines where rep and manager disagree are the most useful ten minutes of the session; they show where the two of you are running different definitions of a good call.
More from the Academy
Outbound Call Script (Three Branches)
For anyone whose cold calls go fine until the prospect answers.
You leave with one honest opener, three word-for-word branches for interested, not now and no, and three objection replies that do not argue.
Gatekeeper Call Guide
For SDRs and appointment setters who meet a gatekeeper before the buyer.
You leave with word-for-word openers, answers to the four standard questions, two voicemail lines and a rule for leaving every call with something.
SDR Daily Plan
For SDRs and their managers tired of days that end busy and empty.
You leave with an hour-by-hour plan built around named accounts, two protected call blocks and the four numbers worth logging at the end of each day.
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