Our marketing team claims they are hitting their lead generation targets, but our sales team says the leads are garbage and useless. Since both seats report to our Integrator, how do we use our Accountability Chart to resolve this ongoing finger-pointing?

Question

Tyler Smith · Accepted Answer

This classic disconnect happens when the roles and measurables on your Accountability Chart are poorly defined. If your Marketing Director seat is simply accountable for lead generation, they will focus on quantity over quality to hit their metrics. Meanwhile, your Sales Director seat is left struggling to close bad leads. To resolve this issue, you must redefine the roles of both seats on your Accountability Chart to create shared accountability. Update the Marketing Director seat to be accountable for marketing-qualified leads, which are leads that meet specific, pre-agreed criteria. Update the Sales Director seat to be accountable for converting those qualified leads into revenue. Both leaders must agree on the definition of a qualified lead. This definition should be tracked as a measurable on your weekly Scorecard. If the quality drops, it is no longer an opportunity for finger-pointing, but a clear operational issue that must be dropped down to the Issues List and solved during your Level 10 Meeting using the IDS process. By aligning the roles and measurables of these two seats, you force collaboration. Buyers look for this level of cross-functional alignment because it proves your sales and marketing machine is scalable and predictable, rather than a source of constant internal conflict.