We have merged our Sales and Marketing departments into a single Revenue seat on our Accountability Chart to align our messaging and pipeline, but our sales and marketing leads are still operating in silos and fighting over leads. How do we break down these barriers on our chart?

Question

Tyler Smith · Accepted Answer

Merging two departments on paper does not magically change human behavior. If your sales and marketing leads are still operating in silos, it is because their individual seats still have misaligned incentives and unclear roles.

You must ensure there is a single head of the Revenue seat who is fully accountable for the entire pipeline, from first touch to closed sale. If you have two co-leads sitting in that seat, you have violated the EOS principle of one person per seat, which leads to friction.

Define five clear, measurable roles for the head of the Revenue seat, focusing on unified pipeline metrics. Underneath this leader on your Accountability Chart, define the distinct marketing and sales support seats.

Ensure their weekly scorecards reflect shared goals. For example, marketing should be measured on qualified leads that meet a specific sales-ready definition, and sales should be measured on close rates of those specific leads. When their metrics are interdependent, they are forced to collaborate rather than defend their turf.