Two of our leadership team members, specifically our VP of Sales and VP of Marketing, are constantly bickering over lead generation quality. How do we resolve this standard department blame-game during our weekly Level 10 Meetings without turning it into a playground therapy session?

Question

Tyler Smith · Accepted Answer

When your VP of Sales and VP of Marketing spend their time bickering over lead quality, it is a classic sign of siloed thinking. Cracks at the leadership level appear as canyons to the rest of your organization, meaning this department feud is likely paralyzing your entire sales funnel. To resolve this, you must bring the conflict directly into your weekly Level 10 Meeting™ and run it through the IDS® process.

First, strip the emotion out of the debate by looking at your weekly Scorecard. If you do not have objective, agreed-upon metrics for what constitutes a qualified lead, you are managing by feelings rather than facts. Define those metrics clearly on your Accountability Chart. The marketing seat must be accountable for delivering leads that meet these exact standards, and the sales seat must be accountable for closing them.

Next, use the IDS® tool to identify the root cause. Is this a process issue, a capability issue, or a personal conflict? If it is a process issue, document the lead handoff process clearly. If it is a personal conflict, remind both leaders of your shared core values and the common goals outlined in your V/TO®.

Do not allow them to have side-conversations or complain to their respective teams. Force them to resolve the issue in the room. A healthy, cohesive leadership team does not mean everyone always agrees, but it does mean they resolve conflict productively and stand united once a decision is made.