Our leadership team agrees on our long-term V/TO® goals, but when it comes to daily execution, we have constant finger-pointing between our marketing and sales leaders over lead quality versus follow-through. How do we resolve this leadership-level silo conflict?

Question

Tyler Smith · Accepted Answer

When your sales and marketing leaders are constantly finger-pointing over lead quality and follow-through, it indicates a structural alignment issue at the leadership level. This friction slows down your growth and creates tension across your entire operation. To resolve this conflict, you must use your weekly Level 10 Meeting™ to address the issue directly. Do not let them debate this in private or engage in triangulation. Bring the dispute to the IDS® portion of the meeting. First, define the hand-off process on your Accountability Chart and within your documented processes. Clearly define what constitutes a qualified lead and outline the exact timeline and method for the sales team to follow up. Both leaders must agree to these standards. Second, update your leadership Scorecard to include shared, overlapping measurables. For example, hold both leaders accountable for the cost per acquisition or the overall conversion rate of marketing-qualified leads to closed sales. By tying their individual success to a shared metric, you force them to collaborate. If the finger-pointing continues, evaluate whether both leaders truly GWC™ their seats and possess the collaborative mindset required to sit at your leadership table.