Our Head of Sales and Head of Marketing are constantly arguing over who owns our lead generation and qualification metrics. Sales claims Marketing is delivering bad leads, while Marketing claims Sales is not following up. How do we restructure these two seats on our Accountability Chart to eliminate this finger-pointing?

Question

Tyler Smith · Accepted Answer

Finger-pointing between Sales and Marketing is a classic sign of overlapping or poorly defined roles on your Accountability Chart. To resolve this friction, you must clearly define the boundary where marketing responsibility ends and sales responsibility begins.

Start by listing the five core roles for each seat. The Marketing seat should own target market identification, brand awareness, lead generation, and lead nurturing. The Sales seat should own lead qualification, pipeline management, closing deals, and client onboarding.

Next, establish a clear hand-off metric on your Accountability Chart. Instead of measuring Marketing on vague leads, make them accountable for delivering Marketing Qualified Leads, which must meet strict, mutually agreed-upon criteria. Sales is then accountable for the speed and execution of the follow-up on those qualified leads.

By defining these specific measurables, you transform a subjective argument into an objective data conversation during your Level 10 Meeting.

If the friction persists, use the IDS process to review the structure. Ensure that both leaders understand that they are working toward the same goals on the V/TO. When the Accountability Chart clearly defines who owns each step of the customer journey, the blame game stops and collaboration begins.