3. Build a collaborative culture
Nurture empathy and equality
Aligned organization, tools, and processes are foundational. But, as the famed management consultant Peter Drucker said, “culture—no matter how defined—is singularly persistent.” To build a more collaborative culture, given the long history of sales and marketing culture clash, you need intentional and substantial efforts in hiring, training, and day-to-day connection.
Strong communication skills, adaptability, and a willingness to collaborate are table-stakes skills. “When it comes to working with sales, my most successful team members are those who are persistent, thick-skinned, and not people pleasers,” says Gabrielle Pirzad, Director of ABM Strategy & Global Programs, Cloud Software Group.
Empathy, a central tenet of emotional intelligence, is crucial. As Actian’s Jennifer Jackson says, “You have to step back and think, why would I expect sales to do this thing that takes them away from making their quota?”
Hiring people with sales or commercial backgrounds should be a priority for marketing, especially in ABM. “To be credible in front of a salesperson, you need to speak their language. A mature ABM account should have an ABM-er who is so deep in the context of that account that they are almost indistinguishable from the salesperson,” says Infosys’s Amit Deshpande.
Hiring for soft and commercial skills
Understanding sales motivations
Aligning incentives across teams
Training in communication and adaptability
Other
Marrying incentives and recognition programs across sales and marketing reinforces the importance of alignment and the equal value of both organizations. “Silos happen when teams are incentivized differently and working towards different objectives,” says Black & Veatch’s Steve Sienkiewicz.
The biggest question relates to compensation and incentives. As many of our interviewees note, sellers work on commission but marketers do not.
Can marketing move in that direction? Marketing incentives tied to deals and revenue would emphasize the importance of contributing to sales outcomes. Performance-based bonuses and recognition programs can reward marketing efforts linked to revenue.
Conversely, can sales move beyond its typical deal-based approach? Is a three R’s approach viable for sellers or sales leaders with at least some nod toward reputation and relationships in the accounts or territories they own? Pirzad notes, “Sales have a short-term focus whereas marketers, particularly ABM-ers, are interested in the nurture process over months or years.” Can ABM help bridge the incentives divide?
In the ABM domain, building communities of practice has played an important role in bringing together marketers from diverse teams and regions to share ideas, experiences, best practices, and lessons learned. But sales is rarely included. Building a cross-functional community of practice starts at the top.
“We have biweekly operational reviews at the C-suite level,” says Actian’s Jennifer Jackson. “Sales and marketing present together on how the demand engine is working. These meetings are not self-promotional; they’re working sessions—demonstrations of what’s working, what isn't, and what we're testing next.”
Creating regular reviews for feedback, process development, and continuous improvement. Bringing marketing into sales kick-offs is a small step forward. Adding community development to the ongoing enablement agenda can create a more open and fluid process for cross-team input, dialogue, learning, and recognition.
Continuous improvement should be a core principle in building alignment. Regularly review processes, gather feedback, and implement changes to enhance collaboration. Encourage a mindset of ongoing learning and adaptation, ensuring that the teams remain agile and responsive to new challenges and opportunities.
These meetings are not self-promotional; they’re working sessions—demonstrations of what’s working, what isn't, and what we're testing next.
