Friction between sales and marketing often stems from using separate definitions for a Marketing Qualified Lead (MQL) and a Sales Qualified Lead (SQL). The most effective approach is to have one unified definition: a potential customer that sales can realistically close. This focuses both teams on the ultimate goal of revenue generation.

Tailor your message by understanding what motivates your audience. Technical teams are driven to solve problems, while sales and marketing teams are excited by new opportunities. The core idea can be identical, but the framing determines its reception and gets you more engagement.

The number one mistake in annual planning is creating a marketing strategy in a vacuum. A plan disconnected from company-wide goals, such as a major product launch, results in resource misalignment, budget shortfalls, and missed growth opportunities.

Some CEOs encourage tension between sales and marketing. A more effective model is for the CRO and CMO to build enough trust to handle all disagreements—like lead quality or follow-up—behind closed doors. This prevents a culture of finger-pointing and presents a united front to leadership.

Instead of waiting for top-down alignment, salespeople should take the initiative to bridge the gap with marketing. The most effective way to do this is by bringing marketing team members onto actual sales calls. This direct exposure to customer interactions is the fastest way to ensure marketing creates relevant and effective support materials.

In B2B sales with multiple decision-makers, tracking individual MQLs is a "lazy metric" that misrepresents buying intent. Success depends on identifying and engaging the entire buying group. Marketing's goal should be to qualify the group, not just a single lead.

A controversial but effective organizational structure for B2B firms is to have the Chief Marketing Officer report to the Chief Sales Officer. Since B2B purchasing decisions are primarily sales-led and relationship-based, this hierarchy ensures marketing's activities directly serve sales objectives and contribute meaningfully to closing deals, aligning the entire funnel towards revenue.

When sales teams hit quotas but customer churn rises, the root cause is a disconnect between sales promises and operational reality. The fix requires aligning sales, marketing, and customer service around a single, unified strategy for the entire customer journey.

Position marketing as the engine for future quarters' growth, while sales focuses on closing current-quarter deals. This reframes marketing's long-term investments (like brand building) as essential for sustainable revenue, justifying budgets that don't show immediate, direct ROI to a CFO.