Go-to-market success isn't just about high-performing marketing, sales, and CS teams. The true differentiator is the 'connective tissue'—shared ICP definitions, terminology, and smooth handoffs. This alignment across functions, where one team's actions directly impact the next, is where most organizations break down.

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.

A common failure mode for new CROs is attempting to create the sales playbook in isolation. Core pillars like ICP and value proposition are company-level decisions. The CRO's role is to be interdependent, facilitating this cross-functional creation process, not dictating it.

Sales professionals frequently encounter their most significant conflicts within their own organizations. Achieving internal buy-in and navigating cross-departmental friction can be more demanding than persuading an external client, underscoring the necessity of strong internal persuasion and relationship-building skills.

Unlike a functional manager who can develop junior talent, a CEO lacks the domain expertise to coach their entire executive team (e.g., CFO, VP of HR). A CEO's time is better spent hiring world-class leaders who provide 'managerial leverage' by bringing new ideas and driving their function forward, rather than trying to fix people in roles they've never done.

Securing executive buy-in is its own sales stage, distinct from champion agreement. Don't just repeat the demo for the boss. Use executive-level tactics like reference calls with their peers, exec-to-exec meetings to build relationships, or roadmap presentations to sell the long-term vision and partnership.

Don't be afraid to surface problems to executives, as their job is almost entirely focused on what's not working. Withholding a problem is unhelpful; clarifying and framing it is incredibly valuable. Your champion isn't offending their boss by raising an issue, they're demonstrating strategic awareness.

To capture an executive's attention, connect operational-level problems to their strategic business impact. A slow development cycle isn't just a process issue; explain how it directly causes delayed time-to-market, higher costs, and lost market share to competitors, which are the metrics an economic buyer truly cares about.

When progress on a complex initiative stalls with middle management, don't hesitate to escalate to senior leadership. A brief, well-prepared C-level discussion can cut through uncertainty, validate importance, and accelerate alignment across teams or with external partners.