Sales and marketing leaders, like the rest of us, come in a multitude of personality types. But only a handful of distinctive styles have emerged within the leadership ranks of each of these disciplines. And the two groups of styles are different. Understanding those differences is key to figuring out what makes them tick and how to work effectively with each other.
In the case of sales and marketing, however, there is another important factor in achieving alignment. It’s that there are major structural differences between the two disciplines which overlay the personal differences of their leaders. Their corporate charters, cultures, competencies, work activities and compensation models are distinctly different. Even though as members of the same organization they share similar goals, the differences in personal style between sales leaders and their counterparts in marketing can lead to challenges in getting them to work well together. Misunderstandings, incompatible processes, and conflicting priorities can sabotage the overriding interest in success they hold in common
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