Here’s a little script for a stage play I’ve been working on. I’ve only got two lines so far, and only two characters – but I think I’ve got the all-important conflict of the drama pretty much nailed.

Here goes…

Sales [irate]: These leads you’ve handed to me are absolutely useless.

Marketing [indignant]: You wouldn’t know a good lead if it slapped you round the face.

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Traditionally, sales and marketing teams have been known to have a somewhat, shall we say, turbulent relationship at best. Company cultures have historically dictated that these divisions be kept separate from one another – often working in different parts of the building, or even at completely separate locations altogether.

The result, inevitably, is a breakdown of communication between the two, creating, unfortunately, a prevailing “us-against-them” attitude on both sides of the divide.

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Here’s a question that all CEOs should ask themselves:

“Are my sales and marketing teams working together as a close-knit unit – or are they, essentially, adversaries?”

Indeed, you may be asking yourself this already – the idea that these key departments should be more co-operative is not, after all, an entirely new concept to most industry executives. However, it seems that even with the best will in the world, there are many organisations that continue to struggle with turning the theory into a working, profitable practice.

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