Identifying that misalignment exists within the organization is relatively easy and even can be measured via an Alignment Index . However, solving the problem long term has proven very difficult. An interim executive with revenue responsibility is likely on point to “fix it” and fix it quick.

The  results of a poll on this topic are enlightening even though the poll is not statistically representative. Responses in the poll suggest that the lack of B2B marketing skills within the Marketing department are the leading obstacle to achieving long-lasting alignment with Sales.

The poll asked the question, “What is the biggest obstacle to successfully aligning Marketing and Sales long term?” The choices given are:

1. Culture–lack of commitment and trust
2. Technology–lack of CRM, etc.
3. Process–lack of a shared action plan
4. Funnel–lack of funnel definitions, roles
5. Skills–lack of the right skills in Marketing

Lack of the right skills within the Marketing organization has received 50% of the responses thus far. Lack of commitment and trust within Marketing and Sales is second most popular choice having been selected by 35% of the respondents. Lack of agreement to funnel stage definitions and roles is third most common obstacle to alignment with 14% of respondents.

My experience as consultant and interim executive  in scores of B2B companies over past nine years validates this finding. The talented, eager, creative people in Marketing lack critical know-how to be  strong strategic and tactical partners with Sales. The type of B2B marketing skills necessary for success in today’s companies are not taught in most Universities.

The required skills and best practices don’t  always come to Marketers from years on the job if careers are spent in unsophisticated companies without strong marketing leadership.

The poll results suggest that companies wishing to align Marketing and Sales are smart to first invest in black-belt level of B2B marketing training for their Marketing teams.

With all the uncertainty that persists  in the U.S. business environment companies remain loath to add full-time employees (FTE), especially in marketing and sales. Unfortunately, staff levels in these two departments are still at all-time lows following the cut-backs of 2008 and 2009.

For CEO’s one answer to generating revenue, capturing market share, keeping overhead in check, and remaining highly nimble is the smart use of interim managers in marketing and sales.

On the other side of the coin, for seasoned marketing or sales veterans with solid credentials who find themselves “in transition”, starting a new career as an interim executive just might be the right move.

Our book, “Leadership On Demand” is a good reference. I invite you to check it out.

I like how this article in Washington Post encourages one to have a specific networking plan and goals that involve in-person networking and social media. Good advice for interims looking for their next gig, or for folks looking for a full-time job.

In other words, be strong enough to leave room for team members to grow and step into challenges. Good leadership is not about you filling the gaps and sucking all the oxygen out of the room.  Being an “action manager” often means sitting back and inviting others to make things happen. This is sound advice for any executive whether on an interim assignment or a full-time gig.

How to Market Yourself as an Interim Executive

• The concept and role of personal branding
• How to develop your own personal brand
• The role of social media in the management of personal brands
• Marketing tools to distinguish a Brand Called You

You can get info on the webinar and the association at www.interimassociation.org

I can’t attest to the quality of the program or the value of the Interim Association. I can tell you they put a drive for membership ahead of common sense.  Case in point:  I offered to them the rights to resell (and make money on) my book, “Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue” . They wouldn’t consider carrying the book unless I joined the association.

I’m surprised the  association directors aren’t choosing to provide the best resources to their members and seek to generate revenue from as many sources as possible.

Good perspectives are presented in the original post and in subsequent comments from other marketing and sales gurus. Any interim marketing or sales executive charged with generating a revenue breakthrough must focus on the processes and culture with the two organizations.

Unfortunately I know of more than one case where investments were made in research, training and technology only to have the initiative stall out before the benefits could be realized.

The number one reason best practices fail in sales and marketing is because the environment is un-trusting, uncooperative, passive-aggressive, caustic, and in some cases even poisonous.

Recognize the place?

The work environment within sales and marketing in so many companies has taken on these negative characteristics slowly over time. Unfortunately it is cumulative. People in the organization have memories. Stories are passed from old hires to new hires. The negativity self-fulfills.

In short, our sales and marketing organization—the one we depend on for life-giving revenue today and in the future—is effectively working in the past. Instead of working together in every way with a shared vision of performance, the people in these departments stumble about with eyes locked onto the  rear view mirror.

Best practices can’t be expected to generate breakthrough performance in sales and marketing if the people are carrying around negative baggage—both personal and organizational– from the past.

I’d enjoy hearing your thoughts and actual examples (please keep company names out of your posts)