Effortlessly collaborate with others to find unique CX solutions.

Functional Leaders

There’s nothing worse than having to defend yourself to the board of directors — especially against the head of sales.

The tale of two careers.

You are the VP of Marketing. You’re excited today because you get in front of the board to present your team’s quarterly accomplishments. Little do you know, you’re about to be ambushed.

Here’s what happened…

Your presentation followed the VP of Sales.

It turns out, the sales group did not make their numbers. Their presentation to the board was a long tirade of how they didn’t have enough leads, and the leads they had were garbage. Marketing failed to do their job, so sales could not do their job.

The board confronted you. You asked for a few minutes and excused yourself.

You came back to the meeting armed with additional reports, numbers, and proof. Look here — your group delivered 10 times as many leads as sales stated and 88% of those leads had never been followed up on. Not one. Not even a phone call, email or smoke signal.

The board took the information and nodded.

You left, sure you’d been vindicated.


The next day, they fired you. They also fired the VP of Sales.

Huh? How can this be? What happened?

The team of Sales and Marketing should have been helping each other. They should have been twin forces providing nourishment for their customers and company. But instead, they were cut off and dysfunctional. They were killing the very organization they were hired to keep alive and make thrive.

This “same page” scenario isn’t unique. It’s common among companies that, well... that have departments. Each department has its own needs. It’s own measurements. It’s own perspectives.

See if you recognize any of these statements:

“When people view something as one-off, then execution suffers.”

“Marketing must understand the challenges each functional area has; therein lies the secret to alignment and execution.”

“Without a way to measure performance relative to the strategy, proficiency gaps are hard to define.”

“Where does marketing fit into the buyer’s journey?”

“Customer viewpoint and purchase relationships with companies are disjointed.”

“When execution is not integrated (for example, marcom and in-store communications and customer platforms) we find spending is not as powerful; it hurts business for everyone who has a stake in it.”

“5 years ago, data that was 30 or 40 years old was okay; today it’s about timelines of measurements, how quickly can you realize what the customer is doing and act on it?”

“Need to connect the dots between campaign, sale, and results, including retention.”

“Marketing has fuzzy metrics.”

“KPIs must tie to acquisition and retention of customers and revenue directly.”

“Marketing wants to own the whole thing, sales does too; silos.”

“We have to have a driving force for passion and interest in employees, otherwise discouragement and talent loss.”

“Marketing organizations don’t experiment enough.”

“Insufficient leadership vision and in understanding the marketplace, so marketing attempts to optimize spaghetti approach.”

“Opportunity cost, cost-efficiency, spend more to compensate for the breakdown, just bring in something ASAP.”

“People involved in creating and executing plans change jobs frequently; need a way to overcome turnover and knowledge gap.”

“People are rewarded historically for activity, not held accountable for results.”

“Anyone’s guess what happens once we leave the room. No, “did you do what you said you would do, what were the results, what did we learn?”

These are direct quotes from marketing vice presidents and CX leaders we interviewed when envisioning a world where Companies + Customers = Family.

Finding solutions for these pain points became the guide we used for building the CX lifeline that has become ClearAction Value Exchange.

Think of the Value Exchange as a Customer-Success Talent Engine. It’s a place where you can immerse your team in ideas, different perspectives, expertise, education, and examples. It’s an experience where they and you see the change. They become aware of the new ideas and perspectives; they gain knowledge and deep understanding. Then the moment of truth happens. Where they begin to use the material. They apply new techniques, ask thought-provoking questions, effortlessly collaborate with others to find unique solutions that serve customers and the company. They are changed forever and everyone benefits. Their careers take off. They prove to themselves the power they have and continue to elevate their level of understanding.

You, in turn, exceed the goals of your department. You become the bridge between gaps. You and your team become your company’s lifeline. You create a CX Movement that cannot and will not be ignored.

Create a CX customer-success talent engine in your organization, grab a free 30-day trial membership into ClearAction Value Exchange. It’s the best way to experience this powerful tool.

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