PMs ❤️ Sales Teams Too
PMs ❤️ Sales Teams Too
Aug 4, 2023
Aug 4, 2023
Engaging with potential clients during PM Interviews - bearing in mind that I’m transitioning into freelancing -, I’ve encountered a recurring question: “How do you effectively collaborate with Sales Teams?” which reminds me that the dilemma between Sales and PMs is still an unsolved problem.
I’ve been on both sides of the spectrum so it wasn’t difficult for me to understand from the first minute, that everything relies on communication, alignment on the Product Vision, and shared advantages.
But you know, sometimes you have to suffer something yourself to realize something. Whether you're contemplating a venture as a B2B PM or if you're already grappling with typical challenges, I'm here to offer little nuggets of wisdom.
How to restore the relationship?
Many are the running gags that are around the difficult relationship between Product Managers and Sales Teams. And, if you think about it, it makes total sense.
If I had approached my former Sales boss with the declaration that our company was shifting towards a Product-Led approach, with Product taking the reins in "defining" the product's future, he would likely have needed an unprecedented supply of Xanax to steady his nerves.
“How is it going to shape the Product a person that is not in contact with the real market? And beyond that, are you aware of the impending impact on our Sales Negotiation scope? This, in turn, ripples into our potential future bonuses," He might have exclaimed.
Adopting his perspective, it’s totally expected for Sales to start panicking every time they have to collaborate with Product. Typically, there's a head-to-head struggle to champion what's next on the roadmap.
We will talk about how to fix this from an Operational angle in the future, today we are focusing on how to solve this from our PM range of action. So our Sales fellas can think about us as that good friend they didn’t know they were missing.
Exploring PM Boundaries in a B2B Environment and How Sales Teams Elevate Our PM Excellence
Every journey towards excellence commences with a retrospective examination. In this light, we are going to analyze some of the typical scenarios in that we, as Product Managers, want to act as PMs but instead of providing value, we are causing more friction, like a cacti.
In other words, when we act as an Orthodox Product Manager.
It's this predicament during our initial approach that tends to generate friction with the Sales team, inadvertently distancing us from the potential of having a powerful ally in our corner.
That being said, let’s check the scenarios.
Issue 1 - Scarcity of Solid B2B Customer Data
🧟♂️ Situation and Problem: In your B2B startup, you have around 20 clients, and only 1 or 2 are actively using your product. You want to connect with them because some data is better than no data. However, you're left wondering how reliable the qualitative insights you gather will be.
🙅🏽♂️ Solution without Sales: You manage to have conversations with those 2 clients, extracting qualitative data that aids in shaping your roadmap. Nevertheless, due to the limited user count, these insights still lack broader representation.
🙆🏽♂️ Solution with Sales: By discussing this issue with the sales team, you not only acquire qualitative insights but also gain market and competitor insights from their end. Moreover, you earn their trust by giving them a voice in the process.
Let's be honest, having a small customer base in the B2B realm is natural when you're just starting out. And when they are few, it's true that you can easily reach out to them. The challenge arises from the fact that the insights collected from a small group lack broader relevance.
On the flip side, when your B2B client portfolio grows, the problem shifts to the sales side. With the goal of safeguarding and nurturing client relationships, they often create multiple barriers to accessing them.
Had we initially focused on fostering an exchange of information and accessibility, we could have mitigated the likelihood of facing this issue down the road. Trust me, it's a common scenario where Product Managers or Researchers constantly find themselves struggling to connect with end users in B2B settings.
Issue 2 - Sales Cycles Impacting the Roadmap
🧟♂️ Situation and Problem: You aspire to embrace agility. Your roadmap doesn't stretch beyond 6 months, allowing you to pivot "easily" and safeguard against potential surprises from Sales. But what happens when, even with a clear roadmap, Sales keeps pitching things that fall outside the Scope?
🙅🏽♂️ Solution without a Clear Product Strategy: You extend the timeframe of your roadmap to preempt Sales surprises, affording them a broader scope to pitch.
🙆🏽♂️ Solution with a Clear Product Strategy: You maintain a short roadmap timeframe for pivoting, and the Sales-pitched ideas stay within the defined scope.
More than just collaborating with Sales, in this scenario, the key lies in having a transparent and well-defined Product Strategy - one that's inherently linked to the company's strategy. Irrespective of how you interpret strategy, in this context, we'll use the concept of a story.
It's a story that Sales should understand and communicate to potential clients, convincing them how our product, now and in the future, will assist them in achieving their goals.
The primary goal should be to create a space where Sales feels comfortable going all in, offering deals that are within scope, thanks to the clear vision of the product strategy.
Had my former boss been informed that we were Product-Led, but the Product Vision was X, aligned with the business vision, and well within his pitch scope, he wouldn't have been as flustered as he was.
As Product Managers, crafting the Product Strategy generally isn't within our purview; it's more in the realm of the Head of Product or Director of Product. However, we can make it easier for Sales to access and comprehend the Product Vision during each interaction.
By doing so, we enable Sales to envision beyond those initial 6 months, and they might even assist in defining pivotal aspects of the future roadmap.
Issue 3 - The Zeal for Experimentation
🧟♂️ Situation and Problem: You've got a feature list ready for an A/B test. You communicate your intent to test it and share the plan and timing with Sales. Their response raises concerns that experimenting might complicate future negotiations due to potential false expectations or skewed perceptions of product value, and more.
🙅🏽♂️ Solution without Sales: You insist on the significance of experimenting with the end customers for collecting both quantitative and qualitative data. Sales becomes somewhat annoyed.
🙆🏽♂️ Solution with Sales: You grasp the sensitivity of the matter and collaborate with Sales to find a softer solution for experimentation and possible post-launch strategies. Sales feels valued, and you avoid complicating potential future negotiations.
This serves as a quintessential example of attempting to uphold an Orthodox PM Mindset. Flexibility is integral to our role, and collaboration holds the key. If an ideal A/B test doesn't align, work with Sales to maneuver through the situation.
Remember, what truly matters is the data we seek to construct insights, not the exact methodology for attaining it. Ultimately, the quality of the final data hinges on its source.
Elevate the situation when:
The metric you're testing through A/B truly matters
A wealth of data flows in from your B2B clients
You have a straightforward and seamless A/B testing approach
My conclusions
So, does it all come down to communication, buy-in for the product vision, and the mindset of seeking mutual benefit?
In a way, yes. But of course, it's not a one-size-fits-all answer.
Effective communication on both ends helps in understanding the frustrations that arise when working across departments.
Having buy-in for the Product vision ensures that Sales can align their efforts with the Product vision instead of challenging it constantly.
The mindset of mutual benefit reminds us that both teams are rowing in the same direction. It's not just about individual or team achievements.
When you find yourself in a frictional situation with Sales or any department, let's ask ourselves, "Am I being too orthodox as a PM?" And if the answer is yes, which is often the case, let's utilize communication as a key vehicle to resolve conflicts. 😊
It's crucial that this approach is conveyed top-down, not the other way around. This is why, as I mentioned at the beginning, there's a lot to address from the operational standpoint.
Please, take care and see you next week!
For everything else - Work, Mentoring, Random Coffee Chat-, Linkedin 😜.
Jorge Herna
Engaging with potential clients during PM Interviews - bearing in mind that I’m transitioning into freelancing -, I’ve encountered a recurring question: “How do you effectively collaborate with Sales Teams?” which reminds me that the dilemma between Sales and PMs is still an unsolved problem.
I’ve been on both sides of the spectrum so it wasn’t difficult for me to understand from the first minute, that everything relies on communication, alignment on the Product Vision, and shared advantages.
But you know, sometimes you have to suffer something yourself to realize something. Whether you're contemplating a venture as a B2B PM or if you're already grappling with typical challenges, I'm here to offer little nuggets of wisdom.
How to restore the relationship?
Many are the running gags that are around the difficult relationship between Product Managers and Sales Teams. And, if you think about it, it makes total sense.
If I had approached my former Sales boss with the declaration that our company was shifting towards a Product-Led approach, with Product taking the reins in "defining" the product's future, he would likely have needed an unprecedented supply of Xanax to steady his nerves.
“How is it going to shape the Product a person that is not in contact with the real market? And beyond that, are you aware of the impending impact on our Sales Negotiation scope? This, in turn, ripples into our potential future bonuses," He might have exclaimed.
Adopting his perspective, it’s totally expected for Sales to start panicking every time they have to collaborate with Product. Typically, there's a head-to-head struggle to champion what's next on the roadmap.
We will talk about how to fix this from an Operational angle in the future, today we are focusing on how to solve this from our PM range of action. So our Sales fellas can think about us as that good friend they didn’t know they were missing.
Exploring PM Boundaries in a B2B Environment and How Sales Teams Elevate Our PM Excellence
Every journey towards excellence commences with a retrospective examination. In this light, we are going to analyze some of the typical scenarios in that we, as Product Managers, want to act as PMs but instead of providing value, we are causing more friction, like a cacti.
In other words, when we act as an Orthodox Product Manager.
It's this predicament during our initial approach that tends to generate friction with the Sales team, inadvertently distancing us from the potential of having a powerful ally in our corner.
That being said, let’s check the scenarios.
Issue 1 - Scarcity of Solid B2B Customer Data
🧟♂️ Situation and Problem: In your B2B startup, you have around 20 clients, and only 1 or 2 are actively using your product. You want to connect with them because some data is better than no data. However, you're left wondering how reliable the qualitative insights you gather will be.
🙅🏽♂️ Solution without Sales: You manage to have conversations with those 2 clients, extracting qualitative data that aids in shaping your roadmap. Nevertheless, due to the limited user count, these insights still lack broader representation.
🙆🏽♂️ Solution with Sales: By discussing this issue with the sales team, you not only acquire qualitative insights but also gain market and competitor insights from their end. Moreover, you earn their trust by giving them a voice in the process.
Let's be honest, having a small customer base in the B2B realm is natural when you're just starting out. And when they are few, it's true that you can easily reach out to them. The challenge arises from the fact that the insights collected from a small group lack broader relevance.
On the flip side, when your B2B client portfolio grows, the problem shifts to the sales side. With the goal of safeguarding and nurturing client relationships, they often create multiple barriers to accessing them.
Had we initially focused on fostering an exchange of information and accessibility, we could have mitigated the likelihood of facing this issue down the road. Trust me, it's a common scenario where Product Managers or Researchers constantly find themselves struggling to connect with end users in B2B settings.
Issue 2 - Sales Cycles Impacting the Roadmap
🧟♂️ Situation and Problem: You aspire to embrace agility. Your roadmap doesn't stretch beyond 6 months, allowing you to pivot "easily" and safeguard against potential surprises from Sales. But what happens when, even with a clear roadmap, Sales keeps pitching things that fall outside the Scope?
🙅🏽♂️ Solution without a Clear Product Strategy: You extend the timeframe of your roadmap to preempt Sales surprises, affording them a broader scope to pitch.
🙆🏽♂️ Solution with a Clear Product Strategy: You maintain a short roadmap timeframe for pivoting, and the Sales-pitched ideas stay within the defined scope.
More than just collaborating with Sales, in this scenario, the key lies in having a transparent and well-defined Product Strategy - one that's inherently linked to the company's strategy. Irrespective of how you interpret strategy, in this context, we'll use the concept of a story.
It's a story that Sales should understand and communicate to potential clients, convincing them how our product, now and in the future, will assist them in achieving their goals.
The primary goal should be to create a space where Sales feels comfortable going all in, offering deals that are within scope, thanks to the clear vision of the product strategy.
Had my former boss been informed that we were Product-Led, but the Product Vision was X, aligned with the business vision, and well within his pitch scope, he wouldn't have been as flustered as he was.
As Product Managers, crafting the Product Strategy generally isn't within our purview; it's more in the realm of the Head of Product or Director of Product. However, we can make it easier for Sales to access and comprehend the Product Vision during each interaction.
By doing so, we enable Sales to envision beyond those initial 6 months, and they might even assist in defining pivotal aspects of the future roadmap.
Issue 3 - The Zeal for Experimentation
🧟♂️ Situation and Problem: You've got a feature list ready for an A/B test. You communicate your intent to test it and share the plan and timing with Sales. Their response raises concerns that experimenting might complicate future negotiations due to potential false expectations or skewed perceptions of product value, and more.
🙅🏽♂️ Solution without Sales: You insist on the significance of experimenting with the end customers for collecting both quantitative and qualitative data. Sales becomes somewhat annoyed.
🙆🏽♂️ Solution with Sales: You grasp the sensitivity of the matter and collaborate with Sales to find a softer solution for experimentation and possible post-launch strategies. Sales feels valued, and you avoid complicating potential future negotiations.
This serves as a quintessential example of attempting to uphold an Orthodox PM Mindset. Flexibility is integral to our role, and collaboration holds the key. If an ideal A/B test doesn't align, work with Sales to maneuver through the situation.
Remember, what truly matters is the data we seek to construct insights, not the exact methodology for attaining it. Ultimately, the quality of the final data hinges on its source.
Elevate the situation when:
The metric you're testing through A/B truly matters
A wealth of data flows in from your B2B clients
You have a straightforward and seamless A/B testing approach
My conclusions
So, does it all come down to communication, buy-in for the product vision, and the mindset of seeking mutual benefit?
In a way, yes. But of course, it's not a one-size-fits-all answer.
Effective communication on both ends helps in understanding the frustrations that arise when working across departments.
Having buy-in for the Product vision ensures that Sales can align their efforts with the Product vision instead of challenging it constantly.
The mindset of mutual benefit reminds us that both teams are rowing in the same direction. It's not just about individual or team achievements.
When you find yourself in a frictional situation with Sales or any department, let's ask ourselves, "Am I being too orthodox as a PM?" And if the answer is yes, which is often the case, let's utilize communication as a key vehicle to resolve conflicts. 😊
It's crucial that this approach is conveyed top-down, not the other way around. This is why, as I mentioned at the beginning, there's a lot to address from the operational standpoint.
Please, take care and see you next week!
For everything else - Work, Mentoring, Random Coffee Chat-, Linkedin 😜.
Jorge Herna
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