Sales collaboration with legal

By Sreeram K G

Being a salesperson in a high-growth business has often placed me in a complex landscape that will balance success not only in closing deals but also in collaboration with the legal team.

On the surface, it could look like sales and legal are almost running in parallel universes: one operating on incentives and objectives, another that appears to operate on even different premises.

However, based on my experience, growing close to these two critical functions is the key to driving growth and, at the same time, efficiency.

The Challenge of Diverging Goals

So, in one word, sales is speed and agility driven by targets, quotas, and the sense of urgent demand from the market. Typically, the legal team is sharp on risk mitigation, focusing on compliance through detailed scrutiny.

There is a difference between both, which can lead to friction sometimes. I might want to close the contract so the deal can be booked, but for my internal stakeholders, the need is to examine every clause to cut risks.

This may lead to miscommunications and delays, and I have seen firsthand how an emotional relationship affects our bottom line. But instead of perceiving it as a challenge, it was my chance to bridge that gap.

The Power of Open Communication

One of the most transformative lessons that I have learned is the importance of open communication. Check-in meetings and collaborative meetings between the sales teams and the legal teams have really become invaluable.

Establishing a forum where both sides can express their concerns and thoughts on any issue creates mutual understanding about each other's priorities.

For example, I started monthly meetings wherein we discuss which deals are in play, what may be the challenges we may face, and of course, a success story or two. It was to our advantage as it enhanced our rapport and made the whole process much more streamlined.

If legal suddenly is aware of the sales context plus the urgency, they can give us a very personalized direction that will help close the deal faster.

Using Technology for Collaboration

Dock 365 was a game changer for our teams because it allowed us the use of AI in creating a contract management system.

It is amazing to see how you can automate repetitive tasks while keeping your business legally sound but in a way that is still self-service for the sales guys.

Now, since I have pre-approved templates and libraries of clauses, I can quickly produce contracts that support our legal framework while avoiding extensive reviews.

Instead of spending days on the agreements, they are finalized in hours, which translates to increased customer satisfaction and a better condition of the sales pipeline.

Demonstrating Value Through Metrics

What needs to happen for us to solidify the partnership is to demonstrate value. Reduced contracting time and efficiencies in process are measurable successes of whether our partnership is working.

To instance, when we instituted a feedback loop in which the two teams reviewed our contract processes, we experienced a 30% reduction in contractual negotiation time.

This was, therefore, not only a victory for sales but far more to the mind, the true indication of how collaboration drives success.

Continual Improvement

Lastly, there needs to be good communication between sales and legal, it's not something that can be done once and then left in the dust. Customer-centricity thrives on communication and feedback loops.

This quarter, we began quarterly reviews of how well we are collaborating with regard to being more insightful to each other and ways to refine our approach.

Keeping us aligned also puts keeping the practice of learning and changing on the table, aside from giving us the significance of learning and changing.

In a high-growth business, the line of sales and legal is tough but may also be very rewarding with purpose and collaboration between different stakeholders. Potential conflicts arise as opportunities for growth with the right communication through technology and focus on shared goals.

We can build bridges that support the individual functions and the success of the organization by working together. This moment is something we want to celebrate as part of our growth story while continuing to evolve.