Why AEs complain about the SCs and vice-versa?

I'm naturally a harmonizer who thrives on collaborative work with shared goals. I enjoy discussing lessons learned from setbacks and celebrating our successes together, focusing on constructive conversation rather than "fight" especially when the objective is mutual.

Whenever I speak with an Account Executive, I hear more complaints than accomplishments about the Solution Consultant, and vice versa. I believe the truth lies somewhere in the middle, but fostering a positive change requires awareness and assertiveness from both sides.

But why is so difficult to foster a collaboratively and trusted relationship between Account Executives and Solution Consultants (Presales) ?

Friction between account executives and technical presales consultants can arise from several factors:

Differences in Priorities: Account executives often focus on closing deals and meeting sales targets, while technical presales consultants concentrate on ensuring that the proposed solutions are technically sound and feasible. This difference in priorities can lead to conflicts over the best approach to take with clients.

Communication Gaps: Miscommunication or lack of communication can create misunderstandings about client requirements, project statuses, or expectations. This can result in frustration on both sides.

Role Overlap: Sometimes, there can be ambiguity in roles and responsibilities, leading to situations where both parties feel they need to step in or take control, which can create tension.

Time Pressure: Account executives often face tight deadlines to close deals, which may lead them to push for quick solutions. In contrast, technical presales may need more time to ensure the solution is tailored correctly, leading to stress and friction.

Technical Complexity: Technical presales consultants may struggle to simplify complex technical information for account executives, who may not have a technical background. This can create a divide in understanding each other's perspectives.

Differing Perspectives on Clients: Account executives may prioritize relationship building and sales strategies, while technical presales may focus on the technical details and feasibility of solutions. These differing approaches can lead to disagreements on how to engage with clients.

Lack of Trust: If either party feels that the other isn’t fully supportive or is undermining their efforts, it can create distrust. Building a strong, trusting relationship is essential for collaboration.

Performance Metrics: If performance is measured differently for each role, it can create a competitive rather than collaborative environment. For instance, if account executives are rewarded solely based on sales numbers, they may overlook the importance of technical accuracy.

Now, how can we reduce friction and enhance the collaboration ? Here are some examples:

1. Clear Communication Channels:

Regular Meetings: Schedule consistent meetings to discuss goals, progress, and any concerns. This helps in aligning both teams and addressing issues before they escalate.

Open Feedback Loops: Encourage both teams to provide constructive feedback. This should be a two-way street, where both AEs and SCs feel heard and valued.

2. Define Roles and Responsibilities:

Clear Boundaries: Ensure that everyone understands their specific roles and responsibilities. This reduces overlap and confusion.

Collaborative Goals: Establish shared objectives that require cooperation, promoting a team mentality rather than a siloed approach.

3. Joint Training Sessions:

Cross-Training: Conduct training sessions where AEs learn about technical aspects and SCs understand sales strategies. This fosters mutual respect and understanding of each other’s challenges.

Workshops and Role-Plays: Engage both teams in workshops and role-playing exercises to simulate common scenarios and develop joint problem-solving skills.

4. Integrated Tools and Systems:

Collaborative Platforms: Use shared tools (e.g., CRM systems, project management software) that allow both teams to track progress, share information, and communicate effectively.

Unified Reporting: Develop integrated reporting systems that provide visibility into both sales and technical metrics, highlighting the interdependence of their roles.

5. Leadership Support:

Top-Down Commitment: Ensure leadership actively supports and promotes collaboration between AEs and SCs.

Conflict Resolution: Implement a clear process for conflict resolution that is fair and transparent, helping to quickly address and resolve disputes.

6. Incentive Alignment:

Shared Success Metrics: Align incentives and performance metrics so that both teams are rewarded for collaborative success, not just individual achievements.

Joint Recognition: Recognize and celebrate team achievements that result from effective collaboration.

7. Team Building Activities:

Social Events: Organize informal social events to build rapport and trust between teams outside of work.

Team Projects: Assign projects that require both AEs and SCs to work closely together, fostering a sense of unity and shared purpose.

8. Foster a Culture of Empathy and Understanding:

Empathy Training: Provide training on empathy and active listening to help team members appreciate each other's perspectives and challenges.

Mentorship Programs: Pair AEs and SCs in mentorship programs to build strong, personal connections and mutual support.

By implementing these strategies, organizations can create an environment where Account Executives and Technical Presales Consultants work together more effectively, leading to improved outcomes and a more cohesive team dynamic.