Can you share a specific instance where a misalignment between sales and demand gen led to a significant challenge? How was it resolved?

Too many to count! One key example was when I was launching a large scale evergreen content syndication program. If you know content syndication, you know it can take time to get those leads sales ready. Such a great channel to drive targeted engagement, and when done correctly, can be the underpinnning for a predictable stream of high quality engaged leads and ultimately opportunities and pipeline.

However, it takes time.

When I set this up earlier in my career Sales did not understand why we were investing in a channel that didn't give them immediate inbound opportunities. The reality we were - this wasn't the only channel / program we were running, but we were investing heavily into it. They started more or less demanding that we open it up and start passing them through - even understanding from a lead scoring perspective they weren't ready for sales. And guess what - the leads weren't ready to talk to sales! It comically led them to asking why we were sending the leads to them and wasting their time.

However, the lessons learned here - over-communicate programs and channel expectations to your sales organization. Use your leadership to reinforce these key messages, but also plant these seeds within your reps. And then agree to keep an eye on ways (i.e., lead scoring enhancements) to optimize the flow of leads so sales feels like you share the same sense of urgency in getting them high-quality leads. Remember, it's important to share a sense of urgency - but it doesn't mean you have to do unnatural things with your programs because ultimately that will impact your reputation within these target accounts as well as within your own sales organization.