All related (51)
Leah Brite
Head of Product Marketing, Core Product at Gusto
A few things come to mind to try: 1. Create a brief for the sales enablement assets upfront. Succinctly outline what your objectives are in priority order, who the target audience is, and some brief details on what’s important and likely to appeal to them. 2. This brief is also a great place to outline your RACI/DACI/RAPID to create clarity on what each person’s role is in the project. 3. When conflicting opinions arise, try to leverage your brief to realign the stakeholders around what is important. Bring them back to the target audience, what they care about, and t...more
Pat Ma
Sr. Product Marketing Manager at Samsung

Marketing is the only job in a company that everybody thinks they can do. You’ll propose an idea and get conflicting feedback from everyone.

How I handle the situation is saying something like, “I’ve considered everybody’s feedback, tried to incorporate as much of your feedback as possible, and on the conflicting feedback made a judgement on the best path forward.”

You can’t please everyone. But most people just want to be heard and recognized.

James Winter
VP of Marketing at Spekit
Pat and Sean did a great job answering with some more tactical approaches so I'll be brief with a couple tips.    There are purpose built tools like Inkling that can be a great way to enable massive sales teams, but they require a ton of investment to do well. Webinars and quizzes are things that work well remotely. Salespeople are competitive so use that to your advantage.   If you have a massive sales team, you should also have the budget to get some outside help to help train them. I’d recommend hiring a professional services firm to make sure the training doesn’t consume all of your...more
Steve Feyer
Product Marketing Director at

Politically, it's probably smart to go with the advice of the most senior person offering advice, especially if they are in your direct reporting structure.

As another option, supposing that one person told you they prefer "A" and another told you they prefer "B", show the two options to a few of your good reps and let them break the tie. I demonstrate that I've done the right things for enablement by showing that our reps actually use them.

Bala Vishal
Former Director of Digital Marketing - Demand Generation at Lucidworks
I think it is important to have a strategy/vision with goals laid out for sales enablement, that is approved by stakeholders ( typically VP demand generation/CMO and VP Sales / Chief Revenue Officer). Once that is good to go is when I would recommend creating a tactical plan which should be your ideas that are aligned with the above vision.    I understand this is easier said than done, however, you need the backing of your manager who is prepared to stand up for you in case you face hurdles in going through the above process.  Yes everyone in the organization thinks they can do marke...more
Daniel Kuperman
Head of Product Marketing, ITSM at Atlassian

You have several products with release dates next to each other and limited resources, so what do you do? Here’s how you can think of this: first, identify the releases with the highest ‘tier’ or ‘priority’ (classification of release tiers vary company by company). The highest priority feature is typically the one with the highest impact in the market and that should get more enablement focus.

Daniel Palay
Head Of Product Marketing at 3Gtms

The first thing to do is figure out the "why" of the conflicting opinions. Perhpas it has to do with the incentives each stakeholder is responding to, or a resistance to behavior change of some kind. Either way, this can potentially help reconcile those differences and produce something that everyone feels equally invested in. 

Dena Nejad
Director of Marketing at Hover

How is your sales team set up? Do you have a sales training counterpart? Or is the head of sales?

Ultimately, you’ll need to set up a mtg with that person + your head of marketing and you to review proposals and to ask them who’s input is crucial. You will never make everyone happy - you have to become the expert and make recommendations and make sure you are aligned with the head of mktg and sales vision.

Loren Elia
Director of Product Marketing at HoneyBook

This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 

Dave Kong
Head of Product Marketing at Scale AI

I know that this is sometimes an incredible challenge. I think the challenge specifically is around balance.

A balance between: What are metrics indicative of your business / GTM goals? AND What you can control?

This requires leadership buy-in from multiple groups — ideally they would understand Marketing and Product Marketing (this is not always the case!)

Based on Your Goals, I would then identify metrics. Some examples below:

  • GTM / Revenue Initiatives —> Before and After Analysis (ideally based on something specific)
  • Content —> Content Metrics 
  • Support —> NPS 
Roopal Shah
Head (VP) of Global Enablement at Benchling

Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.

Gregg Miller
VP of Product Marketing at Oyster®
Man, I love this question! As PMMs so much of our work only has impact if it has engagement from others, and the only way to get that engagement is by having credibility in the organization. This won't be a perfect list or exhaustive, but some things that come to mind are: * Take the time to understand their world: Get out in the field with them, get to know them over drinks, learn what customers are saying about how the product is/isn't meeting their needs, see how our assets do in the wild, etc. There's so many steps we can take to demonstrate we care, that we recognize t...more