How do you negotiate and get agreement on KPIs with other teams or senior executives?

Cross-functional alignment and support of measures you will be focused on is probably the most important factor in actually achieving a KPI in my experience. This all starts with the relationships you have built as a product marketer and how well you are in-tune with business priority and what is motivating other teams. Here's my suggestions for staying in strong communication and alignment with other areas of the business to ensure your goals are aligned and supported cross-functionally.

1. Have a go-to-market leadership team that meets regularly to discuss progress, blockers, and action needed for the products or buyers you support. At minimum this team has participation from customer facing teams, product marketing, and product. My current GTM leadership team has representation from: Product Marketing, Product, Sales, Customer Success, and Onboarding and we meet weekly.

2. Utilize company planning cycles to force more structured alignment. For me, this means getting organized and aligned with my partners within the business during our annual planning cycles which gets airtime with our most senior executives. We then check back in on that plan at quarterly cadence to ensure we don't need to shift our goals or focus depending on business performance. This year we had a major shift in our primary KPI halfway through the year— we were over-performing against our original plan and were lagging at a different point in our customer lifecycle. Because we already had an established team for decision making and reporting in place, that shift was much easier to make mid year.

3. Make sure you are agreeing on KPIs that your full go-to-market team can support. It's really easy to quickly sign up for a sales target or a delivery-based goal without really stress-testing: does this measure require us to focus on the original goal/business priority? If you sign up for just a $$ amount for a product line, it can be easy for initiatives to slip or other paths to successful sales to take priority. Make sure your KPIs and the language around them encourage accountability from you and your partners. A good example here is instead of signing up for a certain $$ amount in new sales for a product line, why not sign up for a win-rate goal with a particular ICP you are trying to target or a sales goal for that particular audience? Those extra details means product has incentive to stay on track with roadmap that serves that audience, just like marketing and sales would stay focused on more than just new sales and top of funnel creation, but those activities for a particular ICP.