Jason M. Lemkin explains why tension between product and sales teams is necessary in B2B companies. Stress means you're working enough deals, but unmanaged conflict breaks organizations. Individual contributors should escalate problems instead of trying to fix them alone.
Stress between product and sales is a good thing. It's a, it's a sign of a well run B2B company when there is stress between product and sales it's a good sign. It is a good. If there's no stress, you're not, you're not in enough deals. You're not in enough deals if there's no stress. But the stress has to have enough process even in a startup that it doesn't break because as your question leads to the fact it can break organizations again and again. Right. People get people resented on either side. Right. And so you this is one thing where the answer has to be look, we can chat about it over lunch. We can chat about this and, and, and, and actually you've got a good idea. You, you're individual contributor. I'm going to tell my boss on Monday that I think we should do that. I'm going to, I'm going to use a little social capital say we should do this but you got to push the decisions up. That's as far as you can go. Make recommend otherwise instead of that one one stressful conversation at the VP level you've got a hundred.
