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ABOUT YOUR BUSINESS Bridging the Sales/Operations Divide By Matt Kirchner F or any organization with separate sales and operations functions, animosity and friction between these two groups seems almost inevitable. Almost 20 years ago, I served on a management team where the divide between sales and operations was so vast that it tore the company apart; the team exhausting its energy fghting each other and losing the match to competitors who found a way to work together. Tus began my obsession with the never-ending task of fnding ways for sales and operations to collaborate toward the mutual goals of customer satisfaction and business performance. To that end, I recently assembled a group of manufacturing industry sales and operations professionals to solicit their input on the topic. Tis group had seven individuals with combined experience exceeding 120 years in their respective felds. Both the sales and operations factions are well represented in the group, and several of the members have experience on both the operations and sales sides of the business, which helped to limit their bias. Te group began its discussion by codifying the sales/ I recently operations divide into a single assembled a group sentence, and after a lengthy of manufacturing discussion settled on the industry sales following. Does this sound familiar? "Sales and operaand operations tions share the same goals, but professionals to struggle in setting priorities, solicit their input communicating accurately on this topic. and respectfully and in keeping commitments to each other. Tese issues lead to orders becoming emergencies, which in turn, lead to mistakes and more missed commitments, which then lead to more emergencies." With the problem defned, the group was challenged to devise a list of rules for improving relations between any organization's sales and operations teams for the overall beneft of the customer and the company. Teir "Rules of Engagement," or so they were labeled, are as follows: Appreciate your team. We all share the goals of service excellence for our customers and fnancial security for our employer. Spend more time reminding yourself of that and less time questioning the motives of your teammates. 22 PRODUCTION MACHINING :: NOVEMBER 2013 Before making a request, consider your options. All too often, a member of the sales team simply parrots a customer request without clarifying it with the customer. If the customer wants 100 parts tomorrow, could they live with 50? Could they live with a slightly longer lead time for an expedited order? Te sales team plays a huge role in setting up operations for success. Listen deeper and respond only after understanding. Resist the temptation to respond to an email or other request emotionally. Many times what we think we read or heard and what the other person meant to write or say are two diferent things. Ask "Can You," don't tell, "You Need To. " Walk in the other person's shoes. And not just in your own mind. Spend time in their meetings or spend a day with them. Find out what their day is really like. When making a request of operations, state the issue and what customer expectations are. Forwarding a string of emails with the question "What do you think?" wastes time and leads to misunderstanding. Have an in-person summit at least monthly. Seeing each other across the table is more productive than hearing each other over the phone or communicating by email. Get the sales and operations teams together in the same room to talk about the business at least once a month. Have more regular "non-issue-related" interaction. Don't limit discussions just for the instances when issues or problems come up. Go to a game together, spend an evening fshing, and talk about your weekend. Be genuine, and don't be afraid to put issues on the table. Communicate honestly and respectfully at all times. Amid any confict between sales and operations, protect the company's reputation and service customers. I think they nailed it. Will following these "Rules of Engagement" lead to more harmonious interaction between sales and operations? Ask me a few months down the road. By then I'll know. CONTRIBUTOR Matt Kirchner is managing director of Proft360, LLC, a Wisconsin-based strategic advisor to U.S. Manufacturers; and is CEO of American Finishing Resources, LLC. Contact :: mkirchner@proft-360.com