I run into the title all the time.  It’s the conjoined twins of the executive suite. It doesn’t work. Most organizations have, by design, a Director of Sales. They bolt on the Marketing sibling because it seems like the two should go together.  They aren’t siblings or cousins.  They aren’t even related.

Anyone employed in sales has one goal: to sell. Their job depends on their ability to bring in revenue. Their income depends on it too. They are judged by their sales success.

Marketing, by contrast, is about long-term exposure, awareness, desire, stimulation, and action. It will eventually lead to sales. But only in the smallest minority of direct-response campaigns does marketing today lead to sales today.

So why do companies keep putting the onus on the Sales Director to take the time and energy away from sales to try to build long-term awareness? How can they expect that person to serve two masters? Can someone really think and act long-term and near-term simultaneously?

My background is sales, media sales. Every day I had the same goals: to meet my quota, earn my commission and keep my job. I woke up every day with a single focus. Every Sales Director on earth starts their day that way. To ask them to look out for the brand long-term is more than a bit crazy.

Why not combine other titles and responsibilities? Create a Director of Human Resources and Engineering or a  Director of Finance and Security. Better yet, CEO and Receptionist.

Let the salespeople sell, and the marketers market. And never the twain shall meet.