Providing employees a stage to voice their feelings and opinions is a nice thing to do.
Ask them for help setting things up, but involve the Sales and Marketing teams to learn a few things. This way, you can work more efficiently as a group, alleviating the IT team’s workload. Many tasks are repetitive, and understanding how things work will allow for more complex tasks to be completed, as Sales and Marketing will have a granular understanding of how systems work and interoperate. You could also consider adding a good trainer to improve the company’s understanding by creating training materials for all teams involved.
Hi MukhtarMeer,
Bravo! I agree with some of the things you said, especially that departments should better understand what the other does and that it would help to bring on a trainer!
Hi Jon,
Thanks for another great question!
When the IT and sales teams are not communicating effectively, how can a marketing/sales manager potentially/theoretically overcome the traditional barriers to communication between these two teams?
I believe there are a few tactics or areas for communication improvement and action:
1. Ensure that the tone and respect level are the same as those of the IT and other departments.
2. Treat the IT department as trusted partners versus employees, helpers, or contractors.
3. Explain issues from a high level so the IT department understands the greater context and implications of action and inaction, depending on the plan in place. This way, the IT department can make suggestions. If the IT department makes suggestions, could you listen and get involved? The IT department will invest in you if you invest in them. If you take time to understand the basics of the tech they work with, they will take the time to understand the marketing and why you’re doing what you’re doing. They’ll become champions versus departmental “frenemies.”
4. Acknowledge their work on LinkedIn or other sites and offer referrals and testimonials to those you feel deserve it.
5. Encourage upper management to sponsor and fund internal and external leadership training and career growth programs with and for IT staff members.
Senior Leadership!
In the dynamic landscape of business, the harmonious collaboration between IT and sales teams has emerged as a catalyst for growth and innovation. Indeed, bridging the gap between IT and sales teams can unlock significant growth potential for a business.
A key to that is senior leadership. Because, senior leadership plays a crucial role in breaking down barriers between IT and sales teams. Leaders should actively promote collaboration, allocate resources for cross-functional initiatives, and lead by example in fostering communication and teamwork.
To get IT buy-in:
Highlight HubSpot’s security and compliance.
Show its easy integration with existing tools.
Emphasize scalability and growth support.
Provide data on ROI.
Reassure them about full control and ongoing support.
reda attia
sales representative Danone
Value added
Sales Enablement is comprehensive and would highly recommend as I listen to each module ideas was taking shape. Sales doesn’t feel daunting anymore.
It is absolutely imperative that the CEO or senior leadership are aligned with any change, especially if it has anything to do with the IT department - which when it comes to sales and marketing, it almost always does. Without the support from the top-down, IT has little reason to prioritize the initiative over everything else already on their plate. In my experience, IT is often understaffed and working with a budget that doesn’t leave much room to take on additional projects, and that usually where we first see the tension come from.
IT needs a clear understanding of the goal, their role in it and why they are needed. We need to come from a place that they hold the keys to moving things forward, because they do. We still need to meet them where they are at. That means having honest conversations early on addressing their concerns i.e.: system security, compliance, integrations with existing infrastructure. The reality is that they will likely own the maintenance of whatever gets rolled out. Acknowledging that upfront builds trust and removes any resistances that usually arises.
My suggestion would to be inclusive from the beginning, not after decisions have already been made. Give them a seat at the table during the planning phase this will also be beneficial for all parties in mitigating any issues before they turn into roadblocks. Build a shared project plan where IT has clear ownership and realistic timelines- making them a true partner rather than just another hurdle to clear.
Frame the tool or CRM implementation around what matters most to them - risk reduction, system stability, and clean integrations. Not just sales target and pipeline numbers - lets speak their language. When IT feels like they were kept in mind from the very beginning of the initiative and not an after-thought… that’s when authentic buy-in happens.
One of the most effective ways teams have overcome the “sales vs IT” communication gap is by shifting from siloed ownership to shared outcomes. Instead of IT owning systems and sales just “using” them, high-performing companies create cross-functional revenue or enablement teams where both sides are responsible for metrics like lead flow, conversion rates, or time-to-close. That forces regular communication around what’s actually working, not just technical requirements or sales complaints.
It is absolutely imperative that the CEO or senior leadership are aligned with any change initiative, especially if it involves the IT department—which, when it comes to sales and marketing, it almost always does.
Without top-down support, IT has little reason to prioritize the initiative over the many other projects already on their plate. In my experience, IT teams are often understaffed and working with budgets that leave very little room for additional initiatives. That’s usually where the first signs of tension begin.
IT needs a clear understanding of the project’s objectives, their role in achieving them, and why their involvement is essential. We need to recognize that they hold the keys to moving the project forward—because they do. At the same time, we must meet them where they are. That means having honest conversations early in the process to address concerns such as system security, regulatory compliance, and integration with existing infrastructure.
The reality is that IT will most likely be responsible for maintaining whatever solution is implemented. Acknowledging that from the outset builds trust and helps eliminate the resistance that often arises during implementation.
My recommendation is to involve IT from the very beginning—not after the major decisions have already been made. Give them a seat at the table during the planning phase. This benefits everyone by identifying and resolving potential issues before they become roadblocks.
Develop a shared project plan with clearly defined IT responsibilities and realistic timelines, making them a true strategic partner rather than just another department that needs to approve the project.
When presenting a new tool or CRM implementation, frame the conversation around what matters most to IT: risk reduction, system stability, security, and seamless integration. Don’t focus solely on sales targets and pipeline metrics—speak their language.
When IT feels they have been considered from the very beginning of the initiative, rather than being treated as an afterthought, that’s when genuine buy-in and long-term support truly happen.
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