Part 2 of our exploration into sales misalignment and how to fix it for good.
A few weeks ago, we wrote about how sales teams fall out of sync when reps and leadership aren’t aligned. That post resonated, with RevOps leaders, sales managers, even reps themselves. Turns out, the disconnect runs deeper than we thought.
So here’s Part 2: A closer look at why misalignment sticks around even after you make the right moves and what you can do to fix the root causes.
We’ve all seen it before: Sales reps are working hard. Leadership is driving strategy. But somehow, the pipeline still feels disconnected from the plan. You fixed the territory model. You rolled out new enablement. Maybe you even ran a few “alignment” workshops. And yet…
Reps are still cherry-picking accounts. Leaders are still confused about what’s actually being worked. And no one really knows if the right prospects are getting touched.
So what gives?
Misalignment isn't just about messaging, it's about focus
At the heart of it, reps and leadership often disagree on a much more fundamental question:
“Which accounts are worth our time?”
Leadership builds a GTM strategy based on ICP data, ideal segments, and market models. Reps build their day based on gut feel, recency bias, and whether someone replied to their last email.
The result? Leaders are pointing in one direction. Reps are sprinting in another.
Here's what's actually happening:
- Reps have too many accounts in their name, often hundreds or thousands. They can't meaningfully prioritize.
- Ownership ≠ engagement. Just because an account is assigned doesn’t mean it’s being worked.
- Data gaps create noise. Missing or outdated firmographic data leads to bad assumptions and poor focus.
- Leaders don’t see the disconnect because activity and pipeline still trickle in from somewhere.
So when numbers fall short, it’s not always a performance problem, it’s often a focus problem.
What fixes it? Smaller books, smarter systems, and real accountability
Companies like Gusto, Box, and SPINS didn’t just throw more tools at the problem. They rethought the foundation: how accounts are assigned, worked, and measured.
1. Shrink rep books
Give reps fewer accounts but make them the right ones. When one of our customers cut books from thousands down to 300–400, reps started spotting high-potential deals they didn’t even know they had.
2. Add a feedback loop
Don’t let reps hoard accounts “just in case.” Let them return ones they can’t work and get new, better-fit ones in return. This constant refresh cycle keeps reps focused and data clean.
3. Measure coverage, not just activity
Track what percent of top-tier accounts are actually getting meaningful engagement. If only 30% of your ICP segment got worked last quarter, you’ve got a focus problem, not a volume one.
When you fix focus, alignment follows
Misalignment between reps and leadership is rarely fixed by another slide deck or more enablement. It’s fixed when the system makes it easy for reps to do the right thing and visible to leadership what’s actually being worked.
The good news? You don’t need to overhaul everything overnight.
Start with one team. Shrink the books. Refresh the accounts. Track coverage. Watch the conversations change. Because when reps know exactly who to call and leaders know those accounts are getting touched, you’re finally on the same page.
