If Your SE Never Says No, You Don't Have a Partner
Sales engineers discuss the importance of saying 'no' to account executives as strategic partners rather than order-takers. They emphasize that pushback protects deals, prevents wasted time on bad opportunities, and requires building trust through partnership rather than just being a technical resource.
Summary
The hosts analyze a viral LinkedIn post about sales engineers needing to push back on account executives rather than simply complying with every request. They argue that the best SEs act as strategic partners who protect deals by identifying red flags and preventing wasted effort on unqualified opportunities. Early in their careers, both hosts were timid and viewed themselves as just technical resources, but they learned that their role includes protecting the company from bad deals that could waste engineering resources or result in customer churn. The discussion covers practical tactics for saying no effectively, including building trust first by expressing shared goals of winning deals, explaining compensation structures to align incentives, and approaching disagreements with curiosity rather than accusation. They emphasize that great AE-SE partnerships function as unified teams rather than hierarchical relationships, and that the best account executives appreciate strategic feedback that helps them focus on winnable opportunities. The conversation includes specific scripts and approaches for having difficult conversations, the importance of being willing to change your mind when presented with new information, and knowing when to escalate to management if conflicts can't be resolved. They stress that saying no should come from a place of wanting to protect and advance the deal, not from ego or obstruction.
Key Insights
- Samir argues that if an SE never says no to their AE, they are functioning as an order-taker rather than a strategic partner
- Ryan explains that early in his career he had no idea how to say no and viewed the AE-SE relationship like a quarterback calling plays to receivers
- Samir states that it's the SE's duty to protect the company from bad deals that could bankrupt the engineering team even if they're worth $50-100k
- Ryan describes how he now introduces himself as someone who has worked with similar companies solving similar challenges rather than just as a technical resource
- The hosts argue that the best sales teams show up as unified teams like the Lakers or Bulls rather than as separate individuals
- Ryan recommends telling new AEs upfront that 'I want to win just as badly as you do' to destabilize preconceived notions about SEs being blockers
- Samir suggests sharing compensation plan details with AEs to show that SEs are also incentivized to close deals and avoid churn
- Ryan advocates for approaching disagreements with curiosity by asking 'what prompted you to do that' rather than being accusatory
Topics
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