Accountants and marketers are often at odds in a professional set-up, leading to power struggle and satirically demeaning each other’s competitive capacity in their respective fields. This has been a global phenomenon as may be evident from a number of rated research publications in top HR journals all over the world. Well, I would not dive deep into the theoretical aspect of this issue, rather hover around what practically has been exhibited in our daily lives and how these professionals may cope with this psychological competition.
Under an increasingly complex business scenario, it is inevitable to attain specialized skills to thrive in an increasingly demanding business environment. This sort of specialized training demands that everybody be trained to handle the requirements of their jobs. With every field-specific training and education, there comes a set of attitude and thinking pattern that individuals adopt, as if each of the trainees were born with those traits in their DNA. This “professional DNA” is an inevitable outcome of continuous learning and training that comes with the specialized education, whose objective, at least initially, is helpful to get the trainees accustomed to the future job requirement. Should we train soldiers to become a soft-hearted poet in the battle field? Of course not! Should we train Financial Auditors to have a skeptic mind about a suspected transaction and ask for proofs? Of course yes! Every profession demands a certain pattern of professional traits that the person concerned ultimately adopts as a part of the “self”.
However, the problem arises when two individuals with two different sets of skills interact in an interdependent way that appears to be conflicting to each other’s views. Interestingly, if looked upon from the merits of arguments, both the accountants and marketers seem to be right! Accountants need hard facts, figures and proofs in black & white; whereas marketers can see figures in the ambitious “dream” that sometimes become hard to support with black & white arguments. Marketers often justify spending money in promotional campaigns that is difficult to justify in terms of monetary outcomes. What is justified in the eyes of marketers may not necessarily seem justified in the eyes of accountants. Here you go! While marketers start accusing accountants of their “alleged” lack of training in seeing the “non-monetary” outcomes, accountants start thinking of those “advertising brats” asking for money to throw in the air. So where is the solution?
I think the solution lies in increasing interpersonal trust through communication. Departmental leaders have an important role to take the initiative. While we definitely need skilled accountants, we also need professional marketers. Nothing comes in a ready-box in real life, one has to accept these two sets of professionals as they come in with their built-in package of traits. Rather than blaming each other’s views, leaders should take the initiative to empathize and appreciate each other so that the incompatibility between the packages can be minimized. Any other suggestion?