Dickinson ILPers-

During last night's dinner I committed to posting the attached Fast Company Magazine interview with philosopher Peter Koesetnbaum.

Please note that this material is not part of our curriculum. However, it is an article that I have personally found to be valuable enough to read over 100 times. Yes, over 100 times.

Buckle your seat belt,

Rand

Rand Stagen
Partner | Stagen
rand@stagen.com | o: 214.217.9214
 
3535 Travis Street | Suite 100 | Dallas, TX 75204
www.stagen.com

  

-----Original Message-----
From: dickinson@stagen.simplelists.com <dickinson@stagen.simplelists.com> On Behalf Of Sachs, Marc (Ext. 226751)
Sent: Wednesday, November 7, 2018 4:47 PM
To: Stagen Group <dickinson@stagen.simplelists.com>
Subject: Breakdowns and conscious communication

I have a breakdown in committed action with one of my suppliers. Their organization is very decentralized in their sales management and working relationship with our teams. They give their market leaders a tremendous amount of autonomy to run their states. With that said, we still want to drive certain national initiatives and programs across our entire network.

The breakdown occurred because I thought we were aligned on the timing for all markets to run the program simultaneously to capture the greatest results, synergies and momentum. I just found out yesterday that the supplier lead is now giving his team the flexibility to adjust the initiative launch date with my sales teams.

In reflecting back on our planning conversations, I didn’t ask for his commitment  to hold his states accountable to the national timeline we collectively created.  We agreed to run it, we agreed on a launch month, but I didn’t ask him to  enforce the national nature of the initiative.

Moving forward I need to be even more deliberate in my communication. I need to ask  for commitments back from this supplier on all facets of an initiative, not just general launch dates.

The initiative will still be successful, however, the results will be staggered.

Marc Sachs
Republic National Distributing Company
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