This column is a modified version of an article I wrote, “Sales and Operations Planning (S&OP) Mindsets,” published in the JBF back in April 2007. While the content is largely the same as the one written 12 years ago, it is probably even more relevant today. Back then, S&OP was not as widely used as it is now but many of the challenges of running a well-functioning S&OP process remain the same. The major recommendation here is that one should establish clearly defined roles for various functional managers on an S&OP team—ones that are based on their psychologies or mindsets. I present a framework for understanding different stakeholders’ personalities in the S&OP meeting that can foster collaboration and help in achieving consensus.