In the worst-case scenario, the sales manager resists open dialogue with the Forecasting group. He/she does so, based on the perception that there would be someone watching over them and monitoring/evaluating the efficacy and execution of their sales plan. The sales manager may also see the involvement of a forecast analyst as an intrusion in his or her relationship with customers. Initially, it is often difficult to get these sales managers engaged in the forecasting process as they have yet to realize the inherent value. Their focus is on driving sales for the organization and cultivating their relationship with customers. They may see a dialogue with the Forecasting group as additional work that is not directly beneficial or relevant to their primary focus. In this situation, the forecast analyst is responsible for educating the sales manager on the forecasting process, and to demonstrate how it would support his or her sales efforts and build a better relationship with customers. There are many ways for the forecast analyst to initiate a dialogue with field sales managers, and plant the seeds for a successful working relationship. Behind each is the desire to build trust, earn creditability, and drive improvements that will benefit both groups. Success in these efforts can be summarized in one all-encompassing word: communication.