Executive engagement is considered one of the most important components of an effective sales and operations planning (S&OP) process, but it is rarely defined. This creates an expectation of commitment—a perceived level of executive involvement but without clarifying or establishing any of the specific baseline behaviors that are known to best influence S&OP and yield optimal outcomes. This article defines eight specific behaviors that executives can demonstrate to effectively engage with the S&OP process: training, attendance at meetings, curious yet quiet questioning, acting as a clarifier in chief, reality testing, inspiring trust, modeling behaviors, and driving accountability. Defining these behaviors provides clarity around the executive engagement needed for a successful S&OP.