"I think you need to stop being so difficult and just let this go," the senior leader said exasperated, handing my sheets back to me. He was annoyed. I took my sheets back and walked out. It was a battle I wasn't about to win.
Those sheets outlined my compelling case for delaying the launch my team had been leading. The proposition wasn't differentiated. The media plan was underfunded. The estimates from sales teams were coming in lower than expected. My persistence, my persuasive business case, and my passion, all pointed in only one direction: that I was being difficult.
In the end, the launch was never delayed. It went on as scheduled and underperformed terribly. The items were delisted within six months. And we never talked about that launch again. It was as if it had never happened.
And all along I wondered: how could I have been less difficult?