Episodes 1-32

Episode 3: Getting Consensus on the Problem

June 28, 2024

Throughout my experience coaching over 300 case-solving teams, I've found that starting the case poses the most significant challenge for a team. After reading the case, teams often struggle with the next steps. Recently, during a podcast featuring Rory Sutherland, I was struck by his observation that the skills required to make decisions and solve problems are distinct. This resonated with me and is central to the theme of this episode, where my focus will be on the skills needed to solve problems.

So, what advice can I offer to teams once they have read the case? Over the years, I have advised teams to answer four critical questions individually and then discuss their answers as a team:

1. Whom is your solution aimed at? (be specific and use names if possible)
2. What is your (the team's) role? (employee, external consultant, internal consultant, etc.)
3. What is the problem? (see Episode 2)
4. What is the solution? (discussion of this topic is coming in a later episode)

Following individual answers, the team must discuss and reach a consensus on each answer. It's important to note regarding the answer to the first question that unless instructed otherwise or the issue is so critical that it will harm the organisation, the audience's role (judges or jury) is senior management, not the board of directors.

Team members should strive for unity without keeping score, which often hinders team performance and solution quality. What I mean by "keeping score" is that team members, or worse, one member, keep a tally of how many of their ideas are adopted. This issue is particularly prevalent among MBA teams. My message to MBAs is to set egos aside and focus on defending the solution effectively.

Reaching a consensus is a crucial step. As a coach, I offer potential ways to reach a consensus, emphasising that the solution must come from the team to build belief and support. Techniques such as voting, quick storyboarding, and playing devil's advocate can be employed to achieve consensus. In my debrief discussions with teams, most teams use a combination of techniques, with taking a vote being the last resort. Often, teams tell me that the consensus comes from a quick but robust discussion of the answers. In many cases, the answers are similar for each individual for the first three questions, and a more robust discussion is needed for the last question. As teams develop over time, the discussion of the last question and the consensus come from the team's thoughts on the evidence available to defend and support that particular solution. Teams also tell me that the discussion of the solution often results in modifications of the solution proposed by the individual.

Following this, teams need to compile evidence and ensure the financial viability of the solution. I provide a checklist and tools for teams to use (https://docs.google.com/document/d/1R720DCbDsgblStbJu0kTkmxtkRXVUW9L/edit?usp=sharing&ouid=114364310520359053985&rtpof=true&sd=true) to help them through the process and the full case-solving discussion.

The next steps depend on the time available for resolution. Resolutions under 4 or 5 hours require a decisive approach. The team needs to go with the decision unless there is evidence that it is not financially viable. Resolutions longer than 5 hours offer an opportunity for outside research if permitted. In these cases, a decision is required in this initial step. The advantage in these cases is time. Time can be spent doing research and tweaking the decision on the solution. Ideally, the team in the decision process will define the research that needs to be completed. If the solution is not financially viable, the team must go back and change the solution, so communication with the person assigned to the finance role is essential in this early step.

The next episode will detail the process of building evidence and conducting the necessary analysis."

Episode 4: Building the Analysis to Support a Solution

July 11, 2024

In this episode, the focus is on establishing strong evidence and analysis to support your solution robustly. As a former coaching colleague always said, the team's job is to "support the hell out of your solution." There will be two back-to-back episodes, with this one concentrating on the analysis process and the second on SWOT analysis, a commonly used but frequently mishandled tool.

Once the problem is identified and articulated, the next step is to review and vigorously defend the solution we discussed in the first steps of your resolution, as discussed in Episode 3. What does the analysis look like in general? First, it ideally progresses from the macroenvironment to the microenvironment. Second, it presents the evidence from the case and any research to uphold the solution and undermine other solutions suggested by your competitors.

A comprehensive analysis should incorporate both quantitative and qualitative elements. It needs to harmonise and align with the culture, vision, mission, and objectives of the organisation in question. Moreover, it should resonate with the perspective of the judging panel. This requires presenting a compelling narrative supported by evidence that convinces the judges of the superiority of the proposed solution.

How is this done? This is where a variety of tools come into play. These tools allow the team to investigate the ecosystem. The results of the investigation must demonstrate the team's knowledge of the organisation and the situation to the judges and use this knowledge to defend the solution. When I talk about tools, I refer to things like SWOT, Stakeholder Analysis, and Competitive Landscape Mapping, to name just a few. Details of these tools and more can be found on my YouTube Channel at Insights from a Seasoned Case Team Coach.

Mastering the art of deriving valuable insights from the tools we use is essential. Simply presenting the facts doesn't cut it - it's the insights gained from the analysis that truly add value. Providing context and insights leading to the proposed solution is crucial, especially in case competitions where role-playing is the name of the game. In top-level competitions, both competitors and judges are expected to be fully immersed in their roles, with judges embodying senior management or senior managers of the organisation in a live-case scenario.

In the next episode, which will appear next week, I'll showcase the power of the SWOT analysis tool. You'll witness how it transforms from merely presenting facts to constructing a framework for revealing valuable insights.

Episode 5: SWOT is a Great Tool if it is Used Right

July 18, 2024

Teams frequently miss the mark when utilising SWOT Analysis and fail to deliver significant value. The essential question is: how can we harness SWOT Analysis to enhance your case-solving analysis greatly?

A major issue I've observed is that teams often stop once they have presented the Strengths, Weaknesses, Opportunities, and Threats and fail to offer any insights that their SWOT Analysis identified. In a role-playing scenario, the audience represents senior management and is expected to be already well-versed in this information. If this isn't the case, it is vital to elevate the solution directly to the Board and address the lack of knowledge among senior management.

So, what should a SWOT Analysis encompass? It should go beyond simply listing the Strengths, Weaknesses, Opportunities, and Threats and instead explore their broader implications for the organisation. The team needs to uncover the insights that the SWOT Analysis reveals. These insights are the most important information that must be included in the presentation and linked to the underlying support for the solution.

As I collaborate with teams to enhance their case-solving skills, the first suggestion I give them is to examine the relationships between Strengths and Weaknesses for a better understanding of the organisation internally. The same should be done for the Opportunities and Threats to gain insight into the external environment. Once this is accomplished, the team can transform its SWOT Analysis into a TWOS Analysis, enabling the team to develop strategies based on an analysis of Weaknesses and Threats, Strengths and Threats, Weaknesses and Opportunities, and Strengths and Opportunities.

TWOS Analysis Grid

Further information can be found at TOWS Analysis.

I often receive feedback from my teams expressing frustration with the misuse of SWOT Analysis. Their dissatisfaction stems from the failure to fully leverage the potential of SWOT Analysis and present meaningful insights. Unlike in math class, where showing your work is rewarded, it should not be the case with a SWOT Analysis. With a SWOT Analysis, I advise my teams against just displaying the initial list of attributes and facts. Instead, the focus should be on presenting the facts and the insights gained from analysing the facts and examining the interrelationships.

Discover the magic of a well-executed SWOT Analysis. Uncover the key elements essential for strategic solutions. I always encourage my teams to consider the following four questions.

• How can the strengths mitigate the weaknesses or threats and maximise the opportunities?
• How do the strengths and weaknesses align with the organisation's core competencies and resources?
• What are the most important opportunities, and how can the identified strengths and core competencies enable the organisation to take advantage of the opportunities?
• What are the most dangerous threats, and how can the strengths and core competencies overcome these threats?

It's important to include core competencies in the discussion. A SWOT Analysis can be used to help teams identify an organisation's core competencies. Often, teams overlook the discussion of core competencies, which leads to a failure to identify key steps in the implementation plan. A further newsletter will discuss core competencies in more detail, and I have a video discussing them on my YouTube Channel at Discover Your Mad Skills Toolkit.

These are crucial factors to consider in creating a powerful SWOT Analysis and providing robust support for the solution. Transforming an initial SWOT Analysis into a TWOS Analysis is an effective technique for developing insightful and mutually exclusive, comprehensively exhaustive (MECE) strategic alternatives. Many former team members also comment that doing this is easy and becomes a natural way to think about creating a well-supported solution. An example can be found on my YouTube Channel at Discover Your Mad Skills Toolkit.

Consider these essential factors when creating a strong SWOT Analysis to provide robust support for the solution. Transforming the initial SWOT Analysis into a TWOS Analysis is a powerful technique for developing insightful and mutually exclusive, comprehensively exhaustive (MECE) strategic alternatives. Former team members have found this process easy and natural, making it a valuable approach for creating a well-supported solution.

In the next episode, I will share my insights on presenting recommendations. A comprehensive recommendation includes the implementation plan and can be delivered together to create a compelling presentation.

Episode 6: Tying the Recommendation and Implementation Plan Together

July 25, 2024

In my years of coaching case-solving teams, I consistently emphasise the crucial importance of creating a strongly supported recommendation as a fundamental part of the problem-solving process. Through my experience, I have found that successful teams not only focus on developing the recommendation but also on building a meticulous plan for its implementation. The most successful teams I have worked with have adopted an approach that presents the recommendation and its implementation together, often using a two or three-pronged strategy. This comprehensive approach ensures that the team not only identifies the best recommendation but also outlines a clear and effective plan for putting it into practice.

The first step involves presenting an overview of the recommendation's phases at a high level and introducing it to the audience. If it's time, this step involves showing why the recommendation is the best alternative based on decision criteria, which will be further discussed in a future newsletter. After outlining the decision-making process, the team then needs to describe the recommendation at a high level to provide the audience with a basic understanding. This step should also include a simple timeline. If presentation time does not allow for the discussion of alternatives, it's crucial to ensure that information is included in any backup or appendix slides. The team must be prepared to talk about these slides in the Q&A.

Step two involves discussing each phase in chronological order. Begin by providing a comprehensive description of the recommended phase, including supporting facts and insights to link the analysis to the recommendation. It is then crucial to outline the steps required to implement that phase of the recommendation. Along with the steps, it's necessary to identify the individuals or departments responsible and accountable for the steps and define the success metrics. Please take care not to place all the responsibility on the most senior manager, as this shows the team's understanding of how businesses work, especially at the undergraduate level. Detailed recommendations and an implementation plan are key to success as these are the most heavily weighted components of case competition scorecards. The keys to success are to avoid being vague and using jargon. For example, if the team suggests a social media campaign, include details like the platforms to use and why, the hashtags, and mock-ups if possible. If the team recommends market research, please be specific about the type of research to conduct and what is hoped to be found by the research. It is also important to include a detailed timeline of the steps of the phase that includes what I refer to as "real-time". This should outline months and years from the time the case is dated.

In step two, I also have my teams include the costs associated with each step and identify each cost as incremental, one-time, or ongoing costs. This can then extend into the financial analysis, examining revenues and profitability.

The third and last step is to bring it back to the recommendation to ensure the audience has a clear understanding of the overall recommendation and its benefits. Often, my teams do this with a timeline review that highlights the key steps and timings of the recommendation. This section is followed by future considerations and the risk mitigation strategy, which will be the subject of the next episode of the newsletter.

Episode 7: Risk and Mitigation, and Future Considerations: Some Words of Caution

August 1, 2024

In my experience, I've noticed some common mistakes when teams present their Risk and Mitigation slides. One issue is introducing new information late in the presentation, which can disrupt the flow of the storyline. My teams have adopted a strategy of seamlessly integrating the Risk and Mitigation Strategy into the story to address this.

The team needs to conduct their analysis and identify any risks. These risks are often summarised when the team introduces alternatives in the pros and cons. I suggest labelling these as benefits and risks. Aside from identifying risks as part of the analysis, the mitigations need to be included in the implementation plan.

What does this look like in practice? The first point is that the risk and mitigation can be moved to backup slides if time does not permit talking about it. It can also be used as a time control slide. If time is tight, teams can also tell judges to ask them questions in the Q&A or talk about only the most important risks and then ask them questions in the Q&A.

With the slide itself, the risks must be presented with the biggest risks first and the lesser risks next. The first step is to rank risks based on both likelihood and severity and to combine these to rank the identified risks. As teams do this ranking, it is also important to note that mitigations have little impact on the likelihood but can reduce the severity when they are managed correctly.

Risk Matrix

Often, after presenting risks and mitigations, teams talk about future considerations. This is an opportunity to display out-of-the-box and creative thinking. It is also an opportunity that can confuse judges if not handled properly. Judges mistakenly confuse future consideration with the recommendation or see it as an addition to the recommendation. My word of caution to my teams has been to preface the future considerations as not for the current time, but after the solution is successfully implemented, then these considerations can be thought about.

In the next episode, I will discuss the wrap-up to the presentation and how to end on a high note or, as I call it, a mic drop moment.

Episode 8: Ending on a High Note

August 9, 2024

As you prepare to conclude your presentation, the wrap-up phase is your final chance to persuade the judges that your team has the winning solution. I've renamed this critical phase the "Wrap-up" to emphasise its importance. This is the moment to make a lasting impression and end on a strong note. Instead of rushing through to the question phase, take advantage of this opportunity to finish with flair and maintain high energy.

At this stage, it's beneficial to revisit the executive summary and use it to highlight the advantages of your solution. This serves two purposes. First, keeping the executive summary visible during the Q&A session is a reminder for the judges about the key aspects of the solution. Second, it allows the team to solidify the deal by articulating the benefits the solution will bring to the organisation.

In a competition with a limited time, it's best to duplicate and include the executive summary at the beginning and end of the slide deck. The concluding executive summary slide can be tailored to focus more exclusively on the benefits in a competition with a longer resolution time.

In addition to using an executive summary in the wrap-up, I advise my teams to avoid what I refer to as the dreaded "Thank-You" slide. Instead, offer a quick verbal thank-you for listening as you finish up, as it generally comes off as more authentic and keeps the slide focused on the content. Most teams at competitions finish their presentations by saying: "We now open the floor to questions." This is when the next stage will be the Q&A. I always ask my teams if they want questions, and as you would expect, their answer is "No." So why ask for questions? Instead, use the end to have a mic-drop moment about the key benefit that the solution will offer, as the moderator will move the judges into the Q&A. When teams ask me about this, I also note that once they move into the "real world," nobody is going to wait until the end to ask questions; they are going to be asked during the presentation, which makes "Texas-style presentations" a valuable experience in case-solving competitions.

In the next newsletter, I will talk about professional communication and connect it to the presentation and Q&A.

Episode 9: Communication is Key to Successful Case Solving and the Q&A

August 15, 2024

In a recent discussion, my colleague asked her LinkedIn network for advice on teaching her students about professional communication standards. This made me think about the advice we should give to case solvers regarding their presentations. While previous newsletters have covered the structure of the solution, equally important is how the solution is conveyed.

Referring back to the first newsletter, the first step in the communication plan is to identify the audience. Case-solving involves role-playing, so it's vital to determine the roles and understand the audience's perspective. Another significant aspect to consider is that all case solvers have been in the audience at some point. It's essential to think about what you would want to be communicated if you were the audience.

These questions influence both the content and the formality of the presentation. When it comes to content, consider what the audience already knows and, importantly, what they need to know. For example, when dealing with financials, it's crucial to identify the key financial KPI for the audience and the scale required to impact the organisation. Do the numbers align with the organisation's size and the project's scope?

Regarding formality, it's important to consider who you are representing and who the audience represents. For instance, when external consultants present to senior management, particularly the CEO, a high level of formality is expected. For example, the phrase "You Guys" should be avoided in presentations, and instead, a salutation followed by a last name should be used. Alternatively, if appropriate, first names can be used to establish familiarity with the audience.

Interestingly, the Q&A session seems to be a challenge when it comes to maintaining the right positioning. While the team appears to have a good grasp of their roles and the audience's perspective during the presentation, things seem to get muddled during the Q&A session. Typically, presenters start speaking as if they are members of the organisation or senior management as they answer the questions.

The other element in Q&A is the question asked. All too often, the person answering the question does not provide a direct answer to the question asked. In North America, judges tend to be lenient and don't interrupt when the answer is off-topic. In other places, judges will interrupt and ask the question again, which is what I would prefer to see happen universally.

Teams often wonder how to best handle questions. To make the most impact, each team member should aim to answer at least one question individually rather than building on others' answers. This approach ensures that the judges receive clear, valuable responses. If clarity is lacking, the judges will request further explanation. When preparing to answer a question, a team member should step forward as a visual cue that they are ready to respond. It's important to forgo starting with "that's a good question" and jump straight into the answer. If a question stumps the team, it's acceptable to request the judge to restate it, allowing time to craft a thoughtful response. Finally, if a question is unclear, don't hesitate to ask the judge to rephrase it, as not all judges excel at formulating clear questions.

Over the next few newsletters, I'll be delving into a variety of powerful tools that teams can leverage to ensure perfect alignment between the solution, the analysis, and the financial plan.

Episode 10: Little Used Powerful Case Solving Tools Part 1

August 21, 2024

There are a variety of tools that can be utilised to construct an analysis for case-solving. In a previous newsletter, I addressed my insights on effectively employing the widely used SWOT tool and highlighted how many case-solving teams overlook its potential. I am certain that a few other potent tools are underutilised for analysing the organisation's environment in a case.

Competitive Landscape Maps

The first tool is the competitive landscape map. Below is the first example from one of my past case teams.

Competitive Landscape Map: Movement of a Company

In this example, the team is illustrating the changing competitive position of the organisation based on the recommended solution. It can also be used to show how the organisation compares to its competitors or a combination of both, as seen in the next example.

Competitive Landscape Map: The Competitors in the Environment and Movement of a Company

The power of this tool comes from its visual representation, which easily demonstrates the understanding of the competitive landscape to the judges. Its limitation is that it only shows two characteristics of the environment, so it can be simplistic in nature. However, if used properly, these characteristics can often be seen as the most important and can be linked to the decision criteria being used.

As emphasised in previous newsletters, linking the map to the broader analysis and exploring the connections is crucial for maximising its impact. Throughout my two decades of coaching, I've consistently witnessed how the competitive landscape map has empowered my teams to achieve success. However, it's vital to not simply showcase familiarity with the tool but to leverage it for constructing and intertwining the analysis with the ultimate solution.

Core Competencies

The second essential tool being underutilised is core competencies. While not conventionally perceived as a tool, core competencies showcase an in-depth understanding of an organisation's core competencies, enhancing credibility with judges. This demonstrates a profound understanding of the organisation as a whole.

Absolutely, here is the revised text with a more compelling and persuasive tone: Core competencies are the bedrock of an organisation, defining what it excels at and what is crucial for successful strategy implementation. Much like a map of the competitive landscape, core competencies serve as pivotal linkages tied to decision criteria, amplifying the impact of the chosen solutions while fortifying the overall strategic narrative.

In my view, core competencies are not just valuable in shaping the solution, but they are indispensable in ensuring a comprehensive implementation plan. Every step in the plan should serve to bolster the organisation's core strengths. The resources employed or sought after must align closely with the organisation's areas of excellence and areas needing improvement, directly shaping the path for successful strategy execution. These core competencies influence critical factors such as human resource requirements, strategic decisions on outsourcing or insourcing, and pivotal choices like mergers and acquisitions. Ideally, the plan should solidify core competencies while effectively addressing how to acquire the skills and capabilities the organisation currently lacks.

Wrap-up

Teams that have skillfully incorporated these tools have consistently outperformed others in competitions. This is because it demonstrates a deeper comprehension of the organisation and its environment, resulting in stronger connections with the judges. I wholeheartedly urge more case-solving teams to harness the power of these tools. In two weeks, I will unveil a couple of additional tools that are vital for success. Please note that next week, I will be fully engaged in teaching an intensive case course, so there will be no newsletter.

Episode 11: Little Used Powerful Case Solving Tools Part 2

September 4, 2024

Today, I want to discuss three analysis tools that are often underutilised or misused in case presentations. The first tool is stakeholder analysis, and the second involves using personas and journey maps.

Stakeholder Analysis

Stakeholder analysis is frequently overlooked. It is typically only used to identify the stakeholders involved, but it should also be used to understand their concerns, needs, and power dynamics. Instead of simply identifying all stakeholders involved, the idea is to identify the most important stakeholders and discuss how they impact the situation. Understanding their needs, concerns, and how they fit into the stakeholder matrix is crucial for a successful solution.

One of Several Versions of a Stakeholder Analysis Matrix

The team should revisit the stakeholders during the wrap-up to demonstrate how the solution impacts their needs and concerns. The steps needed to satisfy stakeholder needs and concerns must be included in the implementation plan.

Personas

Another underutilised tool is personas. Teams often only look at a single persona, but it's important to consider multiple personas to understand the potentially multiple target groups of the solution. A persona is a realistic user profile that describes the needs, preferences, interests, and demographics of the user. What is the value of a persona?

• It helps everyone understand the target group
• It helps personalise experiences for the target group
• It helps identify the lifestyle characteristics and emotional needs of the target group, and
• It can help leverage data-driven offerings for the target group.

The three key aspects it identifies are motivations, goals, and pain points the target group experiences. A persona can then be used to create a journey map that details the steps of how the persona and organisation interact. Below is an example of a couple of simple personas from one of my former case teams.

Examples of Personas

Journey Maps

A journey map illustrates each step of the expected experience of the persona and the people who fall into the persona group. It helps to identify the pain points, problems, and issues, and predict the support needed to drive desired outcomes. This is accomplished through a detailed analysis of the touchpoints of a customer journey map. Below is an example of a customer journey for one of the personas above from a former case team of mine.

An Example of a Journey Map

Episode 12: Teamwork and Process Trump Content Early in the Training Cycle

September 13, 2024

This week, I initially planned to explore the art of storytelling, but I've decided to postpone it for a week. There have been many engaging discussions on teamwork across various YouTube channels, especially those centred around sports, with the WNBA entering its playoff season. Additionally, I recently completed a week-long intensive case course where students join a new team each day, leading to insightful discussions about teams in their learning blogs, which I am currently reviewing.

Throughout my two decades of coaching, nothing has proven to be more challenging than team selection. As I converse with fellow coaches and colleagues, it becomes clear that there is an intangible element of luck or magic involved. Fortunately, I have been privileged in this regard. In my educational setting, I prioritise a few specific goals for the composition of my teams.

• My ideal team consists of a balanced mix of experienced and less experienced members. This dynamic not only allows the seasoned members to gain valuable mentoring experience but also serves to develop the less experienced ones into the future leaders of our teams.
• Furthermore, I always seek to assemble a team with a diverse set of hard and soft skills, tailored to the specific demands of the competition.
• Ultimately, the cohesion and teamwork within the group are essential for success. Personalities count and it does not mean the team members need to become friends but there is a need to respect each other enough to work well together.

I consistently astound my team members, especially those on less experienced teams, by placing minimal emphasis on the content they present in their initial cases. However, I firmly believe that prioritising their teamwork and establishing a process that aligns with their needs is paramount while ensuring they fulfil the requirements for creating a robust case solution. Building content and knowledge is the easier part. I have witnessed teams that have taken significant time to evolve into a cohesive unit and develop the processes required for success. These teams often experience a defining moment when they realise the necessity of reflecting on their process and making essential changes. In the past, such realisations have occurred after a loss in a preliminary round case, particularly if they had the opportunity to observe the victorious team or received feedback from external observers.

I believe that most students are coachable and can be trained to become exceptional team members as long as they have a willingness to learn and are willing to take feedback and act on that feedback. The key characteristics of being coachable, in my view, include:

• being willing to react to feedback and act on it,
• being prepared to be wrong,
• being able to withstand a high degree of candour, and
• being willing to let others evaluate.

There are three key characteristics I seek in team members. The three include 1) great humility, 2) a willingness to relinquish control, and 3) faith in the process. Reflecting on past team failures, I've found that the absence of one of these traits has often been at the core of the failure, whether in a full competition or individual cases.

Regarding the process: As explained in a previous newsletter, while there is a set of questions that must be addressed to solve a case, the approach can be adapted to suit the team. Short 3-5-hour resolutions allow for minimal flexibility, so the questions must be answered in sequence. In longer resolutions and research-oriented cases, the team can alter the process as long as it addresses the case-solving questions.

The key to success lies in the team's commitment to following a consistent process and addressing essential questions. I've seen teams fail when they deviated from their process, leading to valuable post-failure discussions. A team's dedication to failing forward and fostering a safe environment for learning from failure has been crucial to the success my teams have had over the years. It has allowed them to build a strong toolkit and apply it effectively in competitive situations.

Episode 13: The Art of Storytelling in Case-Solving

September 20, 2024

When I first engage with my case-solving teams, I often notice a disconnect between the coach and the team regarding storytelling in case-solving. Teams typically view storytelling as just the story told at the start of a presentation to engage the audience. As a coach, I see storytelling as the key to connecting all the elements in the presentation to create a compelling narrative about the solution and its impact on the organisation's future state.

Two key points to consider are:

• Personal stories are more impactful than random stories.
• Injecting emotion into a story can significantly increase audience engagement.

Therefore, it's important to understand what storytelling in case-solving entails and how these key points play into the crafting of a powerful and effective story.

One piece of advice that resonated with me was from a speaker at the McDonough Business Strategy Challenge at Georgetown University before the COVID-19 pandemic. He spoke to the competitors about considering what would engage them as audience members. He reasoned that they all had experience as audience members themselves. When he asked the audience what engaged them the most, the answer was clear: THE STORY.

What is Storytelling in Case-Solving?

With my teams, I emphasise that the presentation should be like a story inspired by their favourite authors' books. It should immediately capture the audience's attention and establish their expectations. Throughout the presentation, there should be ups and downs to keep the audience engaged and emotionally connected. The conclusion should bring everything full circle, returning to the initial engagement and ending on a high note, ideally leading to a strong conclusion and Q&A session.

I believe that about ninety-nine per cent of teams in case competitions typically end their presentations with the phrase "We now open the floor to questions." In my view, this represents a missed opportunity to conclude the story on a high-energy note and express gratitude to the audience for their engagement. It also indicates that many teams may not be considering the narrative and how storytelling can be used to connect with the judges.

In my opinion, storytelling involves creating a presentation that narrates the story of your solution by ensuring that each part is interconnected with the others presented. This means that the opening used to engage your audience should be linked to how you analyse the problem, and the analysis must directly and strongly support the recommendation. This should be followed by an implementation plan that connects back to the solution and financial plan. Even smaller elements, such as risks and mitigations, should reflect the risks identified in the analysis and discuss the mitigation of those risks as presented in the implementation plan. Finally, the conclusion should focus on the impacts that were presented as justification for the recommendation and circle back to the engagement used to begin the story.

Injecting Emotion

In today's case-solving environment, injecting some form of emotion is important as it will differentiate your team from at least some of the competition. Why is this important? At top-calibre competitions, likability is a key factor that influences the scorecard, and emotion often adds to the likability factor. I believe the most effective way to do this is by making a personal connection to the case and its solution.

What do I mean by a personal connection? It's a way of showing that you understand the organisation. This could be done by demonstrating that you understand the product, are a customer or consumer of that product, or have a personal experience that shows you understand the position the organisation is facing. Those fake stories told at the start of the presentation no longer cut it as teams don't connect them to the rest of the pieces of the presentation, fail to circle back to them and lack any emotional connection.

Wrapping it Up

I have extensive experience coaching hundreds of teams, judging top-tier competitions, and watching thousands of presentations. What grabs my attention is a presentation that connects all the pieces, making it easy to follow and understand. Another important aspect I look for is instant gratification. I need to know your high-level recommendation early on. I want you to introduce the solution, elaborate on it, and conclude by summarising what you've discussed.

Episode 14: Thinking About Strategy when Case-Solving

September 27, 2024

This week, I'm excited to delve into the crucial topic of strategic thinking for case-solving teams. It's essential for teams to carefully consider the strategy they propose in their solutions. When crafting a strategy, it's important to grasp some fundamental facts. Firstly, strategy can be defined as a plan of action intended to achieve specific goals. It's not just about proposing a strategy, but also about ensuring the strategy has strong connections to the implementation plan or proposed actions. I will start this discussion by looking at the types of strategies and advice to get you started developing your strategy.

Types of Strategy

I emphasise to my teams that there are three different types of strategies, all of which are prevalent in the cases seen at case-solving competitions. The three types of strategies are:

• Business strategy
• Operational strategy
• Transformational strategy

The text below outlines different types of business strategies:

Business strategy, according to HBS Online, refers to the initiatives pursued by an organisation to create value for the organisation and its stakeholders and to gain a competitive advantage in the market.

Operational strategy, as described by Monday Blog, is the system that an organisation implements to achieve its long-term goals and mission. It involves decisions based on multiple factors, including product management, supply chain, inventory, forecasting, scheduling, quality, and facilities planning and management.

Transformational strategy, according to Professor Kevin Morrell from the Cranfield School of Management, involves steering organisations through change characterised by scale, scope, and speed. This type of change impacts many stakeholders and parts of the business, and happens quickly.

When solving a case, the first step is to decide as a team what type of strategy to propose as the solution. In some instances, it may involve more than one type of strategy. However, it's important to focus on the strategy that is most needed by the organisation due to time limitations imposed by the competition environment.

Strategy Development Advice

In my discussions with Rocco Matteo, based on his experience, he has identified three key steps to consider when developing a strategy:

• Involving all stakeholders
• Reviewing and improving all processes
• Maximising the use of technology

In the competitive world of case solving, carrying out the first two steps can be challenging, as teams are often limited to the case materials provided. While they can conduct outside research, direct communication with the organisation is typically restricted. However, you can accomplish all three steps if you know where to look in the case materials.

When you can't talk to the organisation, involving all stakeholders can be challenging. However, there are a few ways to gather the views of some of the people. First, look at the quotes in the case and use those quotes to support your analysis. You may also be able to get more quotes from research you are allowed to do. Look at customer reviews, news articles, employee forums, and other sources. Second, the history part of the case write-up can help you learn about the company's culture and gain a potential understanding of its stakeholders' needs and concerns.

Reviewing all the processes can be limited by the information provided in the case. Even in a live case where the organisation talks about itself, the information will be focused on what the author or the organisation's representative sees as the problem. If you have the opportunity to ask questions or do additional research, use the questions or time to look at other processes and past experiences with processes and change.

The other parts of the steps of improving all processes and maximising the use of technology come from how the team develops its strategy. These areas will be discussed in future newsletters and podcasts when they start to appear later this autumn. With technology, the idea is to maximise its use within what makes sense for the organisation.

Rocco's Six Elements

In those future episodes and podcasts, I will delve into six key considerations that Rocco discusses when he talks to my students. The key elements must be thought about and included in the plan for the proposed strategy to be successful. I have included my thoughts that I try to communicate to my teams. The six things to Rocco says to keep in mind are:

Prepare the environment: It is crucial to ensure that the organisation is fully prepared for the necessary changes and to carefully consider the change management process.

Strengthen the culture: Ensure that both the people and the existing culture are not only open to change but also wholeheartedly embrace it, without undermining the current culture.

Be realistic in your goals: It is essential to critically evaluate whether the proposed change is genuinely achievable.

Raise the bar and empower: After the change, the organisation should not only return to its original performance level but must exceed it, empowering its people in the process.

Ongoing communication: Internally brand the change within the organisation and give each alternative a compelling name to kickstart the branding process.

Recognition: Plan and allocate resources for celebrating both small and major victories during the implementation process.

Episode 15: What Does Strategy Development Look Like in the Resolution Phase?

October 2, 2024

In the previous episode, I delved into the diverse strategies and offered valuable advice on what an effective strategy should encompass and the critical aspects it should address. This is a recurring topic with my teams, leading to the pertinent question: What does strategy development entail in the resolution phase?

Recently, I had the honour of serving as a judge at a competition focused on enhancing the environmental sustainability of aviation. At the event's culmination, I was asked to advise the participating teams on positioning themselves to deliver a triumphant solution. If we rewind to one of the earlier episodes, I emphasise the initial steps a team should take during the resolution process. These steps are individually undertaken and then collaboratively reached to reach a consensus on a high-level solution.

The first step involves identifying the target audience and defining the team's identity, referred to as positioning. This is a crucial aspect of strategy development, as it delineates the target market for the solution, sets the context for supporting elements, and identifies key storytelling components. The subsequent step entails making an instinct-based decision on the solution after the team members have reviewed the case. These initial decisions are crucial as they serve as a starting point. However, it's important to acknowledge that things may evolve as the resolution progresses, particularly when financial estimates are calculated to determine the solution's feasibility. It's a good idea to make your key financial estimates early to allow ample time for potential adjustments.

Once you have a starting point, you can develop the solution and the support for your solution. As a former colleague used to say, "To win, you need to support the hell out of your solution." The question then becomes how this is done. Part of the answer to this question depends on the time you have to resolve it and the resources you can use during the resolution. In longer resolutions, there is time to do outside research, most often in the form of Internet research and sometimes by doing surveys or asking questions to "experts" or advisors. In shorter resolutions, you are generally restricted to the materials that you were supplied. I tell my teams that the case needs to lead this research, and things like:

• Quotes from the supplied materials
• The culture of the organisation as it is described
• Financial statements
• The mission, values, and goals of the organisation and its leadership as they have been described
• The competitive and economic environment
• The issues and challenges as they have been described

These are key elements to consider for the direction of your analysis and how you build the support for your solution.

Once the research is done, the next phase is to organise that research and use case-solving tools to build support towards your solution. It is important that when you organise your support material, you move from macro to micro or from more holistic support, like trends and the competitive environment, to more focused support directly connected to the organisation. It is key to place all the analysis together, as too often teams add analysis after the solution has been presented.

The solution presented should stand out as the best among alternatives, chosen based on key decision criteria. In shorter presentations, the practical approach may not be to present the alternatives, but it's crucial to include the details of the alternatives, even if it is in the backup slides or appendices. The decision criteria must be well-developed and rooted in the analysis, ideally tied to the organisation's mission, values, and goals. It's essential to show how your strategy aligns with the organisation's mindset and behaviour, and how it addresses the need for change in both. Furthermore, you must show the financial, cultural, and social impacts of the strategy on the organisation. Remember that altering behaviour and thinking is a formidable task, so your implementation plan should meticulously address how the organisation will transform. Your solution and the implementation plan are intricately linked, and their joint presentation has proven successful in numerous case competitions.

As you build your solution, you must remember that the details are important. As a judge and a coach I spend most of my questions and debriefing the teams asking about or talking about the details. In my role play, as usually a senior executive of the organisation, the details are important to my understanding of your solution. This is especially true in how the solution is connected to the solution and the details of how the solution is implemented. Examples include how the solution satisfies stakeholders or what skills the recommended hires need. Others might be what the new customer journey or social media looks like, including what platforms are used and mock-ups of social media ads and hashtags.

As a team, the key decision you need to make is what the most important elements to include in your presentation are, given the time you have. Your goal is to ensure the solution is well-supported and, most importantly, easily understood.

Episode 16: Lessons from the Other Side, What Judges May Be Looking for?

October 21, 2024

This past week, I spent judging teams from Canada, the U.S. and Mexico proposing solutions for the lab-grown meat market and the ethical issues surrounding it at the Collegiate Ethics Case Competition (CECC) at the University of Arizona’s Eller College of Management. After many years of coaching successful teams at the competition, I was invited to judge this year. It was a very different experience on the other side, and there were some interesting learnings along this new journey. In this week’s newsletter, I want to talk about some of these experiences and how they may be helpful for case solvers to think about.

The thing I noticed as the lead judge was how fast it went. This was especially true in the first round, which consisted of 8 fixed questions read out to the team, with the team having to rotate answers and having a minute to huddle and answer the question. As the lead judge, I read the questions, listened to the answers, watched for “rule” violations, wrote notes and finally scored. This hour and a quarter just flew by. What does this make me think about as I coach a team or advise another coach? The first piece is building empathy towards the judges; they have a tough job and need the team's help to connect to the message they are trying to deliver. First, listen to the question and try to answer what is being asked. Second, talk to the judges and try to project your voice to the row or a few rows beyond where the judges are sitting. Also, be conscious of the room’s acoustic properties so that when you are projecting your voice, you are making it easy for the judges to hear you. The third note is to be concise in your answers and talk in everyday language.

One of the biggest mistakes teams made in the 20-minute presentation was ignoring the positioning given in the case. Most of the time, teams determine their positioning, and it is best to present from that positioning. At CECC, the positioning was to a citizens' advisory board to the Governor of Arizona. Many teams ignored or did not effectively set up their presentation for this audience. They all hit the points on the scorecard well, but failed because they did not present to me and my fellow judges our role as citizens of Arizona and talk about what we were thinking about as we assumed that role. Knowing this role ahead of time, I thought about what I would like to hear and what issues should be addressed, given the Arizona ecosystem for lab-grown meat. When I look at my scorecard and the discussion I had with my fellow judges as we deliberated, recognising the right audience was important to move the score from the good to the excellent level. Those teams that applied their analysis and solution to the Arizona ecosystem were rewarded for doing so.

Next and most important in differentiating the teams was the ability to tell a story and present the ideas on their slides as a connected, flowing story rather than an individual set of ideas. In our preliminary pool, the winning team told us their story of how they would build the lab-grown meat industry in Arizona, recognising the obstacles and opportunities in the Arizona ecosystem. As a team, you need to engage your judges and keep them engaged for the 20 minutes you are presenting. A story that connects the pieces helps do this and makes it easier for me as a judge to perform my job as I multitask between listening and evaluating.

Like most case competitions, the last thing was the question-and-answer session, where teams were asked to clarify some of the points they discussed. I was impressed with how this went for most teams. That said, there were still some issues. At CECC, the Q&A was 5 minutes, so there was not a lot of time. Teams should also answer at least one question from each of the 4 judges. Only one of the five teams managed to answer a question from each judge. What did they do better? First, they were concise in their answers; second, they did not have a significant delay before they started to answer; third, they answered the question asked; and fourth, they did not add to the other team member’s answers. They clarified each judge's biggest concern for the solution they presented. This helps when judges compare you against your competition, leading to a higher Q&A score. Did this help them win the preliminary round? The judges in our room would say a resounding yes. On my final round scorecards, my 2nd and 3rd place teams were tied on the score, and the team that I put in second had a slightly better answer to the final question, which was my tiebreaker, as it was the last impression the team gave me.

This is not the first time I have judged, but the first time I went into the judging role more focused on coaching my teams on how to interact with the judges. When asked what the winning teams did better, I pointed out the following:

• They embraced their assigned roles and positions and discussed how their solution applied to the Arizona ecosystem.
• They presented a cohesive story that connected all the pieces.
• They demonstrated creativity in their solutions, discussing topics like regenerative farming or the traditional farming practices of indigenous peoples in the preliminary round or presenting lab-grown meat as a unique opportunity in the final.
• They answered questions with clear and concise answers, effectively managing the Q&A to enhance clarity for the judging panel.
• They exuded positivity, appeared to enjoy themselves, supported their teammates, and engaged in a conversation with the judges, despite the challenge of interacting with around 20 judges in the final round.

Episode 17: Building Communication Mad Skills: Some of the Basics

October 26, 2024

Over the past few weeks, I have had the privilege of watching students present pitches in both an international case competition and a class assignment. During this time, I engaged in thoughtful discussions with Samie Ly, MBA, Ph.D about how we can better equip students for success in the business world. We began exploring the concept of "Mad Skills," particularly those related to effectively communicating ideas to an audience.

This week, we will focus on the essential communication skills I identified as needing improvement during my observations. It's crucial that you harness these Mad Skills to thrive in competitive environments. You'll also notice exciting changes in the newsletter as we shift our emphasis toward "Discovering Your Mad Skills" and providing you with the tools necessary to enhance your soft skills. Let’s learn together to build a brighter future and build the skills needed to communicate solutions to messy and wicked problems!

What was missing? To answer this, I am going to focus on the 3 things that came up most from the judges and advisors in the sessions over the past few weeks.

Positioning of the Audience

The concept of positioning the audience so that you can tell your story from their perspective, or even better, narrate the audience’s story through their viewpoint, is a valuable skill. This approach enhances connection and engagement with your audience. Over the past few weeks, I observed students on two different assignments that incorporated a positioning strategy in the assignment.

In the first session, executives from a lab-grown meat company were tasked with making a pitch to a citizens' advisory panel appointed by the Arizona Governor. In the second session, entrepreneurs presented their ideas to potential investors and advisors. When executed effectively, this approach allows the pitching team to centre their narrative on the audience’s needs, concerns, and desires. This connection not only fosters engagement but also makes the story easier to understand. As mentioned in previous newsletters, one of the first steps is to decide on positioning. When building the presentation, it is crucial to inform the audience about this positioning.

The Storyline

"The best story wins" is a message I emphasise with my case-solving teams. In both sessions, teams needed to identify the problem and articulate how their solution or idea addresses it. The task revolves around crafting a narrative that conveys how the solution solves the problem, ideally framing it in a way that connects personally with the audience. It’s about integrating the information on your slides into a cohesive narrative rather than treating each slide as an isolated thought. Consider how to link the key messages on each slide. The story should guide the audience through your thought process, helping them understand how you arrived at your solution and why it is the most effective one.

The Technical Issues

Another key issue I observed involved the technical aspects of the presentations. One session consisted of live in-person presentations, while the other required short (3-minute) pitch videos. Both formats faced similar challenges, as many presenters did not focus on their audience. Maintain eye contact with your audience, and when presenting virtually or on camera, look directly into the lens. Be conscious of your surroundings—what is happening in the background? Consider both visual and audio elements. Is the audio level consistent among all presenters? Is background music interfering with the audience’s ability to hear clearly? In videos, ensure that the audio is synced with the presenter’s movements.

Additionally, think about the acoustics of your presentation space. In videos, consider whether to include a visual of the speaker; if so, what should the speaker be doing? Is it appropriate for the speaker to simply be a talking head, or should they have a more dynamic presence? Make effective use of the space; speakers frequently hide behind the podium during live presentations. While presenting in person, also be mindful of the judges’ personal space—encroaching on it can intimidate them and negatively impact your score.

 

Episode 18: Advice for Overcoming the Fear of Public Speaking

October 31, 2024

Building strong relationships is essential for effective teamwork and successful problem-solving. One common challenge among students is their fear of public speaking, particularly when preparing to present their solutions to judges. My team members often seek advice on managing this fear. I usually explain that while they may not completely eliminate it, there are effective strategies to cope with this fear. Drawing from my own experience of delivering thousands of lectures and public speaking engagements over the past 25 years, I have identified four basic techniques that have proven helpful for me and have been adopted by many of my former team members:

1. Acceptance of the Fear: Acknowledge that fear is a natural response.
2. Preparation: Be well-prepared for your presentation.
3. Breathing to Relax: Use deep breathing techniques to calm your nerves.
4. Be Yourself: Authenticity can make a significant difference.

These four points are based on the reading I have done and my experiences over the past twenty years, combined with feedback from the students I’ve worked with. While they are not exhaustive, these suggestions have proven effective for many members of my teams. As a coach, my goal is to avoid overwhelming the case-solver. They are already busy implementing feedback on their presentations, learning to use their toolkit, collaborating as a team, and deepening their understanding of potential case topics. Therefore, my advice needs to be straightforward and easily actionable.

Acceptance of Fear

Recognising that fear is a natural response is essential; it will always be present. As we gain more experience, the intensity of fear may lessen, but it will never fully disappear. I believe that if fear were to vanish completely, something might be wrong. For me, managing my fear keeps me alert and is a crucial part of my presentations. This is evident with students who struggled or barely survived their first public speaking experience. Many of them have confided that accepting their fear was one of their biggest hurdles. Interestingly, many of these students have gone on to make public speaking a key element of their careers.

Preparation

Preparation can mean different things in various situations and to different people. For me, being prepared means having a clear starting point for my presentation and knowing the key messages I want to convey. I use my slide deck or mental notes as cues to what I talk about while staying alert to the time remaining. Some students opt to write scripts, which they refer to as a guide, rather than reading directly from them. Most students I have coached memorise the first few sentences to help overcome initial jitters.

Breathing to Relax

Before I begin speaking, I take a few deep breaths. This simple technique is incredibly helpful. While doing this, I also rehearse my opening thoughts, which prepares me to start confidently. Feedback from my students indicates that they find this practice beneficial as well.

Be Yourself

It's important to present yourself authentically and to be true to who you are. Too often, speakers try to be someone or something they are not. Let your personality come through, and in a team presentation, take on the position that most suits you. Remember, not everyone is the opener and may be better suited to deliver the details of the solution. By keeping this in mind, individuals can improve their presentation skills and manage their nerves more effectively.

Episode 19: Reflections on Developing Leadership Skills in Aspiring Young Professionals Part 1

November 7, 2024

Last week, I attended a gathering where a friend asked me about the biggest reward I've experienced in my 20 years of coaching students on case teams. My response usually emphasises the growth of students' soft skills. However, as I reflect on this chapter of my career with retirement from teaching approaching, my answer has evolved. This time, I found myself placing a greater emphasis on the growth of leadership skills. The longer I coach and prepare for the next chapter, the more I recognise that leadership skills are the most important soft skills, closely tied to all the other skills the students develop. Inspired by some of the top leadership voices on thought leadership on LinkedIn, I plan to focus on this topic in the upcoming weeks of the newsletter.

I would like to start this journey by highlighting four key elements that students need to cultivate to become strong future leaders. Although these elements are simple in concept, they require significant effort to develop and maintain as students transition into the workforce. When my teams begin working together, I often emphasise teamwork over content. During the team selection process, I ask candidates what role they usually take in a project group. More than 95% of the time, they respond by identifying themselves as a leader. When I probe further, asking what they mean by "leader," they typically describe it in terms of managing the group.

As we initiate the team-building process, I focus on the following four elements:

1. Speaking up and expressing your opinions.

2. Being flexible and willing to take on different roles.

3. Letting go and asking challenging questions.

4. Respecting your teammates.

The first two elements are integrated into the training process I encourage, while the last two are a result of that process. If students master this approach, they will enhance their ability in each of these areas.

Speaking Up and Expressing Your Opinion

I often describe case solving as a full-participation, full-contact sport. Teams are not only required to complete the work but also to gather everyone’s opinions on the issues presented in the case. It is essential to hear everyone’s thoughts, and it is perfectly fine if those thoughts clash. The diversity of ideas and differing perspectives enhances the value of the proposed solution and the details surrounding it.

Being Flexible and Willing to Take on Different Roles

When I build a team, I aim to create the best combination of skills for the specific focus of the competition, drawing from the available pool of candidates. Political factors are also at play, as I try to balance the necessary skills while allowing as many students as possible to benefit from these exceptional opportunities. While there is a plan for the roles that each student will take on, flexibility within that plan is crucial. Some cases may present opportunities that better suit certain students' experiences, and team members need to be flexible enough to recognise and embrace these changes, as they can improve overall performance.

Being Able to Let Go and Ask the Hard Questions

In case solving, this can be challenging since time is often limited to complete the required tasks. According to my process, which I described in an earlier newsletter, discussions about the solution occur first as a team after some individual reflection on the problem. Thus, the team process begins with the need to ask difficult questions.

Respecting Those You Work With

While many of my team members become friends, it is not a requirement. Some of my most successful teams are not necessarily "friends" but rather respect each other enough to stay in touch from time to time. They maintain a cordial relationship during social events. A lot can happen in the case resolution room that tests emotions, and this can continue into presentations and debriefs. Building respect takes time; it must be earned. Conversely, an individual’s actions at any given moment can negatively impact this respect.

Episode 20: Reflections on Developing Leadership Skills in Aspiring Young Professionals Part 2

November 15, 2024

As I continue my journey of helping aspiring young professionals develop their leadership skills, this week I want to focus on the importance of speaking up and expressing opinions. In the classroom, particularly during case-solving exercises, I often notice that only one or two original ideas are presented, quickly followed by suggestions to either move forward with those ideas or adhere to the status quo.

Why Does This Happen?

During debriefs, especially at the beginning of the learning process, many students share that the initial ideas are the only ones expressed in a group of three or four members. In an effort to provide at least three alternatives, they combine the original ideas with variations of the status quo. When I delve deeper into this issue with team members, I find that one critical step in the process is often overlooked. Each member is expected to come to the discussion with their own ideas and potential solutions. However, many fail to speak up and share their thoughts. The reasons for this range from feeling intimidated by the ideas of others to shyness and a lack of confidence in their own contributions.

Additionally, teams often reflect on their experiences and express that they tend to support one chosen idea while dismissing others. There is a palpable fear of having their ideas rejected, which is exacerbated if the ideas of certain team members are consistently favoured over others. As a coach, my role is to help each team member overcome these barriers.

One phenomenon I often observe, particularly among MBA students, is the tendency to "keep score." There seems to be an expectation that everyone's ideas will receive equal consideration. However, this is often not the case, which is a crucial aspect of developing leadership skills. My experience suggests that choices tend to become more balanced over time.

My Strategies

What strategies do I use to encourage students to speak up and express their opinions? The first strategy involves fostering team camaraderie. I encourage team members to participate in activities together, such as going out for drinks, snowshoeing, or bouldering. They don’t have to become best friends, but it is essential for them to feel comfortable with one another and start building trust within the team.

The next strategy, which I mentioned in an earlier newsletter, is to initially emphasise the structure and process of teamwork rather than the content of their presentations. This approach does not mean I completely ignore the content; rather, the debrief focuses on how the team collaborates and the structural aspects of their solution. As the team develops its ability to work together and manage leadership roles, the focus shifts to the content they need to produce.

As a coach, my role in these initial steps is to help the team get to know one another while holding back the urge to focus the debrief on the content. It is about guiding the team in discussing how they work together, setting team goals around the process, and determining how each member can add value.

Episode 21: Reflections on Developing Leadership Skills in Aspiring Young Professionals Part 3

November 22, 2024

In Part 1, I discussed four key elements that can help aspiring young professionals develop leadership skills, which I supported as a coach in my case-solving teams and classrooms:

1. Speaking up and expressing opinions.

2. Being flexible and willing to take on different roles.

3. Letting go and asking challenging questions.

4. Respecting teammates.

Last week, I covered some techniques I used as a coach to help them develop these skills. This week, I want to focus on the methods and activities the coach and student can use to foster growth.

Speaking Up and Expressing Opinions

This process begins with the coach or instructor creating a safe environment—one that accepts failure and emphasises personal development. Patience is crucial for everyone involved. Based on my experiences, students can develop this skill, but they need to do so at their own pace.

In my week-long intensive case-solving course, we primarily promote speaking up through feedback. Students are rewarded for providing feedback generously. At the beginning of the week, they tend to be gentle and positive in their responses to classmates. However, as the week progresses, they come to realise that solely positive feedback does not foster growth. Through discussions with their peers, they understand the importance of constructive criticism in helping one another improve.

The remarkable aspect of this process is that the ability to express opinions extends beyond the classroom to other discussions and problem-solving situations. By the end of the course, students not only learn to speak up but to build the confidence to not only offer and receive feedback that promotes growth but also to speak up when they are resolving the case and as we de-brief the solutions as a class.

Being flexible and willing to take on different roles

The process begins with the coach and instructor creating an environment that encourages team members to take on different roles. In team settings, I often start by rotating team members through various roles, specifically speaker positions. This approach focuses on fostering experimentation and prompts the team to have a brief discussion about roles before diving into a case. One key question I encourage them to ask is whether anyone's experience can provide an advantage to the team and how the team can change up the roles to take advantage of the opportunity. Teams tend to develop habits, and I believe that asking this question can help disrupt those patterns. I must note that my most successful teams have done this well.

Letting go and asking challenging questions

This is undoubtedly the biggest challenge. As a coach, modelling behaviour becomes crucial. I frequently receive comments from members of my case-solving team that the most consistently challenging questions they encounter during their experiences come from me and their teammates. By demonstrating this behaviour, team members recognise its importance for their growth, and these students begin to incorporate it into their own actions.

My teams usually consist of one or two experienced members and one or two "rookies." One of the roles of the experienced members is to act as mentors. As mentors, they also model this behaviour during team interactions and in our post-competition debriefs, which is valuable for personal growth.

In the classroom, modelling the asking of challenging questions is more difficult, but students have noted its importance for their development in comments on tools like learning logs.

Respecting your teammates

This situation largely depends on the team members. As a coach, it’s crucial to establish a safe learning environment to foster their development. It is important to note that teammates do not need to become friends; however, they must respect one another.

Consider the story of two teams. The first team, which competed successfully two decades ago, has not spoken to each other since that time. Yet, when I occasionally talk with them, they often mention that they respect each other’s opinions while working on tasks. In contrast, the second team completely fell apart during the competition due to a lack of respect for one teammate from the others.

I would like to highlight a team that did not have a great opportunity for development before the competition due to unforeseen circumstances. It was fascinating to observe how this team grew in terms of friendships and respect while working on a case-by-case basis. As they learned to trust one another and improved their interactions, our debrief discussions illustrated how building respect among team members contributed to their better performance case-by-case.

This serves as a reminder of the importance of respect in teamwork.

Episode 22: Building a Cohesive Story, Balancing the Story and the Structure

December 3, 2024

This week, I spent time guest coaching a case-solving team and advising students on their final pitches for product ideas. The case-solving coaching involved a longer in-person presentation, while the pitches were short videos. In both cases, the teams were tasked with selling me their ideas and solutions for real problems. I noticed that while the ideas were generally good, the structure of the stories varied significantly. In many instances, the structure failed to effectively convey a story that made me fully enthusiastic about the proposed ideas. It's also crucial for the team to show their excitement about what they’re presenting; if they are not excited about the idea, why should I be?

My first rule is that everyone likes instant gratification, so start by telling me what you will talk about. I don’t want to wait to hear about the solution and how you are connected to it. The introduction should clearly explain why I should listen to you and provide a high-level overview of your idea or solution. Once you've established this credibility and outlined what you will discuss, you can then support your idea or solution.

While supporting the solution, consider how the structure will reinforce your story and keep me engaged. It's essential to prevent me from asking myself key questions such as:

1. - What are they talking about?
2. - Why should I continue to listen?

During the support section, it's essential to establish a clear understanding of the situation and its complexities and to incorporate that understanding into the solution. As we do this, please guide me through the decision-making process. When I communicate with my teams, especially initially, they often do not recognise the decision-making process as an integral part of the narrative. However, it is a crucial element that guides the audience through the thought process and connects back to the context, especially regarding the organisation’s mission, vision, and goals.

In problem-solving, the initial step involves analysing the external and macro environments before shifting focus to the internal and microenvironments. This analysis will help identify several alternatives that need to be evaluated. It is important to guide the audience through each alternative, detailing every decision that must be made in a complex scenario. You can build the context and provide the audience with a cohesive story to show how you arrived at the solution.

The next step is to explain how the solution will be implemented. The key part of the implementation story lies in the details. This is where most narratives about the solution often fall short. Too frequently, the implementation plan is presented as a high-level overview filled with jargon instead of specific details.

A favourite example of this comes from several teams who worked on a case study about Warby Parker. They mentioned using their yellow school bus as a marketing tool at events, but failed to elaborate beyond that point. I expect a detailed description of the customer journey, focusing on how potential customers interact with what is offered on the yellow school bus.

This week, I learned valuable lessons by listening to teams I had previously consulted with about developing potential market opportunities. These teams did an excellent job of implementing the feedback and advice they received in earlier sessions. A key takeaway for effective storytelling is that they understood what was important to their audience and addressed those concerns in their latest iterations. By doing so, they were able to engage their audience and establish emotional connections. These emotional connections are crucial, as they help to effectively "sell" ideas.

Episode 23: What Are Mad Skills?

December 11, 2024

As I embark on the next chapter of my life and prepare for exciting new projects, I want to take a moment to highlight the significance of "Mad Skills." Over the past two decades, I have had the honour of coaching and mentoring nearly 1,000 students at Haskayne through 301 case-solving teams, in addition to reaching countless others in my roles as a teacher, judge, and seminar host. Much of my time has been devoted to empowering these students to uncover and harness their unique "Mad Skills," which can truly set them apart in their careers.

In this next chapter, I look forward to continuing this work in new ways and expanding my reach as I partner with Samie Ly, MBA, Ph.D, Innovatank, and others to create a central hub that helps aspiring young professionals discover their own "Mad Skills."

What is Next?

"Mad Skills" represent the highly sought-after abilities that today’s employers desire. The initiative “Discover Your Mad Skills” is leading a revolution in management education by emphasising the development of critical thinking and essential skills. Committed to guiding talented young adults to become successful business professionals, it offers engaging skill-building videos and valuable conversations with employers and industry leaders. By partnering with a global network of business leaders and educators, this initiative integrates vital components into management education, underscoring the importance of critical thinking, leadership, and effective communication in the modern workplace.

What Skills are Included in Mad Skills?

Here is a list of essential skills that employers actively seek in their hiring processes. Commonly known as soft skills, these abilities empower aspiring young professionals to become influential leaders, inspiring mentors, and captivating storytellers, and to establish a strong personal brand.

A List of Mad Skills

Episode 24: Reflection - A MAD SKILL Leadership Skill

January 3, 2025

In the last days before my emeritus designation takes effect, I continue to receive emails from the list I’m part of. One of these emails, sent a couple of weeks ago, resonated with me. It was an invitation for faculty to attend a seminar on teaching and learning, specifically focused on reflection on learning. This skill is essential for young aspiring professionals, and I have been incorporating it into my senior classes for over two decades. Reflection is also a key element in coaching and mentoring my teams. Over the years, the activities I use have evolved and improved, largely thanks to feedback from my students and insights from industry friends and coaching colleagues.

This newsletter discusses these activities and how all aspiring leaders can adopt them. I want to start with a story about a former student who, according to him, was required to engage in reflection exercises over several courses with me. Initially, he had a disdain for these activities, but after entering the workforce, he continued to use them when he substituted for me in a class during my sabbatical.

In this episode, I will highlight a couple of these activities: one from the classroom and one from coaching.

In the Classroom

After numerous iterations, the classroom activity has become a bi-weekly blog. It begins with students sharing their goals for the term or class, followed by reflections on the key insights and learnings they have experienced over the past two weeks. At the end of the term, they provide a comprehensive reflection on their achievements, incorporating their knowledge and insights. Another important rule is that students can modify their goals as the term progresses, and any changes should be aligned with the narrative their reflections convey. Additionally, I make it a point to respond to each entry throughout the term. While I may not get to respond in the last week due to the workload, I ensure I engage with their entries during the rest of the term. My responses are typically brief but indicate that I have read what they have written.

Impact on Teaching

From a teaching perspective, this practice provides immediate feedback about how classes are progressing and whether adjustments are needed almost from day one. It allows me to gather specific feedback that informs changes to the course on an ongoing basis, rather than relying solely on mid-term or end-of-term surveys. Importantly, I can quickly identify when something isn't working and revisit it promptly.

Impact on Students

This activity equips students with crucial practices that every leader should embrace. Among these practices are goal setting and the essential skill of reflecting on learning, specifically, extracting insights from experiences and connecting them back to their goals, while also recognising any shifts in those goals. Many students, when entering the workforce, highlight that these skills allow them to hone in on what is genuinely important in their professional lives.

As a Coach

When I coach, I follow a structured process. As teams begin to gather and engage in discussions leading up to team selection, there is a lot of dialogue about goals. Most of these goals come from the team members themselves, but I also contribute goals, especially for the more experienced members whom I expect to take on mentorship roles. I encourage all team members to remain open to learning. During our practice debrief sessions, team members set specific goals for the next practice and reviewed the goals they had established in previous sessions. This process is not only recorded but also given significant time and attention. While it doesn’t happen in every debrief, we periodically revisit our overarching goals to assess whether they have changed and whether we are making progress towards achieving them. If we find that a goal is not being achieved, we engage in deeper discussions about how to move forward effectively. I also offer team members the chance to have one-on-one discussions to address individual goals or issues they feel may hinder the team's progress. These topics are often addressed in challenging conversations with the entire team.

Impact on Coaching

This approach may seem unusual, but it has helped me get to know my team members better. I believe this understanding has been a key element in the success of my teams over the past two decades. I have led very successful teams, earning numerous trophies and certificates for our school. While those accolades are nice, I take greater pride in knowing that at least 70 per cent of my former team members have returned to support new members and share their experiences. Being part of a Cam Welsh team was, for many, the most impactful learning experience during their time at the Haskayne School of Business.

Impact on Team Members

The transformation is evident in team members during our post-competition debriefs, showcasing their growth during this process. As they prepare to embark on their careers or return to support another team, they consistently stress how vital goal setting and reflection are in maintaining their focus on what truly matters. Moreover, these discussions underscore the value of reflection in expanding their skills. I have explored the concept of building a skills toolkit in previous newsletters. As a coach, I see it as my responsibility to guide team members in developing a diverse set of skills they can draw from in various situations. Team members often express that the reflective practices I implement are instrumental in helping them effectively manage and utilise their skills toolkits.

Episode 25: A Weekend at JDC West 2025

January 15, 2025

This past weekend, I had the opportunity to observe several academic stream presentations at JDC West 20025, hosted by the Haskayne School of Business. As an observer this time, I compiled a long list of observations regarding the skills I witnessed. In the upcoming episodes, I would like to share what I observed, how it impacted the presentations, and ways to improve communication regarding the solutions presented.

One of the significant areas for improvement I noticed was the flow and structure of the presentations. There was also a need to foster stronger engagement from the very beginning and maintain that engagement throughout. Additionally, I observed that presenters often struggled to take charge of the room, tended to hide behind podiums, and didn't effectively use the available floor space or define their positioning.

As the advisor to the organisers this year, one of my responsibilities was to help them find judges. This allowed me to converse with the judges throughout the weekend and gain insight into their perspectives. This is where I identified the first area for improvement, along with my observations. The judges had a long day ahead, with up to 12 teams presenting in each stream. Building connections with the judges proved challenging, particularly in the morning when they were just beginning. As the day progressed, their engagement tended to waver, and it became more difficult late in the afternoon.

The first presentation is particularly challenging for judges, as there is nothing for them to compare it against; however, it does present a unique opportunity to set the standard for the day. Let's discuss how to set that standard. It should commence by waking up the judges and engaging them from the moment the title slide appears on the screen, all the way through to the conclusion of the question-and-answer period.

How is this Done?

The first step is to ensure everyone in the room understands the roles your presenting team has defined, especially the judges. Include this information on the title slide and discuss it during your presentation. If specific names are mentioned in the case, use those names on the title page and throughout the presentation. This approach makes it more personal and engaging.

Next, bring a good level of energy to your presentation and convey your excitement about presenting your solution. Aim to establish emotional connections with the audience through the stories you share, and make sure those stories are linked together cohesively. Often, presentations become mere recitals of the information displayed on each slide instead of a cohesive narrative. The slides should serve as cue cards or guidance, helping the judges keep track of your points as they take notes. Listening and noting simultaneously can be challenging, but an engaging story will assist the judges in this process.

It is vital to follow a clear presentation structure that allows the judges to easily follow your argument for the proposed solution. While this was mostly effective, there were moments of confusion. For example, one presentation I observed used a single decision tree to make multiple unrelated decisions, employing vaguely defined decision criteria, which left me perplexed. In contrast, other teams who used decision tools focused on a single decision with clear criteria, which made it much easier to follow.

Most teams did a commendable job of keeping each slide focused on a single message, but some struggled to connect the message just presented to the next one. In certain instances, it felt more like a series of disjointed messages rather than a narrative that linked each point together, which hindered the audience's understanding of the solution being presented.

Another aspect I mentioned earlier is the importance of taking control of the room. This ties back to what I’ve just discussed about utilising the space effectively and not hiding behind furniture, which can come across as timid. Approaching the judges, while respecting their personal space, can project confidence and friendliness. Moving away from the furniture also allows you to better employ non-verbal cues and interact more dynamically with the audience. Utilising the space in the room can enhance your engagement with those listening.

Episode 26: More on My Weekend at JDC West 2025

January 29, 2025

In this episode, I want to discuss some common issues I observed in the presentations I attended over the weekend. This list is brief but includes straightforward fixes that could significantly improve the presentations and enhance time efficiency. At the top of the list is the ranking of risks associated with the proposed solutions, followed by considerations around NPV, ROI, and financial slides in general, as well as maintaining a cohesive theme and fostering a powerful personal or emotional connection. I will conclude the episode by sharing why one of the presentations resonated with me.

Ranking Risks

The most prevalent issue I noticed was the ranking of risks related to the solution. Each risk has both an impact and a likelihood, and the ranking should be based on the product of these two factors. When the products are similar, the impact becomes the deciding factor. Why is this important? As I have mentioned in previous episodes, the risk and mitigation slide serves as a time management tool. If you discuss the risks during the analysis and the mitigations during the implementation, you can efficiently address the most crucial risks by moving from the top of the slide to the bottom when pressed for time. Additionally, it's essential to recognise that while a risk’s impact is challenging to change, the likelihood of that risk occurring can be adjusted. Therefore, in the before-and-after set of charts (if you choose to include them), the risk should maintain the same level of impact but vary on the likelihood axis.

NPV, ROI, & Financial Slides

Another issue I observed was the preference for NPV over ROI in the financial slides. After seeing thousands of case competition presentations, the two most common questions I encounter pertain to the cost of the solution, particularly regarding its ROI, even when the team has presented the NPV of the project.

The first reason I advocate using ROI instead of NPV is the time consumption involved. Calculating NPV takes significantly longer than calculating ROI, and the necessary figures for ROI are typically gathered while preparing the figures for NPV, which occurs early in the process. This time constraint is especially critical in competitions like JDC West, where the case resolution time is limited to three hours.

Secondly, I've received advice from guest coaches who are senior executives. They suggest that ROI provides the information they need, as most organisations lack the maturity to fully understand NPV.

The third reason is that NPV calculations depend on the discount rate. For teams outside of a finance-focused case stream, this means they must defend their chosen discount rate, especially if they've not presented a sensitivity analysis. Among the presentations I reviewed, none included a sensitivity analysis, even those within the finance stream. It’s worth noting that, during discussions with judges, the discount rate was often factored into their evaluation of the financial plan's credibility, even if they did not have the opportunity to inquire about it directly.

Many financial slides contained excessive numbers with too many digits and failed to convey the assumptions leading to those figures. Often, the financial slides presented several numbers that were not tailored to the interests of the target audience. The focus should be on key figures related to the cost of the solution and the financial outcomes. These numbers should be scaled to be relevant to the targeted audience—neither too small nor too large—and presented without unnecessary zeros. For example, instead of showing $10,000,000, it would be clearer to present it as $ 10 M. There are videos on YouTube and other locations that show how to do this in Excel, and I will be adding one shortly to the Discover Your Mad Skill Toolkit Channel.

Theme Continuity

Another area for improvement is maintaining the theme or the personal/emotional connection established at the beginning of the presentation. Oftentimes, the story shared at the beginning was just that—a story—not integrated into the presentation or revisited in the conclusion. In some cases, it was difficult to relate the story to the rest of the content. While the initial engagement was strong, I found myself trying to connect the story to what the presenters were talking about throughout. However, I want to commend one team in the Entrepreneurship stream for effectively incorporating their opening story. One of their female members likened herself to Caitlin Clark to open the presentation. The team leveraged this connection and, over the 23 minutes, returned to this story in various ways, helping me stay engaged as an observer.

Episode 27: Some Thoughts on Reading and Resolving the Case

February 12, 2025

Over the past few weekends, I have had the opportunity to judge and mentor at the Haskayne School of Business Digital Innovation Challenge and Innovatank Cross-Continental Case Competition. This week, I will also be starting a series of case-solving workshops at Hong Kong Polytechnic University. As I observed and worked with the participating teams in these competitions and planned the upcoming workshops, two key points have been on my mind: the approach to reading cases and the process that teams can adopt to solve them.

Reading the Case

This topic will be a focus of my upcoming workshop, and it’s also something that received positive feedback in a post shared with the teams at the Cross-Continental Case Competition. Typically, case writers use the introduction to outline the key issue or problem, at least at a high level, along with identifying the client. This introduction often includes key characters, although some may be introduced later, especially if additional characters are essential to the case. From this information, case solvers should be able to start defining the problem statement and determining the positioning they should adopt. They should also clarify what business the client is engaged in.

Next comes the background and history section, which is crucial for understanding not only the client's business but also the corporate culture. This section typically includes the client’s vision, mission, and goals, along with how these have evolved over the company's history. It is also where additional key characters might be introduced, as well as existing strategic plans.

Following this, much of the content focuses on financial details, external perspectives, and further explanations of existing plans. In this section, the author examines the specifics of the client's problem and may offer hints or suggestions for potential solutions. The information provided here should help the case solver better understand the client's business model and revenue generation methods. It’s important to pay attention to the questions presented in this section, as they may not be straightforward inquiries. As I mentioned in earlier discussions, my expectation as a judge is that those questions will have answers.

Next, we have the summary. This section usually addresses key questions that not only need to be answered but should also enhance the case solver's understanding of the problem. It can lead to insights that inform potential solutions, and it may include a paragraph outlining the case solver's specific task.

Lastly, and most importantly, are the appendices. I recommend that my teams review these first, as they contain information that the author deems significant and often holds important clues. In well-structured cases, the appendices can greatly influence the interpretation of the situation. One of my favourite cases, for example, is understood completely differently if the financial statements included in the appendices are not examined before the main text. Neglecting to review them first often leads to missing the root problem.

The Resolution Process

The resolution process can differ among teams, but there are some common elements. I have discussed many of these elements in previous episodes and had the pleasure of speaking to students at Hong Kong Polytechnic University last night about the case-solving process. I also outline this process in a video on my YouTube Channel at https://youtu.be/LmF5SI24Etw.

During my talk last night, the question asked was not about the process itself, but rather about how to foster teamwork.

I addressed this question in two parts. The first part involves organising activities that allow team members to get to know each other on both professional and personal levels. The goal is not only to build familiarity among team members but also to identify each other’s strengths and weaknesses, as well as to find ways to help colleagues manage the stresses that come with case-solving. The second part aims to help the team understand different leadership styles and encourage the rotation of leadership responsibilities as the team works together on case resolutions over time.

Episode 28: The Importance of Being an Authentic Storyteller in Your Communication

February 26, 2025

Over the past week, I have been reading Dr Michael Gerharz's posts about the importance of authenticity in business communications. Some key messages from these posts emphasise the need to use your own words to connect with your audience by discussing topics that resonate with them and ensuring that the message is unmistakably clear. Too often, we try to persuade our audience by using more words, which can dilute the message.

I also had the pleasure of meeting Michael Dargie for coffee at a local café in Calgary, the Sierra Café in Lakeview. We discussed the significance of storytelling, a skill he elaborates on in his upcoming book, "Brand Jitsu." Both Dr Gerharz's and Michael Dargie's insights are influencing my preparation for the upcoming workshops I will conduct for The Hong Kong Polytechnic University case solvers.

Some of the Influencing Experiences

Throughout my two decades of coaching case-solving teams, I have consistently tried to convey these messages to my teams. Making personal and emotional connections with the audience is crucial to keeping them engaged with the message. I have seen great examples of this from some of these teams. One example that stands out is the first time I had a team compete in the University of Arizona, Eller College of Management's Collegiate Ethics Case Competition. In that competition, a story told by the team helped establish a connection with the audience, making the content easier to understand and undeniably clear.

During the competition, the team delivered their first presentation in a 30-minute preliminary round that resonated with the judges, leading them to the finals for a 10-minute presentation. However, due to a misunderstanding about the timing, the judges missed the signal to wrap up the story. This may have contributed to their second-place finish. What was remarkable, though, was that as we exited the auditorium, audience members approached us to ask what happened to the character in the story. This experience reaffirmed what I have been telling teams: storytelling can make a significant impact on the audience.

This reflection made me think about the information sessions held during week-long international case competitions, where guest speakers address the teams. Many of these talks tend to be less impactful, as they often cover basic concepts of case solving with well-trained teams. However, one particular session stood out to me. While attending a competition at Georgetown University McDonough School of Business a few years ago, a speaker emphasised the importance of understanding the audience. He suggested that team members should leverage their own experiences as audience members to better gauge what to discuss and how to effectively formulate their messages.

What is the Message

The key advice for case-solving teams is twofold. First, the message should be delivered using simple words that everyone in the audience can easily understand. This is often overlooked by students, who, after learning complex concepts and "big words" in their business education, tend to want to impress their audience with their knowledge. However, it's much more effective to ensure that the audience resonates with and understands the ideas being presented. In today’s society, we often hear terms like "word salad" and "virtue signalling." Too frequently, I notice this in teams, including my own, which leads to a lack of audience engagement and understanding.

Next, it’s essential to develop a cohesive narrative that extends beyond just the introduction and is consistently revisited throughout the presentation. A well-structured story that connects the ideas and concepts of the presentation helps create personal and emotional connections with the audience. As you do this, ask the following question. How can you craft your story to demonstrate how your solution addresses the problem and positions the stakeholders identified as the heroes?

Episode 29: Making Sure Q&A Is Consistent with Your Authentic Story

March 12, 2025

In my upcoming workshop for The Hong Kong Polytechnic University, I will discuss the case-solving process's question-and-answer period. On my YouTube channel, I have a video titled "The Scary Q&A Session," as some former team members have described the Q&A session as intimidating. Over the years, I have experienced moments during this session where, as the coach, I have watched my team's opportunity to place or win slip away. Conversely, it is also a time when other teams have performed exceptionally well, leading to their successful placement. I want to explore the factors that contribute to these outcomes.

The four key factors that make a difference include:

• Consistency and not being contradictory
• Greater Persuasiveness
• Provide Greater Clarity and Detail
• Being Efficient

These factors are ranked in order of importance as listed above.

Consistency and Not Being Contradictory

When participating in a Q&A session, it is crucial that the answers provided are consistent and do not contradict the solution you have presented. Failing to do so can quickly undermine your credibility and erode the judges' confidence in your work. Although such situations are uncommon, this will eliminate any chance of placing in the competition.

More frequently, issues arise from a lack of consistency among presenters when responding to questions. Contradicting previous answers can also diminish your persuasiveness with the judges. It is essential to maintain clarity and cohesion in your responses to enhance your chances of success.

Greater Persuasiveness

The Q&A session reveals areas where the judges may not have found your presentation persuasive, giving you a second opportunity to clarify your points. You need to pay close attention to what the judges are asking and tailor your responses to their questions. I frequently observe this common mistake as both a coach and a judge: teams often fail to listen carefully and assume they understand what the judge is asking. If you do not fully grasp a question, asking the judges for clarification is important. Additionally, if the judges do not receive the expected answer, they may rephrase the question. However, this could reduce the efficiency of the Q&A session.

Provide Greater Clarity and Detail

If you have effectively presented your authentic story, the Q&A session should see questions seeking greater clarity and the chance to provide more detail about your narrative. To prepare, consider the questions judges might ask during the resolution phase and include detailed talking points in your appendices. However, be careful not to omit essential details from your presentation, given the time constraints. I encourage my teams to view the Q&A as an opportunity and to look forward to it as a way to continue to sell their solution.

 Being Efficient

I always emphasise to my teams the importance of ensuring that each judge has the opportunity to ask at least one question. If they can ask as many questions as there are minutes in the Q&A session, that indicates efficient communication.

The key is to be concise with your answers. If necessary, let the judges request additional information. Stay focused on addressing the question asked and avoid providing excessive information that may lead you off track.

Be precise in your responses, and in some cases, simple answers like "no," "yes," or "absolutely" may suffice. Allow the judges to guide the conversation. Additionally, try to minimise input from other team members unless it is absolutely necessary and significantly enhances the response already given.

Take Control

One important aspect of Q&A strategies I discuss with teams is the importance of taking control of the session. This involves anticipating the questions judges might ask and preparing thoughtful responses. When responding, it’s crucial to listen carefully to each question and take a moment to formulate your answer rather than feeling rushed. Additionally, aim to be concise in your responses, allowing judges opportunities to ask follow-up questions rather than trying to guess what they may want to hear.

Episode 30: Design Mindsets for Design Thinking

March 26, 2025

One of the key skills that helps teams develop their ideas is design thinking, which offers innovative ways to approach problems and think differently. My first experience with a team using design thinking was during the Global Retail Challenge, which was later transformed into the Global Circularity Challenge on Fashion. These competitions required teams to engage in a series of design thinking activities over a 6 or 7-week period, resulting in some truly unique solutions, such as creating plastics from chicken feather waste and developing a recycling solution for athletic shoes. This process encouraged teams to think broadly at first and then refine their initial ideas into realistic and unique solutions, often only loosely related to their original concepts.

 Design Thinking

In simple terms, the design thinking process begins with empathising with the consumer to define the problem loosely. Next, teams ideate a wide range of diverse and creative solutions. Following this, prototypes are developed and tested for functionality, as well as to assess whether consumers are willing to pay for the idea. Prototyping serves several additional purposes, including learning, resolving disagreements, initiating conversations, enabling cost-effective failures, and breaking the problem into smaller, manageable parts. More information on this process can be found in a free PDF from the Institute of Design at Stanford University (Click Here).

 Design Mindsets

Besides a long list of design tools that can be used to help progress your design thinking and 7 design mindsets include:

• Show, Don’t Tell
• Focus on Human Values
• Craft Clarity
• Embrace Experimentation
• Be Mindful of Process
• Bias Toward Action
• Radical Collaboration

I want to focus on a few key mindsets that have been valuable for my teams over the years. These include "Show, Don’t Tell," "Craft Clarity," and "Bias Towards Action."

 Show, Don’t Tell

Communicate your vision in a powerful and meaningful way by creating experiences, using illustrative visuals, and sharing compelling stories. As I have emphasised in previous discussions, telling good stories is essential for conveying your solution and outlining the next steps. In a thought-provoking comment on a LinkedIn post yesterday, Lou Maxon mentioned he prefers the term "case stories" over "case studies." This resonated with me because it highlights that not only is the case solver reading a narrative, but they must also respond with their own story. It’s about crafting the best narrative that captures the imagination of your audience and helps them visualise what your solution looks like and how it delivers results. Design thinking has helped my teams build stronger, more engaging, and authentic stories.

 Craft Clarity

To create a coherent vision from complex problems, it’s essential to frame it in a way that inspires others and encourages ideation. As a coach and judge, I often find myself noting that presentations consist of a series of facts with slides that fail to connect or relate to one another effectively. Design thinking is an excellent approach to crafting a unified vision, not only for the organisation at the centre of the case but also for the presentation itself.

This past fall, I had the opportunity to judge at the Collegiate Ethics Case Competition held at the University of Arizona, Eller College of Management. In both the preliminary and final rounds, the two teams I ranked first, both of which received similar rankings from many of the other judges, demonstrated this skill effectively. They presented a cohesive narrative that articulated a clear vision regarding the ethical issues surrounding lab-grown meat. While there may have been better ideas among the other solutions, these top teams were successful because they connected with the audience through their vision.

Bias Towards Action

Design thinking is often misunderstood; it's less about thinking and more about action. The emphasis should be on doing rather than overthinking or endless meetings. While it's interesting to note that design thinking is a misnomer, my observations show that when my teams engage in the design thinking process to develop their solutions, it ultimately revolves around doing and creating.

This process consists of various activities that lead to thoughtful insights. For instance, engaging in tear-down labs, building business canvases, and asking stakeholders targeted questions all generate data and information that inform our thinking. This approach also allows for flexibility and adaptability as new information is gathered. In my experience, adopting this mindset has enabled teams to explore a broader range of possibilities.

Episode 31: Managing Nervousness When You Present

April 9, 2025

During a recent workshop, one of the students asked me how to manage nervousness while presenting and during Q&A sessions. This is a common concern among students, whether in the classroom or while working as part of a case-solving team. Nervousness can significantly impact how students prepare themselves during the case resolution phase.

What is My Advice?

Prepping the First Few Sentences

One of the most common pieces of advice I offer is to prepare the opening lines you will use before entering the room. I recently came across a LinkedIn post that suggested avoiding phrases like "So, yeah!" as a way to begin. Instead, think those words in your head and focus on delivering valuable content right away. I always encourage my team members to rehearse their opening statements for presentations, and many find that this practice helps them relax and transition into their presentations more comfortably.

This approach is particularly practical during the resolution process. It works well when the resolution process allows team members to collaboratively build a solid understanding of the solution and the rationale behind it. Additionally, each team member needs to develop a deep understanding of the sections they are responsible for presenting. Ideally, if the resolution period is long enough, team members should become comfortable enough with the material to be interchangeable in their ability to present any section of the presentation.

In a previous episode, I introduced the Flip Chart Template. This template provides a way for all team members to access the information needed for creating the presentation. Based on feedback from my teams, it helps them feel more connected to the solution as a whole and enhances the comfort level of the entire team.

The Importance of Storytelling

An important aspect that has received positive feedback from team members over the years is the development of a cohesive narrative and a plan for how that narrative will be communicated. This story is crucial for several reasons. First, it helps create a more unified presentation with a storyline that enhances the audience's understanding of the material. As a result, presenters feel more confident, which in turn helps reduce their nerves.

Additionally, having a strong narrative allows for greater flexibility in the order of presenters. Traditionally, many coaches assign fixed roles to each presenter, with each person responsible for the same segment of the presentation, regardless of the specific case. However, I believe it is more effective for the team to be adaptable, adjusting roles or the order of topics so that the team members are most comfortable and knowledgeable about the content they are presenting, thereby personalising the story more effectively.

Episode 32: Having Uncomfortable Conversations

April 23, 2025

In business education, there is often a reluctance to engage in what a recent post described as "uncomfortable conversations" with students. But what do these uncomfortable conversations entail? In this context, they refer to discussing suboptimal ideas that students might propose for business plans or solutions to assignments and case studies.

I would like to share my experiences from the past two decades on how to address these less-than-ideal ideas from teams working on case studies. Additionally, I want to propose some strategies for integrating this approach into the education of all business students.

Having the Conversations

As a coach, I frequently face a dilemma: I believe in empowering my team to develop their own solutions while doing everything I can, within the rules of the competition, to support them. Over the years, I have encountered many ideas that were poorly developed and lacked adequate support. While there have certainly been a few genuinely bad ideas, most fell into the category of being underdeveloped.

In many cases, I think my teams sensed my thoughts about their ideas during their presentations. I tried to let go of my poker face during practice, but maintained it during critical moments. Often, I used the Q&A session to initiate the "uncomfortable conversation," delving deeper into the team’s thought process and the reasoning behind their solutions. This approach helped me better understand their positions and determine whether the issues stemmed from a lack of critical thinking or an inability to communicate their ideas effectively. It often turned out to be a mix of both; they struggled to articulate their support and missed answering key questions.

The example mentioned in the post about Shein highlighted several significant sustainability issues in the company’s business model:

• The mass production of cheap clothing is at an alarming rate.
• The exploitation of underpaid workers in unsafe conditions.
• The pollution of the environment is caused by low-quality, disposable clothing.

If a team presented something like this, I would first use the Q&A to challenge their ideas and seek clarity on what they were trying to communicate and how they arrived at their conclusions. At this point, the team is likely already aware of my thoughts and where we are headed in the debrief session.

I believe that judges, coaches, and instructors often use a "sandwich" method of feedback. While some positive feedback is warranted at times, my approach focuses on where we can challenge teams to improve with specific feedback. It's essential to be honest about what was delivered. Too often, judges and instructors hesitate to be blunt and tell the team what they truly think, whether through feedback or the questions they ask.

My Strategy

I believe that student evaluations and ratings on platforms like Rate My Prof and other evaluation tools can sometimes have too much influence, leading to a fear of having uncomfortable conversations. Many of my former team members and students did not rate their experiences highly at the time, but later returned to thank me for my honesty and for challenging them. They appreciated our discussions around their ideas and how they communicated their solutions. Why have I continued this practice for two decades? Over the years, about 70% of my team members have returned to contribute because they found value in those experiences and learned to engage in uncomfortable conversations with the individuals they mentor. Many of them adopted my approach of using purposeful reflection to understand everyone’s experience and make an impact in almost real time. I also applied this approach in my senior classes, which allowed us to address issues quickly.

An Honest but Often Uncomfortable Conversation

Evaluations are often conducted immediately after an experience, which can be influenced by strong emotions. I’ve noticed that right after a briefing, my team members often feel emotional, tired, and stressed from the experience. As a team of competitors and coaches, we negotiated how these sessions should unfold. The goal is to capture everyone’s immediate reactions while mitigating the emotional impact as much as possible. These conversations are often uncomfortable, but we aim to share honest opinions and identify one or two challenges for both the team and individuals to address next time. This is done through purposeful reflection.

Purposeful Reflection

This process involves reflecting on what was successful and what was not, and identifying one or two goals to achieve next time, both individually and as a team. My approach is to revisit the initial goals that were set, assess the insights gained from the experience, and determine whether those goals have shifted. It is crucial to discern what valuable lessons were learned on both personal and team levels that can be applied to future experiences. Although the specifics may vary from team to team, the overarching goals remain the same: to reflect as honestly as we can on what just happened.

For instance, during a competition in Budapest several years ago, after our first presentation, we discovered that we had placed fourth in a preliminary pool of four teams. That evening, the organisers arranged a dinner on the Danube River, which was a 15 to 20-minute walk from our apartments. During this walk, I had one of the most memorable coaching experiences of my career, engaging in an incredible conversation about what had gone wrong and how we could improve. Understandably, it took us longer than expected to reach the dinner. The following day, we participated in a cultural excursion that included a 12-hour bus tour through rural Hungary, which helped the team bond. These conversations provided a remarkable opportunity for purposeful reflection, resulting in a much improved presentation for their second presentation.