Episodes 1-32
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.
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.