Episodes 1-32

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.