Chapter 34: Reading the Judges

Chapter 34: Reading the Judges - Understanding the Decision Makers Across the Table

"The best presenters don't simply deliver information. They pay attention to the people receiving it."

Learning Objectives

By the end of this chapter, you should be able to:

• understand what judges are evaluating throughout a presentation
• recognise different judging styles and perspectives
• interpret verbal and non-verbal feedback from judges
• adapt your communication without losing your message
• build stronger rapport with decision-makers
• distinguish between curiosity, confusion, and disagreement
• answer questions based on the judges' underlying concerns
• communicate more effectively with executive audiences

Why This Matters

Many teams prepare extensively for the presentation but give very little thought to the people sitting across the table. They focus on what they want to say. Outstanding teams also think about what the judges need to hear.

Case competitions are ultimately conversations about business decisions. The judges represent the decision makers. Whether they are executives, entrepreneurs, academics, consultants, engineers, or government leaders, they all approach problems through the lens of their own experiences. That means the same recommendation may generate very different questions depending on who is asking.

Understanding your audience allows you to communicate more effectively. It also helps you recognise what judges are trying to accomplish through their questions and reactions. Reading the judges is not about manipulating the audience. It is about communicating with awareness.

Discover Your Mad Skills Principle

Great communicators don't just deliver messages. They continuously observe how those messages are being received.

Communication is never one-way. Every presentation is a conversation, even before the first question is asked. Outstanding presenters constantly adjust based on what they observe.

Who Are the Judges?

Every competition brings together people with different backgrounds. Each brings a unique perspective to evaluating your recommendation. Understanding these perspectives helps you anticipate what they may value most.

Executive Judges

Executives often focus on decisions. They typically ask questions such as:

• Will this strategy work?
• Can the organisation realistically implement it?
• What risks have you overlooked?
• Why is this better than the alternatives?

Executives usually care less about the framework you used and more about the quality of your judgment.

Consultant Judges

Consultants frequently explore your reasoning. They want to understand:

• your assumptions
• your analytical process
• how you evaluated alternatives
• whether your recommendation follows logically from your analysis

They often challenge your thinking to test its consistency.

Academic Judges

Faculty members often pay close attention to structure. They may focus on:

• completeness of analysis
• logical flow
• integration of concepts
• evidence supporting conclusions

They often reward disciplined thinking.

Entrepreneur Judges

Entrepreneurs frequently emphasise action. They often ask:

• Can this actually be implemented?
• Is the organisation moving quickly enough?
• What happens if the market changes?
• Have you considered customer behaviour?

Entrepreneurs are often comfortable with uncertainty. They appreciate practical thinking.

Technical Experts

Some competitions involve engineers, scientists, or subject-matter experts. These judges may focus on:

• feasibility
• technical assumptions
• operational details
• implementation challenges

Avoid trying to impress technical experts with technical language you do not fully understand. Instead, demonstrate thoughtful reasoning.

Government and Non-Profit Judges

These judges frequently consider broader stakeholder impacts. Questions often involve:

• public value
• equity
• sustainability
• policy implications
• long-term community outcomes

Remember that success is not always measured solely through profit.

Reading Non-Verbal Feedback

Long before judges ask questions, they provide valuable information through their behaviour. Pay attention to:

Eye contact

• Are judges engaged?
• Are they looking at you or reading the case?

Note-taking

·        When judges begin writing extensively, ask yourself:

• Are they recording something important?
• Did you introduce a compelling insight?
• Or are they writing down concerns?

Facial Expressions

• Confusion
• Interest
• Agreement
• Surprise
• Skepticism

These reactions often signal where additional explanation may be helpful. Avoid trying to interpret every expression. Look instead for consistent patterns.

Body Language

• Leaning forward: Often indicates engagement.
• Looking down: May indicate reflection—or distraction.
• Crossed arms: Do not automatically assume disagreement.

Context matters. Never overreact to a single gesture.

Listening Between the Questions

Sometimes the real question is not the one being asked. For example: "Why did you recommend expanding internationally first?" The deeper concern may actually be: "I'm not convinced your growth assumptions are realistic." Your answer should address both. Listen for the underlying issue rather than responding only to the words.

Adapting During the Presentation

Strong presenters remain flexible. If judges appear confused:

• Slow down.
• Clarify.
• Reconnect to the recommendation.

If judges appear highly engaged:

• Continue developing the discussion.

If time becomes limited:

• Prioritise your most important messages.

Adaptation should improve clarity, not change your recommendation.

When Judges Challenge You

One of the most common mistakes is assuming disagreement means failure. It doesn't. Judges often challenge the teams they find most interesting. They want to understand how your thinking holds up under pressure. Treat challenges as opportunities.

• Remain respectful.
• Acknowledge the concern.
• Explain your reasoning.

Then move forward.

Building Rapport

Professional communication involves more than delivering information. Simple behaviours strengthen relationships with judges:

• Maintain eye contact.
• Use names if appropriate.
• Listen carefully.
• Avoid interrupting.
• Thank judges for thoughtful questions.
• Show genuine interest in the discussion.

Rapport grows naturally from respect.

Coach's Lens

One of the biggest surprises for new competitors is discovering that judges are usually not trying to eliminate teams. Most judges genuinely want teams to succeed. When they ask difficult questions, they are often exploring the quality of your thinking rather than looking for a single correct answer. The teams that recognise this respond differently. Instead of becoming defensive, they become curious. That shift changes the entire tone of the conversation.

Deciphering Cases

Reading the judges begins long before the first question. It begins with understanding your audience. Business communication is never one-size-fits-all. Great communicators adapt without compromising their message. They recognise that every audience has different priorities. The recommendation remains the same. The explanation changes. That is not inconsistency. That is effective leadership communication.

Common Mistakes

• assuming every judge values the same information
• interpreting every facial expression as criticism
• ignoring non-verbal feedback
• becoming defensive when challenged
• answering the literal question instead of the underlying concern
• changing recommendations to satisfy one judge
• speaking to the slides instead of the audience
• treating judges as opponents rather than decision-makers

Mad Skills Drill

Watch a recorded case competition presentation. This time, ignore the presenters. Focus only on the judges. Observe:

• When do they begin taking notes?
• When do they smile?
• When do they lean forward?
• When do they appear confused?
• What types of questions does each judge ask?

Afterwards, discuss what those behaviours might reveal about their priorities. Repeat this exercise with several competitions. Over time, you will become much more effective at recognising patterns in judge behaviour.

Chapter Summary

Reading the judges is an essential leadership skill. Outstanding presenters understand that communication is dialogue, not a monologue. They pay attention to how their message is received, adapt thoughtfully, and build trust through professionalism and awareness. Most importantly, they remember that judges are not simply evaluating presentations. They are evaluating whether they would trust your team to make important business decisions.

Key Takeaways

✓ Communication is a two-way process.

✓ Different judges evaluate recommendations through different lenses.

✓ Observe patterns rather than isolated behaviours.

✓ Listen for the concern behind the question.

✓ Adapt your explanation—not your recommendation.

✓ Professional rapport builds credibility.

✓ Curiosity is more valuable than defensiveness.

✓ Great presenters pay as much attention to their audience as they do to their slides.

Looking Ahead

The final chapter of this manual brings together everything you have learned throughout the Discover Your Mad Skills journey. It is not about mastering one more framework or refining another presentation technique. It is bout developing the mindset, habits, and a continuous learning approach that transform good competitors into consistently successful case solvers and ultimately into confident business leaders.