BYU Strategy - Marriott School of Business

4. Create Impact with People

Guiding Question: Do people understand, trust, and act on this work?

The fourth imperative is where consulting becomes real. Your analysis only creates value if people understand it, believe it, and act on it. This is about communication, trust, and influence.

Core Actions

4.1 Craft a Storyline (6) 🔺

Build a narrative arc from situation to recommendation

Don’t just present findings. Tell a story that leads logically to your recommendation.

Recruiting Application Client Work Application
Behavioral stories: use PARADE to link your experience to role requirements Slide storylines: build a narrative arc from situation through analysis to recommendation

The Pyramid Principle:

Start with the answer, then support it with evidence.

         [Main Message]
              ↑
    [Key Point 1] [Key Point 2] [Key Point 3]
         ↑           ↑              ↑
    [Evidence]   [Evidence]    [Evidence]

SCQA Structure:

  • Situation: Context the audience knows
  • Complication: What changed or what’s the tension?
  • Question: What do we need to decide?
  • Answer: Our recommendation
NoteReadings

PARADE Framework (for Behavioral Stories):

  • Problem/Context: What was the situation?
  • Action: What did you specifically do?
  • Result: What was the outcome?
  • Application: How does this relate to consulting?
  • Differentiation: What made your approach unique?
  • Evidence: Quantify where possible

Recruiting: PARADE structure—build first behavioral story

Build your first complete behavioral story using the PARADE framework.

Help me build my first PARADE behavioral story:

**Story Context**
Choose one of these competencies for your first story:
- Leadership/Initiative
- Problem-Solving
- Teamwork
- Overcoming Challenges
- Impact/Achievement

I'll focus on: [CHOOSE ONE]

**My Experience**
[Describe a specific experience briefly]

**PARADE Structure**
Help me structure this using PARADE:

**P - Problem/Context** (2-3 sentences)
What was the situation? What was at stake?

**A - Action** (3-5 sentences)
What specific actions did YOU take? (Use "I" not "we")

**R - Result** (1-2 sentences)
What was the outcome? Quantify if possible.

**A - Application** (1 sentence)
How does this relate to consulting?

**D - Differentiation** (1 sentence)
What made your approach unique?

**E - Evidence** (quantify)
What numbers demonstrate the impact?

**Feedback**
- Is this story compelling?
- Is it the right length (2-3 minutes)?
- Does it demonstrate the competency clearly?
- What would make it stronger?

Client Work: SCQA—structure your analysis storyline

Use SCQA to structure the storyline for your analysis.

Help me structure my analysis storyline using SCQA:

**My Analysis Topic**
[Describe the analysis or recommendation you're presenting]

**SCQA Framework**

**S - Situation** (What the audience already knows)
- Company context:
- Market context:
- What's familiar/accepted:

**C - Complication** (What changed or what's the tension)
- The problem or opportunity:
- Why this matters now:
- The tension or conflict:

**Q - Question** (What we need to decide)
- The specific question we're answering:
- Why this question matters:

**A - Answer** (Our recommendation)
- The recommendation:
- Key supporting points (3 max):

**Story Arc**
Write a 3-sentence version of my storyline:
1. [Situation + Complication in one sentence]
2. [Question implied or stated]
3. [Answer with key support]

**Feedback**
- Is the complication compelling?
- Is the question clear and answerable?
- Does the answer follow logically?

Recruiting: PARADE workshop—develop 5 stories across competencies

Build out your complete story bank with 5 stories covering different competencies.

Help me build my story bank with 5 PARADE stories:

**Story Bank Planning**
I need stories covering:
1. Leadership/Initiative
2. Problem-Solving
3. Teamwork/Collaboration
4. Overcoming Challenges
5. Impact/Achievement

**My Experiences**
[List 5-7 potential experiences to choose from]

**Story Selection**
Help me:
1. Match each experience to the best competency
2. Avoid using the same experience twice
3. Ensure variety (work, school, extracurricular)
4. Select the most compelling story for each

**Story Development**
For each story, help me develop the PARADE structure:
[We'll work through each one]

**Cross-Check**
- Do my stories overlap? (Different competencies should feel distinct)
- Are they the right length? (2-3 minutes each)
- Do they collectively paint a compelling picture of me as a candidate?
- What gaps remain in my story bank?

Client Work: Build persuasive slides with action titles

Practice writing action titles and building persuasive slides.

Help me build persuasive slides with action titles:

**My Key Findings**
[List 3-5 key findings from your analysis]

**Action Title Practice**
For each finding, write an action title:

Finding 1: [Your finding]
- Weak title: [Topic-based title]
- Action title: [Conclusion-based title]

Finding 2: [Your finding]
- Weak title: [Topic-based title]
- Action title: [Conclusion-based title]

[Continue for all findings]

**Slide Structure**
For your most important finding, design a complete slide:
- Action title: [Conclusion]
- Key message: [One sentence supporting the title]
- Evidence: [Data/chart/proof]
- So what: [Implication for the client]

**Feedback**
- Do my action titles state conclusions?
- Would an executive understand the point in 5 seconds?
- Is the evidence compelling?
- Does the slide support the storyline?

4.2 Communicate with Executive Brevity (7) 🔺

Lead with the answer, support with evidence

Executives are busy. Communicate with clarity and concision.

Recruiting Application Client Work Application
Behavioral delivery: crisp, confident, 2-minute answers Present recommendations concisely; lead with the answer, support with evidence

Executive Communication Principles:

  1. Lead with the answer: Don’t build to your conclusion
  2. Use action titles: Every slide title should state a conclusion
  3. One message per slide: If you can’t summarize it, split it
  4. Quantify: “Significant growth” → “23% growth”
  5. Be explicit about trade-offs: What are we giving up?

Action Titles:

Weak Title Action Title
“Market Analysis” “Market is growing 8% annually, driven by premium segment”
“Financial Overview” “Margins have declined 300bps due to rising input costs”
“Recommendations” “Invest $10M in premium refresh to capture 15% market share”

The 30-Second Rule:

If you were interrupted after 30 seconds, would they know your main point? Structure every communication so the answer comes first.

Recruiting: Behavioral delivery—crisp 2-minute answers

Practice delivering your behavioral stories with crisp, confident, 2-minute answers.

Help me practice delivering behavioral stories with executive brevity:

**My Story**
[Paste one of your PARADE stories]

**Delivery Practice**

1. **Time Check**
   - Read the story aloud and time yourself
   - Target: 2-2.5 minutes
   - If over, what can I cut?

2. **Opening Hook**
   - Can I start with a compelling first sentence?
   - Draft 3 alternative openings

3. **Answer-First Structure**
   - Does my story lead with the key point?
   - Rewrite the opening to front-load the result

4. **Crisp Language**
   - Find 5 phrases to tighten
   - Remove filler words and hedging language

**Delivery Feedback**
Rate my story on:
- Clarity (1-5): Is the point obvious?
- Confidence (1-5): Does it sound assured?
- Brevity (1-5): Is every word necessary?
- Impact (1-5): Is it memorable?

What one change would most improve delivery?

Client Work: Present recommendations—30-sec and 2-min versions

Practice presenting your recommendations at different lengths for different contexts.

Help me practice presenting recommendations at executive length:

**My Recommendation**
[State your key recommendation from your project]

**30-Second Version (Elevator Pitch)**
If I only had 30 seconds with an executive:
- What's the one sentence summary?
- What's the key number or proof point?
- What's the call to action?

Draft my 30-second version:
[Practice]

**2-Minute Version (Status Update)**
If I had 2 minutes in a meeting:
- Opening: Answer first (15 sec)
- Support 1: Key evidence (30 sec)
- Support 2: Key evidence (30 sec)
- Support 3: Key evidence (30 sec)
- Close: Action/next steps (15 sec)

Draft my 2-minute version:
[Practice]

**Feedback**
- Do both versions lead with the answer?
- Is the 30-second version memorable?
- Does the 2-minute version have clear structure?
- What should I cut or emphasize?

Recruiting: Behavioral interview simulation

Practice a full behavioral interview with AI feedback.

Simulate a behavioral interview for me:

**Interview Context**
- Target firm type: [MBB / Big Four / Boutique]
- Role: [Analyst / Associate]
- Interview round: [Fit / Behavioral]

**Interview Simulation**
Ask me 5 behavioral questions, one at a time:
1. Start with a standard opener (e.g., "Walk me through your resume")
2. Then ask 4 competency-based questions
3. Wait for my answer before asking the next question

**My Answers**
[I'll respond to each question]

**Feedback After Each Answer**
For each response, give me:
- Strength: What worked well?
- Improvement: What could be better?
- Follow-up: What would an interviewer probe on?

**Overall Assessment**
After all 5 questions:
- Where am I strongest?
- Where do I need work?
- Did I come across as confident and authentic?
- What would make my answers more compelling?

Client Work: P3 workshop—5-slide executive presentation

Apply communication principles to create your P3 Value-Add Hypothesis presentation.

Help me create my P3 Value-Add Hypothesis presentation for [COMPANY NAME]:

**P3 Requirements**
5-slide deck:
1. Executive Summary
2. Problem/Opportunity
3. Proposed Approach
4. Expected Impact
5. Why Now / Why Us

**Slide-by-Slide Development**

**Slide 1: Executive Summary**
- One-slide synthesis of my hypothesis
- Action title stating the recommendation
- Key supporting points

**Slide 2: Problem/Opportunity**
- What challenge/opportunity have I identified?
- What evidence supports it?
- Action title for this slide:

**Slide 3: Proposed Approach**
- How would I structure the work?
- Key workstreams or analyses
- Action title for this slide:

**Slide 4: Expected Impact**
- What value could this create?
- How would we measure success?
- Action title for this slide:

**Slide 5: Why Now / Why Us**
- Why is this the right time?
- What makes this actionable?
- Action title for this slide:

**Feedback**
- Do all my action titles state conclusions?
- Does the storyline flow logically?
- Is each slide executive-ready?
- What's missing or weak?

4.3 Tailor to Stakeholders (7) 🔺

Different audiences need different messages

Different audiences need different messages. Know your stakeholders.

Recruiting Application Client Work Application
Tailor your story to each firm’s values and needs Tailor presentations to what each stakeholder cares about

Stakeholder Mapping:

Stakeholder What They Care About Potential Concerns
CEO Strategic direction, shareholder value Will this work? What’s the risk?
CFO ROI, cost, financial impact Can we afford this? What’s the payback?
COO Implementation, operations Can we execute? What resources do we need?
Board Governance, risk, long-term value Is this the right bet?

Tailoring Principles:

  1. Know what each stakeholder cares about
  2. Anticipate their questions and concerns
  3. Frame recommendations in their terms
  4. Address objections before they’re raised

Recruiting: Handle difficult fit questions with poise

Practice handling difficult or unexpected behavioral questions with confidence.

Help me practice handling difficult fit interview questions:

**Difficult Question Types**
1. Weakness questions: "What's your biggest weakness?"
2. Failure questions: "Tell me about a time you failed"
3. Conflict questions: "Tell me about a time you disagreed with a superior"
4. Pressure questions: "Why should we hire you over other candidates?"
5. Curveball questions: "What would you do if you had unlimited budget?"

**Practice Session**
Give me one difficult question at a time. I'll answer, then get feedback.

**My Response Framework**
For each answer:
- Stay calm and composed
- Answer honestly but strategically
- Show self-awareness and growth
- Keep it brief (1-2 minutes)

**Feedback**
For each response:
- Did I maintain poise?
- Was my answer honest without being damaging?
- Did I show growth or learning?
- What would make this stronger?

**Common Traps**
Help me avoid:
- Being too negative about myself
- Blaming others
- Giving non-answers
- Going too long

Client Work: Prewiring practice; Yes-No-Yes for objections

Practice prewiring stakeholders and handling objections using the Yes-No-Yes framework.

Help me practice prewiring and handling objections:

**My Recommendation**
[State your key recommendation]

**Stakeholder Mapping**
Who needs to be aligned before presenting?
- Stakeholder 1: [Role, what they care about, likely concerns]
- Stakeholder 2: [Role, what they care about, likely concerns]
- Stakeholder 3: [Role, what they care about, likely concerns]

**Prewiring Plan**
For each stakeholder:
- What will I share with them in advance?
- What questions will I ask to get their input?
- How will I incorporate their feedback?

**Anticipated Objections**
List 3-4 likely objections to your recommendation:
1. [Objection]
2. [Objection]
3. [Objection]

**Yes-No-Yes Responses**
For each objection, prepare a response:

Objection 1: [State objection]
- YES (affirm): [Acknowledge their concern]
- NO (redirect): [Address the issue directly]
- YES (path forward): [Offer constructive way forward]

[Continue for each objection]

**Role Play**
Let's practice: Give me one objection at a time and I'll respond using Yes-No-Yes.

4.4 Build Trust

Demonstrate judgment, reliability, and empathy

Trust is the foundation of influence. Without it, even perfect analysis fails.

Recruiting Application Client Work Application
Fit interviews: demonstrate character, judgment, and cultural fit Build trust through consistent delivery, honest communication, and genuine care for client success

Trust Equation (reminder):

\[Trust = \frac{Credibility + Reliability + Intimacy}{Self\text{-}Orientation}\]

Building Trust:

Component How to Build It
Credibility Know your stuff; admit what you don’t know
Reliability Do what you say; meet deadlines; follow up
Intimacy Listen; remember personal details; be human
Low Self-Orientation Focus on their success, not your credit

Recruiting: Fit interviews—demonstrate character & judgment

Prepare for fit interviews by demonstrating character, judgment, and cultural alignment.

Help me prepare to demonstrate character and judgment in fit interviews:

**Character Dimensions**
Consulting firms evaluate:
- Integrity: Do you do the right thing?
- Judgment: Do you make good decisions?
- Humility: Can you admit mistakes?
- Resilience: How do you handle adversity?
- Curiosity: Are you genuinely interested in learning?

**Story Mapping**
For each dimension, identify a story that demonstrates it:
- Integrity story: [Brief description]
- Judgment story: [Brief description]
- Humility story: [Brief description]
- Resilience story: [Brief description]
- Curiosity story: [Brief description]

**Cultural Fit Questions**
Prepare for questions like:
- "Why consulting?"
- "Why our firm specifically?"
- "What do you do outside of work?"
- "Tell me about a time you failed"

**Practice Responses**
Let me practice answering fit questions. Give me one at a time and provide feedback on:
- Did I show authentic character?
- Did I demonstrate good judgment?
- Did I come across as someone they'd want on their team?

Client Work: Stakeholder trust—map concerns, apply Trust Equation

Map stakeholder concerns and develop a plan to build trust.

Help me apply the Trust Equation to key stakeholders:

**Trust Equation Reminder**
Trust = (Credibility + Reliability + Intimacy) / Self-Orientation

**Stakeholder Analysis**
For each key stakeholder in my project:

**Stakeholder 1: [Name/Role]**
- Their primary concerns:
- What they care about most:

Assess my trust components:
- Credibility: How can I show I know what I'm talking about?
- Reliability: How can I demonstrate follow-through?
- Intimacy: How can I connect on a personal level?
- Self-Orientation: How do I show this is about their success?

**Trust-Building Plan**
For each stakeholder:
1. What specific action will increase credibility?
2. What commitment will I make (and keep) to build reliability?
3. What genuine connection can I make to build intimacy?
4. How will I keep self-orientation low?

**Red Flags**
- Where might my credibility be questioned?
- Where have I been unreliable?
- What might make them think I'm self-oriented?

**Improvement Plan**
What's my #1 priority to build more trust with each stakeholder?

4.5 Prewire Stakeholders

Never surprise decision-makers in a meeting

Never surprise stakeholders in a meeting. Prewire your recommendations.

Recruiting Application Client Work Application
Before asking for a referral, build the relationship Before the steering committee, share findings with key stakeholders individually

Prewiring Principles:

  1. Identify key stakeholders: Who needs to be aligned?
  2. Meet individually: Share findings, get reactions
  3. Incorporate feedback: Adjust recommendations if needed
  4. Build support: Convert skeptics before the room
  5. No surprises: Everyone should know what’s coming

4.6 Navigate Difficult Conversations

Deliver hard messages constructively

Sometimes you have to tell people things they don’t want to hear.

Recruiting Application Client Work Application
Handle difficult fit questions with poise Deliver tough messages about performance, strategy, or organization

Yes-No-Yes Framework:

  1. Yes: Affirm their perspective or concern
  2. No: Deliver the difficult message directly
  3. Yes: Offer a path forward or positive framing

Example:

  • “I understand you’ve invested heavily in this product line (Yes). The data shows it’s not recovering, so we recommend sunsetting it (No). This frees resources to invest in your highest-growth segments (Yes).”

4.7 Coordinate as a Team

Present with consistent messaging and smooth handoffs

In consulting, you rarely present alone. Teams must be aligned.

Recruiting Application Client Work Application
In group interviews or networking events, coordinate with peers Present as a team with consistent messaging and smooth handoffs

Team Presentation Principles:

  1. Align on the storyline: Everyone knows the narrative
  2. Clear handoffs: Who covers what
  3. Support each other: No contradictions or surprises
  4. One voice: Consistent framing and recommendations

Client Work: Capstone team coordination—unified narrative, handoffs

Coordinate with your capstone team to create a unified presentation with smooth handoffs.

Help my team coordinate our capstone presentation:

**Team Members**
- [Name 1]: [Role/Section]
- [Name 2]: [Role/Section]
- [Name 3]: [Role/Section]

**Storyline Alignment**
First, let's align on our overall narrative:
- What is our main recommendation?
- What are the 3 key supporting points?
- What's the "so what" for the client?

Does everyone agree on this framing?

**Section Ownership**
Who presents what?
- Opening/Context: [Owner]
- Analysis Section 1: [Owner]
- Analysis Section 2: [Owner]
- Recommendations: [Owner]
- Q&A Lead: [Owner]

**Handoff Planning**
For each transition:
- Transition 1: [Person A] → [Person B]
  - Last sentence from A:
  - First sentence from B:

- Transition 2: [Person B] → [Person C]
  - Last sentence from B:
  - First sentence from C:

**Consistency Check**
Review for alignment:
- Are we using the same terminology?
- Are our numbers consistent across sections?
- Do our recommendations match across speakers?
- Are our action titles telling one coherent story?

**Rehearsal Plan**
- When will we do a full run-through?
- Who will give feedback?
- What's our backup plan if someone loses track?

**Q&A Coordination**
- Who answers what types of questions?
- How do we hand off if the wrong person gets a question?
- What are the 5 hardest questions we might get, and who answers each?

4.8 Seek Feedback

Constantly improve through input from others

The best consultants constantly improve through feedback.

Recruiting Application Client Work Application
After mock interviews, ask for specific feedback and apply it After presentations and deliverables, ask what could be better

Seeking Feedback:

  1. Ask specifically: “What’s one thing I could improve?”
  2. Listen fully: Don’t defend or explain
  3. Thank them: Feedback is a gift
  4. Apply it: Show improvement next time

Demonstrating Coachability:

  • Before/after examples show growth
  • Rapid incorporation of feedback
  • Asking for feedback (not waiting for it)
  • Openness to being wrong

Recruiting: Process mock interview feedback; build improvement plan

Process feedback from mock interviews and create a structured improvement plan.

Help me process feedback and build an improvement plan:

**Feedback Received**
[Paste or summarize feedback from mock interviews, TA sessions, or practice partners]

**Feedback Analysis**
Organize feedback into categories:

1. **Case Interview Feedback**
   - Structuring:
   - Math:
   - Synthesis:
   - Communication:

2. **Behavioral Interview Feedback**
   - Story content:
   - Delivery:
   - Authenticity:
   - Brevity:

3. **General Feedback**
   - Confidence:
   - Presence:
   - Other:

**Pattern Recognition**
- What feedback have I heard multiple times?
- What's my biggest strength?
- What's my biggest area for improvement?

**Improvement Plan**
For my top 3 improvement areas:

Area 1: [Issue]
- Specific actions to improve:
- How I'll practice:
- How I'll know I've improved:

Area 2: [Issue]
- Specific actions to improve:
- How I'll practice:
- How I'll know I've improved:

Area 3: [Issue]
- Specific actions to improve:
- How I'll practice:
- How I'll know I've improved:

**Timeline**
- This week I'll focus on:
- Next week I'll focus on:
- Before my real interviews I'll:

Client Work: Revise deliverables based on input

Practice incorporating feedback to improve your deliverables.

Help me revise my deliverable based on feedback:

**My Deliverable**
[Paste or describe your deliverable - slide deck, analysis, memo]

**Feedback Received**
[Paste or summarize feedback from TA, professor, or peers]

**Feedback Triage**
Categorize feedback:
- Must fix (critical issues):
- Should fix (important improvements):
- Could fix (nice to have):

**Revision Plan**
For each "must fix" item:
- Original: [What it was]
- Issue: [What was wrong]
- Revised: [What it should be]
- Why: [How this improves it]

**Quality Check**
After revisions:
- Did I address all critical feedback?
- Did the revisions improve clarity?
- Did I maintain consistency?
- Is it now client-ready?

**Learning for Next Time**
- What will I do differently on my next deliverable?
- What feedback do I want to make sure I never get again?

**Feedback Loop**
Would you review my revisions and confirm they address the original feedback?

Putting It Together

The Create Impact actions flow:

Craft Storyline → Communicate Clearly → Tailor to Stakeholders → Build Trust → Prewire → Handle Hard Conversations → Coordinate → Seek Feedback

This is where consulting becomes influence, and where careers are made.

Practice This Week

  1. PARADE story: Write one behavioral story using the PARADE framework
  2. Action titles: Take 3 slide titles and rewrite them as action titles
  3. Prewiring exercise: Plan how you would prewire a controversial recommendation