The most common mistake in slide-making process
Junior consultants often obsess over slide design. But, the most common problem is that they don't allocate enough time to think. Then, they wonder why they produce poor outputs, upsetting managers.
James, a first-year lateral hire, sent me his slide for review. He had completed one of the practical exercises in the Hero’s Journey coaching program.
The quality of his slide was very poor.
I quickly realized what his problem was.
“Do you set aside dedicated time to think deeply about your problem and solution?” I asked James.
This question puzzled him.
He thought for a second. I could see how he realized he hadn’t made time for thinking. He just rushed to execute slides without problem-solving. Thinking simply wasn’t part of his slide-making routine.
That’s how James discovered one of his biggest problems in slide-making.
We reflected together on why it happened.
His problem was in the slide-making process (or lack of it).
He would look for a suitable layout from a library of slides and then force the researched information into that layout.
This is a very common mistake for junior colleagues.
They tend to jump to execution too early, having a vague idea of what needs to be done. They focus more on design than on solving the actual problem.
As a result, they produce poor outputs that disappoint managers.
Managers generate new comments.
Then, consultants jump onto a hamster wheel of mistakes, comments, and iterations. No matter how fast they run, the wheel always produces even more stupid work.
Instead, consultants must focus on solving actual problems and allocating time to think deeply. Then, if they form clear messages to communicate, the layout issue will take care of itself.
If you are an MBB consultant and want to improve your slide-making process and achieve high performance, book a free 1-1 consultation to discuss how exactly I can help you. There is no commitment, and you can ask me any burning questions you might have.
To improve their slide-making skill, consultants must integrate three critical problem-solving moments in their process.
1. Solve conceptually first
Imagine a manager asking you to research a topic and create a slide with your findings.
Typically, consultants will jump straight into the research step. Then, they either waste time researching too much or miss critical information.
Instead, grapple with the problem conceptually before doing any research.
Structure the problem and identify critical elements. Make sure you understand the ultimate question well.
Then, consider the best approach. What actions do you need to take? How much time can you spend on each activity? Timebox yourself.
This way, the quality and speed of your research will be much higher.
2. Come up and commit to the solution
Another typical problem occurs when consultants jump to execution right away.
They still have a vague idea of what to do, and the information is still very raw and fragmented.
Then, they try to make a slide based on these immature ideas.
No wonder the quality of the outputs disappoints managers.
Instead, think deeply about the solution.
This is the most important moment in the whole process.
The decisions you take now will make it or break it for you. If you make the wrong one, your work will be useless.
I allow myself to spend around 30-60 minutes on deep thinking.
Grab a notepad and draw, creating 5-10 versions until you are clear about what you want to communicate.
There is some magic in working with a pen and paper, which activates creativity.
Ensure you address the main questions and solve the problem.
Only then do you start producing slides.
3. Sanity check the solution
Consultants typically send their slides immediately after creating them.
As a result, they miss many obvious mistakes and then embarrass themselves.
That's how they receive feedback on improving 'attention to detail' or 'zero-defect approach.'
Instead, spend time stress-testing your answer. Do several polishing iterations, making sure it's impeccable quality.
Follow these three important steps:
1. Ensure you answer the main question. Then, take a step back and consider what you say in a larger context. Does it make sense?
2. Consider your audience and how they will perceive your outputs. Would they understand them if they didn’t have as many details as you?
3. Anticipate obvious questions your manager might ask and address them in advance, such as specific numbers, facts, anomalies, unclear wording, so-whats, and next steps.
Most questions are easily predictable.
Preparing answers to these questions will make you look brilliant.
James agreed with me, but I could see his hesitation.
“What’s the matter?” I asked him.
“But where can I find the time to think?”
He claimed he never had time to think. He was always behind, owing things to managers, partners, and clients.
“What’s the alternative?” I replied.
“Working without thinking is a recipe for a disaster, especially in strategy consulting.”
Often, consultants work in a reactive mode.
This happens because they don't invest time in thinking, leading to a snowball of stupid work.
You must break the vicious cycle.
Carve out time for thinking and problem-solving.
Initially, it will be hard, but soon, your work will become much easier.
This piece of advice worked well for James.
He stopped obsessing over design and layouts.
Instead, he focused on solving real problems.
As a result, his productivity dramatically improved, and his leaders noticed a step change in his performance.
The consulting journey is complex and treacherous.
Walking it alone is extremely difficult. It’s helpful to have the support of someone who has experienced this journey and helped many others.
If you are an MBB consultant and sick of struggling with performance and development, I would like to speak with you.
Book a Free 1-1 Consultation to discuss whether I can help you through my coaching program. There is no commitment, and you can ask any burning questions in a risk-free environment.
Read this post to learn more about the Hero’s Journey coaching program.
This is gold right here. Solid and no-nonsense advice on slide making. Struggled with this a lot, gotten better but you've penned down some very useful nuanced pointers.