IMPORTANT: SUBMITTING TEAM MEMBERS SHOULDN’T BE ABLE TO GO TO THE NEXT

QUESTION WITHOUT SUBMITTING AN ANSWER

THINK AHEAD CONSULTING

Helping African Companies Thrive

Group assignment

Title: AHEAD Business Skills Training (BS) – Communication Module Group

Introduction:

Welcome, future leaders! As part of THINK AHEAD CONSULTING, you are embarking on a
fictional journey to transform African companies, making them more successful and resilient in
the global market. This assignment is a crucial step in reimagining your role as a problem solver,
showcasing what abilities you have managed to pick up from the AHEAD BS modules.

Assignment Objective:

This module group tests the skills and knowledge you and your peer group have acquired from
the Communication course. The focus is on applying these skills in real-world scenarios through
challenging multiple-choice assignments.

Instructions:

1. Team Collaboration: Work closely with your team members to discuss and deliberate
on each question. Remember, the answers submitted by ONE person will represent the
entire group. It's essential to reach a consensus before submitting.

2. Complex Problem-Solving: Each multiple-choice question is designed to test your

cognitive reasoning abilities. Approach each problem analytically, using the concepts
and strategies learned during the course.

3. Submission: Ensure that your team agrees on the chosen answers before they are
submitted. Your collective understanding and agreement are critical to the success of
this exercise.

Recommendation:

We strongly recommend scheduling a team meeting to collaborate effectively on this

assignment. Use this opportunity to discuss different perspectives, share insights, and arrive at
well-thought-out decisions as a cohesive unit.

Good Luck!
PART A: The Challenges of CapitalWise: A Visionary Firm in the Face of Rapid Growth

In the heart of a bustling financial landscape, CapitalWise Financial Services stands as a

beacon of innovation, committed to pioneering sustainable finance solutions for emerging
markets. Yet, despite its impressive growth trajectory, the firm finds itself grappling with
significant internal hurdles that threaten to undermine its success.

Over the past year, the fast-paced expansion has strained the company's internal processes.
Meetings often drift without a clear agenda, team objectives remain ambiguous, and the lack
of effective communication has led to missed deadlines and project delays. "It's as if we're all
rowing in different directions," observes Maya Okoro, CapitalWise’s Chief Operating Officer.
"Our growth has outpaced our ability to coordinate effectively, and it's becoming
increasingly difficult to manage."

The absence of structured meetings has resulted in confusion among teams, creating an
environment where collaboration falters. "We need to align our vision with actionable steps,"
Maya emphasises, her voice reflecting the urgency of the situation. "Without clear objectives
and effective communication, we're not leveraging our talent and resources to their fullest
potential."

CapitalWise's rapid growth has inadvertently led to a fragmented organizational culture.

Teams are often siloed, with little understanding of each other's goals or progress. "We're
missing the opportunity to capitalise on our collective strengths," Maya explains. "This
disconnection not only hampers productivity but also diminishes our innovative spirit."

As the pressure mounts, the firm's ability to deliver on client commitments is at risk. "Our
clients rely on us to provide timely and effective solutions," she continues. "When we fail to
communicate and plan adequately, we jeopardise those relationships, which are the
lifeblood of our business."

In a recent strategy meeting, Maya and her leadership team brainstormed ways to rectify the
situation. They discussed the need for structured, impactful meetings that foster clear
communication and align team objectives with CapitalWise's overarching goals. However,
the path to improving meeting effectiveness is fraught with challenges, and it requires a
commitment to change at all levels.

"The success of our initiatives hinges on how well we can adapt our internal processes," Maya
reflects. "We must cultivate a culture of collaboration where every team member feels
empowered to contribute to our shared mission."

The struggles faced by CapitalWise mirror the challenges many rapidly growing firms
encounter in today’s competitive environment. As they seek to streamline operations and
enhance strategic alignment, the focus remains on how to build a robust framework for
collaboration that can sustain their momentum.

As you immerse yourself in the complexities presented by CapitalWise, what would you
identify as the core problem statement that we should help them address?
Your first meeting is with CapitalWise’s senior management, including COO Maya Okoro.
They are eager to see a professional, structured approach to solving their meeting
challenges. Given the high expectations, establishing trust and credibility early on is essential.

Question 1: Which introduction would most effectively convey credibility and

professionalism, setting the right tone for the discussion?

Options:

1. “Hello, I’m Alex from BrightWave Solutions. We have extensive experience in helping
companies streamline their operations. Today, I’ll share insights and answer any
questions you might have.”

2. “Good morning. My name is Alex Johnson, Partner at BrightWave Solutions. I’m here
to discuss CapitalWise’s objectives and explore strategies for aligning meeting goals
with your growth vision.”

3. “I’m Alex Johnson, Partner at BrightWave Solutions. We’ve worked with numerous
clients in sustainable finance and understand the pressures of rapid growth. Today,
we’ll discuss how effective meetings can bridge CapitalWise’s communication gaps.”

4. “Hi everyone, I’m Alex Johnson. My goal today is to introduce some best practices for
running impactful meetings that can enhance team dynamics.”

5. “Greetings. I’m Alex from BrightWave Solutions, and today I’ll be presenting our
approach to improving meeting structures at CapitalWise to support your ambitious
growth goals.”

6. “Hello. I’m Alex Johnson from BrightWave Solutions, and I’d like to start with an
overview of our credentials and industry experience.”

Question 2: Maya and her team have noted that meetings often drift off-topic or become too
focused on minor details. Your task is to design a structure that promotes focus without
stifling productive discussion, especially as the company’s diverse teams need input from
multiple perspectives. Given this context, which approach to structuring an agenda would be
most effective in balancing flexibility with focus?

Options:

1. Set a strict agenda with exact time limits, allowing no deviation to keep the meeting
efficient.

2. Organise the agenda with a focus on critical points but build a short time buffer for
each topic to allow for essential discussion and clarification.
 3. List broad topics only, allowing team members to suggest specific items during the
meeting, which could foster collaboration but risk losing focus.

4. Focus solely on high-priority topics and designate additional follow-up meetings for
any points not covered.

5. Structure the agenda around the main goals and set clear action items for each,
limiting discussion to decisions directly related to each action item.

6. Include every department’s talking points on the agenda to ensure each team feels
represented, even if it risks an extended meeting time.

Question 3 | Employees often come to meetings unprepared, resulting in repetitive

discussions and inefficient use of time. To ensure clarity and reduce wasted time, you need a
strategy for distributing the agenda effectively. What would be the most effective method to
release the agenda and improve engagement before the meeting?

Options:

1. Share the agenda a day in advance and ask for any additional comments in an online
workspace.

2. Send the agenda 30 minutes before the meeting to keep it fresh, asking participants
to review quickly.

3. Release the agenda in the meeting itself to allow for spontaneous ideas.

4. Provide a detailed agenda with background information one week in advance, inviting
participants to contribute their thoughts beforehand.

5. Include a list of discussion points in the agenda and request participants submit key
points they want covered by email two days before the meeting.

6. Send the agenda an hour before the meeting to encourage concise reviews.

Question 4:| Maya has shared that discussions often become unmanageable as different
departments express varying perspectives, resulting in diluted focus. You decide to apply the
“Power of Three” principle, aiming to keep presentations concise yet comprehensive.

How would you apply the “Power of Three” to ensure clarity and impact in the upcoming
meeting?

Options:

1. Focus the presentation on three primary objectives that align with CapitalWise’s
mission.
 2. Organise the presentation into three parts: introduction, discussion, and summary.

3. Limit each agenda topic to three key points, ensuring each is addressed clearly before
moving on.

4. Focus on three benefits of meeting effectiveness: communication, productivity, and

decision-making.

5. Structure the meeting into three segments: department updates, group discussion,
and concluding action items.

6. Allow each speaker to cover three topics they feel are most important to ensure a
balanced representation.

Question 5 | After implementing a few initial changes, CapitalWise asks you to propose a
longer-term strategy for sustaining accountability and improving meeting outcomes. This
should include specific follow-up actions to keep momentum going after each meeting.

Final Task: Draft an outline for a sustainable meeting strategy that includes specific actions
for accountability, structured follow-up, and clear role assignments. Your plan should balance
CapitalWise’s need for clear communication with their fast-paced, growth-driven
environment.

PART B | Building the relationships

Over the past year, Acme Industries, a cornerstone of the manufacturing sector, has faced an
array of challenges that have reshaped its operations and ambitions. Following a significant
merger with another large corporation, Acme is now in a phase of transformation, dealing
with the complexities of integrating operations and adjusting to new market realities.

“Every day presents its own set of challenges,” says CEO Alex Carter, reflecting on the current
state of the company. “We’re trying to merge two different cultures and systems while
ensuring we don’t lose our competitive edge.”

The merger has triggered a cascade of operational hurdles, particularly affecting Acme's
supply chain management. With the integration process underway, the company faces
difficulties in sourcing materials and managing inventory effectively. Carter elaborates, “The
disruption in our supply chain is affecting our production timelines, and the costs are rising as
we navigate these changes.”

This situation is taking a toll on Acme’s employees, many of whom are struggling to adapt to
new workflows and processes. Long-time staff members, who have been instrumental in
building the company’s reputation, are finding the transition challenging. “It’s tough to see
experienced team members feeling overwhelmed,” Carter admits. “We need their expertise
now more than ever, but the uncertainty is causing some to reconsider their future with us.”

The shift in operations has also led to an increase in employee turnover, further complicating
Acme's efforts to maintain productivity and service quality. New hires are stepping in, but
without the guidance of seasoned staff, there’s a noticeable gap in operational efficiency.
“We’re losing valuable knowledge that is crucial for our success,” Carter notes. “Training new
employees takes time and resources, which are already in short supply.”

As client satisfaction begins to wane due to delays and inconsistencies, the leadership team
at Acme recognizes the urgency of addressing these challenges. They are exploring
strategies to streamline processes, enhance communication, and foster a sense of stability
among employees. However, the fundamental challenge remains: how to retain and motivate
skilled workers during this transitional period.

“We can implement new systems and processes,” Carter reflects, “but our greatest asset is
our people. Keeping our experienced team engaged and motivated is essential for our
success moving forward.”

Despite the hurdles, Acme Industries is committed to navigating this complex landscape with
resilience and determination. Carter emphasizes, “We’ve faced obstacles before, and we will
emerge stronger. Our mission is to continue leading in our industry, and we’re focused on
ensuring our team feels valued and supported throughout this journey.”

You are part of a team of recent hires at Blackbird Solutions, a prestigious consulting firm
known for delivering exceptional results. You’ve been assigned to a high-profile project for
Acme Industries, a large manufacturing conglomerate recently merged with another
company, undergoing complex transitions in their supply chain and operational efficiencies.
Acme Industries is looking to establish strong, trustworthy relationships with its consultants to
navigate these challenges effectively. Your mentor, Mr. Thompson, is guiding your team to
apply trust-building techniques while working with Acme's executives.

In each part of this module, you will work through the trust-building principles introduced in
the lessons, addressing various scenarios involving colleagues, supervisors, and clients. You
must answer each question correctly to progress to the next.

Question 1: In an introductory meeting with Mr. Powell, Acme’s CEO, he expresses concern
about Blackbird’s understanding of their business model and needs reassurance.
Demonstrating credibility early on is critical. Which approach would best establish credibility
with Mr. Powell during this introductory meeting?

1. Summarise Blackbird’s history of client success, emphasising relevant industries.

2. Describe a similar project outcome, highlighting specific successes achieved.

3. Review your educational background to demonstrate expertise.

 4. Discuss your recent consulting achievements outside of Acme’s industry.

5. Acknowledge Mr. Powell’s concerns directly and explain how you’ve researched
Acme’s merger and needs.

6. Present a preliminary strategy outline tailored to Acme’s goals.

Question 2: | Acme has strict expectations for project timelines, having faced setbacks with
past consulting teams. You want to set a reliable communication plan that assures them of
Blackbird’s dependability. What’s the best way to demonstrate reliability to Acme’s
executives?

1. Commit to daily updates to reinforce consistency.

2. Deliver weekly project updates, even if there’s little to report.

3. Create a detailed project plan with specified timelines and key milestones.

4. Provide bi-weekly reports that include progress summaries and challenges.

5. Request monthly check-ins to allow time for substantial progress.

6. Send a single end-of-project report to avoid overwhelming the client with updates.

Question 3: | Before a presentation, you find Mr. Powell and Ms. Abena (the COO) chatting
about recent vacations. Building rapport can support a stronger relationship and ease into
the presentation. How could you build intimacy with Mr. Powell and Ms. Patel to create a
comfortable atmosphere for discussion?

1. Compliment their travel choices and share your own vacation plans.

2. Focus on business topics, saving social discussions for after the presentation.

3. Show interest by asking them about memorable experiences from their trips.

4. Begin with a detailed summary of your presentation topic.

5. Ask how they like to spend their leisure time as a way to break the ice.

6. Note their travel experiences and move directly to the project details.

Question 4: | In the next meeting, a colleague, Abdul, seems focused on his

accomplishments, which shifts the client’s attention. You aim to redirect the focus toward
client-centered goals. How would you tactfully shift Abdul’s focus to better align with Acme’s
needs?

1. Encourage Abdul to ask open-ended questions about Acme’s challenges.

2. Suggest Abdul present a separate meeting focused on his expertise.

3. Directly remind Abdul to avoid discussing personal achievements.

4. Offer Abdul supportive feedback and prompt him to share data-focused insights.

5. Interrupt and pivot to the project details, minimizing his input.

6. Suggest Abdul keep a detailed summary of his achievements as a reference.

Question 5: You’re in a strategy meeting where Ms. Abena suggests a change you think may
create issues. Practicing radical candor could help address the potential problem
respectfully. What approach would best demonstrate radical candor in expressing your
concerns?

1. Thank Ms. Patel for her input but remain neutral on the suggestion.

2. Directly point out flaws in her suggestion to clarify your viewpoint.

3. Privately email Ms. Patel later to discuss the issue away from the group.

4. Acknowledge her perspective, then openly discuss potential challenges with the
team.

5. Suggest an alternative without explaining why her idea may be problematic.

6. Request time to analyze the suggestion and get back to her later.

Question 6: During a client meeting, one of Acme’s directors dismisses your team’s ideas.
How can you handle this dismissal without compromising the team’s goals?

1. Challenge the director immediately to defend your position.

2. Thank the director for their feedback and move to the next agenda item.

3. Calmly ask for clarification to better understand their concerns.

4. Suggest a follow-up meeting to discuss the disagreement.

 5. Highlight the director’s perspective and seek a compromise.

6. Ignore the comment and proceed with the original plan.

Question 7: | Trust in Relationship Economics: Valuing Long-Term Partnership

Blackbird aims to establish a lasting partnership with Acme. Presenting the trust equation’s
long-term benefits might encourage continued collaboration. How can you best illustrate the
long-term value of trust-based consulting to Acme?

1. Emphasise Blackbird’s financial stability as a reliable partner.

2. Share examples of Blackbird’s successful long-term partnerships.

3. Outline expected project savings and cost benefits over time.

4. Describe how trust-based relationships lead to fewer project delays.

5. Highlight trust’s role in creating an adaptable consulting approach.

6. Present data showing lower costs associated with retained clients.

Question 8: | Enhancing Collaboration with Integrative Negotiation

During a negotiation, Acme’s team seems resistant to some terms. Practicing integrative
negotiation techniques might help align both teams’ interests. Which approach best supports
integrative negotiation with Acme?

1. Outline non-negotiable points early to prevent misunderstandings.

2. Encourage open discussion of all options to identify shared interests.

3. Set clear boundaries around what Blackbird can offer.

4. Provide a fixed solution, minimizing Acme’s decision-making role.

5. Focus on areas where Acme will benefit most and avoid disagreements.

6. Present a list of concessions to foster compromise.

Question 9: Cultivating Emotional Intelligence: Connecting through Active Listening

In a feedback session, Mr. Powell raises additional concerns. Demonstrating active listening
could deepen trust and showcase Blackbird’s commitment to his needs.
Question 10: Which response best demonstrates active listening and emotional
intelligence?

1. Acknowledge his concern and offer a summary before suggesting solutions.

2. Redirect to the main project goals, minimizing side discussions.

3. Suggest Mr. Powell submit his concerns in writing for further review.

4. Reiterate his concern with your own interpretation, then proceed.

5. Agree with Mr. Powell and assure him of your team’s attention to detail.

6. Focus on the primary objectives and note his concern for later discussion.

Part C | Verity Finance: Navigating Communication Challenges in a High-Stakes

Financial World

Verity Finance, a global leader in investment and wealth management, rapid growth has
exposed critical gaps in internal communications. Over the past year, Verity Finance has
struggled to maintain clear, structured communication across its diverse departments, a
problem that has begun to hamper productivity and client satisfaction. Known for its high-
stakes environment, Verity has traditionally relied on a fast-paced, results-oriented culture
where communication issues were often overlooked. However, with teams now spread across
continents and working remotely, these long-standing communication weaknesses are
increasingly difficult to ignore.

“Communication should be the backbone of our operations, but we’re finding that it’s more
of a stumbling block,” remarks Catherine Omoriodon, Verity’s Head of Operations. “When
teams can’t communicate effectively, it’s like we’re running a relay where the baton is
constantly being dropped.” Catherine’s concern echoes a sentiment felt across the company,
as miscommunication and unclear directives have led to delays, errors, and a general sense
of frustration among staff.

These communication issues have multiple roots. Verity’s reliance on complex, jargon-heavy
language, combined with a culture that prioritises speed over clarity, has created barriers
between departments. "Our analysts and investment managers often speak in technical terms
that other departments don’t understand, leading to confusion and mistakes," Catherine
explains. Additionally, with Verity’s employees handling multiple projects simultaneously,
messages and updates are frequently lost or misinterpreted, further compounding the
problem.

The consequences of these miscommunications are far-reaching. Critical deadlines have

been missed, and reports have been filed with significant errors, causing embarrassment and
even financial losses for some clients. The pressure to stay competitive and responsive to
clients has never been higher, but without efficient internal communication, Verity Finance
risks compromising the very trust and reliability it is known for. “When communication breaks
down, we’re not just losing time and money, we’re losing credibility with our clients,”
Catherine emphasises.

Moreover, these challenges are taking a toll on Verity’s workforce. As staff grapple with
unclear instructions and frequent misunderstandings, morale has taken a hit. The fast-paced
work environment leaves little room for clarification or team discussions, and employees are
often reluctant to ask questions or seek additional guidance. “There’s a culture of ‘figure it out
on your own’ that doesn’t work in the long term,” says Michael Brooks, a senior analyst.
“People feel isolated and disconnected from each other, and that doesn’t help anyone
succeed.”

Recognising the gravity of the situation, Verity’s management has sought the expertise of
BrightWave Solutions, a consulting firm specialising in organisational communication. Your
team at BrightWave has been brought in to conduct an in-depth analysis and propose a
comprehensive communication strategy. The goal is to enhance Verity Finance’s internal
communication practices, creating a structure that supports clarity, teamwork, and
productivity.

In a recent kickoff meeting, Catherine and her team outlined their priorities: simplifying
communication protocols, reducing jargon, encouraging cross-departmental collaboration,
and fostering an environment where employees feel comfortable asking for clarification.
“We’re at a critical juncture,” Hale asserts. “Our success depends on our ability to
communicate effectively. Without that, all our hard work goes to waste.”

As BrightWave Solutions, your team is now tasked with designing a communication strategy
tailored to Verity Finance’s high-stakes setting.

Question 1: As part of the kickoff with Verity Finance, Catherine Omoriodon (Head of
Operations) has shared several examples of miscommunication issues affecting productivity.
In one instance, a major project’s deadline was missed because critical updates didn’t reach
all team members. Catherine wants your team to help identify the root causes of these
breakdowns and propose immediate, practical changes. Which of the following would best
capture the main communication barrier at Verity Finance?

1. Teams using different communication tools without standardized practices.

2. Frequent jargon-heavy communication between departments.

3. Leadership's reluctance to address communication issues openly.

4. Overreliance on written communication without face-to-face interactions.

5. A lack of training in structured communication techniques.

6. Pressure on employees to deliver quickly without enough time for clarification.

Question 2: | Verity’s employees often handle multiple projects, resulting in frequent missed
or misinterpreted messages. Your team is tasked with implementing streamlined
communication protocols that prevent vital information from slipping through the cracks.
Which of the following changes would be most effective in reducing misunderstandings and
ensuring that messages reach everyone involved?

1. Mandate that all project updates are sent via email only, so there’s a clear written
record.

2. Hold a weekly all-staff meeting to go over every project in detail.

3. Implement a standardized project management tool where team members can track
updates in real time.

4. Require each department to send a daily summary of tasks and updates.

5. Encourage departments to keep conversations in messaging apps for quick access.

6. Assign one person to handle all communications to ensure consistency.

Question 3: | Catherine has noticed that Verity’s analysts and managers often use complex
financial terms in emails to other departments, leading to confusion. The leadership team is
open to changes that will make communication more accessible across departments. Which
approach would best reduce jargon and improve clarity in Verity Finance’s internal
communications?

1. Require all employees to use simple language and avoid technical terms.

2. Implement a glossary of common financial terms accessible to all employees.

3. Offer training sessions on writing effective business emails.

4. Encourage team leads to review emails before they are sent out to ensure clarity.

5. Adopt a company-wide template for emails to ensure consistency.

6. Encourage the use of more visuals and charts in communications to simplify

Question 4: | Verity Finance has a culture that emphasises speed and results, making
employees hesitant to ask clarifying questions. Catherine is concerned that this culture is
preventing effective information exchange and collaboration. What approach would most
effectively encourage a culture of open communication and questioning at Verity Finance?

1. Introduce a feedback system where employees can rate communication clarity after
meetings.

2. Host regular Q&A sessions with leadership to promote transparency.

 3. Create a policy requiring managers to check in with employees individually.

4. Establish a mentorship program where newer employees can freely ask questions to
senior team members.

5. Provide anonymous channels for employees to submit questions or concerns.

6. Hold mandatory weekly “clarification hours” where employees can ask any pending
questions.

Question 5:| After implementing initial changes, BrightWave Solutions is asked to create a
long-term strategy to maintain and improve communication effectiveness at Verity Finance.
This strategy should incorporate practices that build on clarity, accountability, and
collaboration.

Final Task: Draft an outline of a sustainable communication strategy that includes specific
actions to promote ongoing clarity, structured updates, and an inclusive culture. Your
strategy should address Verity’s need for clear communication while balancing their fast-
paced work environment.