Networking

91��ɫ Business School students pitch to investors at London Tech Week

Lou Lee — Mon, 14 Apr 2025 10:15:24 +0000

91��ɫ Business School students pitch to investors at London Tech Week

Lou Lee Mon, 14/04/2025 - 10:15

15 July 2026 News

Business School academic nominated for second term on UK's fiscal watchdog

14 July 2026 News

Celebrating the Dean’s Community Award winners

9 July 2026 News

91��ɫ Business School achieves 91% average positivity score in National Student Survey

18 June 2026

London Tech Week, held from 8-12 June, is the UK’s premier destination for innovation, collaboration and growth in the tech sector. 91��ɫ’s stand showcased the university’s world-leading research, breakthrough ventures and growing innovation ecosystem through WestTech London, with strong involvement from 91��ɫ Business School alongside 91��ɫ Global, the School of Convergence Science, Lifelong Learning, and wider innovation partners. Together, teams championed how 91��ɫ works with businesses, investors and partners to translate scientific discovery into real-world impact.

As part of the week, student founders from the MSc Innovation, Entrepreneurship & Management (IEM) programme presented at the annual IEM Demo Day – a fringe event that brought together early-stage founders, alumni, investors and the wider London start-up ecosystem.

The Demo Day marked the culmination of a year-long programme in which students develop and refine their ventures, pitching live to a panel of judges and audience of industry professionals.

Tanushri Bhuruk, winner of the IEM Demo Day £1,000 cash grant prize, pitched Enso, a mental health app that helps users better understand their emotions through guided journaling and connect with suitable therapists. The app is already live on the App Store with users across five countries.

Tanushri said: “Presenting my startup was a genuine privilege. Enso came from a personal experience, so to stand in front of such a talented group of founders and have it recognised meant a lot. Winning the prize gave me a real push to keep building with even more energy - proof that what we’re building has an impact beyond just us.”

“There was a palpable energy in the room. For those pitching, this was the moment they moved from being students with an idea to becoming true entrepreneurial teams.”

Andrew Humphries

Entrepreneur in Residence and Module Lead for MSc Innovation, Entrepreneurship & Management (IEM)

Throughout London Tech Week, IEM students also engaged directly with investors, founders and partners at the 91��ɫ stand, presenting their ventures and receiving feedback from across the start-up community. For many, it was their first chance to test ideas in a live, high-profile innovation environment.

Reflecting on the experience, Andrew highlighted the importance of communication in early-stage entrepreneurship: “I’m constantly surprised by the power of storytelling and creating both an emotional connection and a commercial rationale with an audience. When something is being judged on just a five-minute pitch, you never quite know who will win – and even if you don’t win on the day, you may meet someone who helps move you towards your goals.”

Students gained valuable insights from engaging with industry experts during the week, with many describing the experience as a key moment in developing their ventures beyond the classroom.

Guglielmo Cimolai, an MSc Artificial Intelligence Applications and Innovation student, said: “For me, the best part was the conversations I had in those three days, surrounded by amazing founders building genuinely hard things. I’m thankful to everyone who stopped by to challenge our thinking.”

Solenn Sandberg, an MSc IEM student who reached the final stages of judging, said: “What made this experience even more special for me is that this is an idea I have carried with me for twelve years. What started as a childhood dream became something I had the opportunity to develop.”

The IEM Demo Day and London Tech Week activities form part of 91��ɫ Business School’s wider experiential learning approach, giving students hands-on opportunities to develop, test and scale ventures in real-world settings.

Andrew described the value of these experiences in helping students transform ideas into real ventures: “This is often when something moves from concept to reality. Talking to potential customers and investors, meeting incubators and accelerators, and stress-testing ideas with experienced voices is what makes the difference.

By embedding student founders within major innovation events like London Tech Week, 91��ɫ Business School continues to strengthen its role in developing entrepreneurial talent and supporting the next generation of start-ups.

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Student founders from 91��ɫ Business School’s MSc Innovation, Entrepreneurship & Management programme showcased their ventures to investors, innovators and industry leaders at one of the UK's leading technology events.

91��ɫ's London Tech Week stand at Olympia London

3 minute read

“Markets are really sociology with bond maths,” says London Stock Exchange CEO at 91��ɫ Business School

Shamita Harsh — Mon, 14 Apr 2025 10:15:24 +0000

“Markets are really sociology with bond maths,” says London Stock Exchange CEO at 91��ɫ Business School

Shamita Harsh Mon, 14/04/2025 - 10:15

15 July 2026 News

Business School academic nominated for second term on UK's fiscal watchdog

14 July 2026 News

Celebrating the Dean’s Community Award winners

9 July 2026 News

91��ɫ Business School achieves 91% average positivity score in National Student Survey

17 March 2026

What does generosity look like in global finance? This question framed the conversation between Dame Julia Hoggett, CEO of the London Stock Exchange and Peter Todd, Dean of 91��ɫ Business School, at this year’s Joan Woodward Memorial Lecture.

As part of this year’s theme “Give to Gain”, the event, which marked International Women’s Day, focused on how generosity in leadership, mentorship and opportunity can shape stronger institutions and more inclusive markets.

The event honoured Joan Woodward, one of 91��ɫ’s earliest female professors and a pioneering scholar, whose research showed that organisational structures must adapt to their social and technological context.

A sociologist in finance

Opening the discussion, the Dean noted that Woodward’s insight on organisations being fundamentally social systems remains highly relevant today.

“Joan Woodward brought a sociologist’s eye to questions of power, structure and technology – and demonstrated that management is, above all, a social practice.” he said. “It was therefore especially fitting that our speaker this year should be Dame Julia, someone who has carried that social and political science perspective into the heart of global finance. It was a great pleasure to have her with us.”

That perspective has shaped Hoggett’s own career. In 2024, she was awarded a Damehood for services to business and finance, recognising both her industry leadership and her work championing more inclusive workplaces.

“Markets are really sociology with money,” she told the audience. “They’re about how large groups of people think, behave and organise themselves.”

“It was... especially fitting that our speaker this year should be Dame Julia, someone who has carried... [a] social and political science perspective into the heart of global finance.”

Peter Todd

Dean, 91��ɫ Business School

Trust and access to capital

Exchanges, Hoggett argued, act as essential conveners in the global financial system.

“Stock exchanges bring together those who have capital with those who need it,” she said. “Trust has been at the heart of every transaction in this city for 300 years, and it still is. Maintaining it requires institutions that prioritise trustworthiness.”

“What the world needs is not more trust,” Hoggett said, echoing philosopher Onora O'Neill. “The world needs more trustworthiness.”

That principle has also shaped her views on access to capital: “One of the reasons I care so passionately about public markets is that they are inherently democratising.” she said.

By contrast, she suggested that private markets can concentrate opportunity among already wealthy investors. Supporting companies as they move from private to public funding, she said, helps broaden wealth creation across the economy.

Leadership through generosity

For early-career professionals in the audience, Hoggett emphasised that leadership is about generosity – giving time, mentorship and opportunity to others.

Her advice: “You can lead from any seat in an organisation. Leadership starts when you understand your role in the wider system and take full ownership of it. Master your brief, understand the context and seek to shape outcomes, and you can do far more than you think.”

That spirit reflects the legacy of Woodward herself: a scholar whose work reshaped how organisations are understood and whose influence continues to inspire new generations of leaders to rethink how markets truly work.

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Speaking on the theme “Give to Gain” at the Business School's annual Joan Woodward memorial lecture, Dame Julia Hoggett, London Stock Exchange CEO, highlighted why trust and culture matter for markets – and why access to capital matters for the country

Main image: 91��ɫ Business School

2 minute read

“Representation influences capital allocation” says Lara Cathcart at 91��ɫ’s third annual Women in Finance event

Shamita Harsh — Mon, 14 Apr 2025 10:15:24 +0000

“Representation influences capital allocation” says Lara Cathcart at 91��ɫ’s third annual Women in Finance event

Shamita Harsh Mon, 14/04/2025 - 10:15

15 July 2026 News

Business School academic nominated for second term on UK's fiscal watchdog

14 July 2026 News

Celebrating the Dean’s Community Award winners

9 July 2026 News

91��ɫ Business School achieves 91% average positivity score in National Student Survey

3 March 2026

Once characterised as a “boys’ club”, the finance sector is undergoing a cultural shift that is reshaping how decisions are made. Greater representation at senior levels is increasingly recognised as influencing how capital is allocated.

91��ɫ Business School’s third annual Women in Finance event explored how women are influencing capital markets and redefining leadership across sustainable finance.

An investment narrative that is rooted in embracing change

The keynote address was delivered by Hortense Bioy, former Head of Sustainable Investing 91��ɫ at Morningstar Sustainalytics, who focused on building a more sustainable and inclusive financial future. She explored how geopolitical uncertainty has reshaped sustainable investing strategies, creating both complexity and opportunity.

“The media often debates whether ESG is dead,” Bioy observed. “What we are witnessing right now is an evolution of practices, a recalibration by businesses and investors alike. What’s fading is a version of ESG that relied heavily on labels and was often disconnected from financial outcomes, to make room for pragmatism and realism.”

Her message underscored the importance of data-driven research and thoughtful analysis in navigating rapidly changing markets. She also offered advice to young women entering the sector, encouraging attendees to embrace opportunity: “Step beyond your comfort zone. Visibility and persistence matter. No is rarely the end.”

“Through events like Women in Finance, 91��ɫ Business School reaffirms its commitment to advancing women across the financial sector, creating space for leadership, visibility and meaningful dialogue.”

Lara Cathcart

Professor of Finance, Academic Director for MSc Finance and MSc Risk Management and Financial Engineering

Improving gender inclusion in sustainable finance

The panel discussion, moderated by Fiona Frick, Finance Advisory Board Member and Founding Partner at Circe Invest, examined how female voices are shaping sustainable finance, impact investing and fintech.

Lise Renelleau, Head of 91��ɫ and Innovation for the IQ Lab at HSBC Asset Management, reinforced the importance of measurable impact. She expressed optimism that as access to high-quality data improves, ESG – once perceived as a top-down imposition – is increasingly being integrated into portfolio construction and reporting. While AI and advanced technologies can enhance data analysis, she stressed that human judgement remains essential in translating information into meaningful insight.

Kamini Banga, Chair of the Banga Family Trust, reflected on her experience working in India, where workplace equity was less established when she began her career. From identifying public healthcare investment needs in rural communities to overseeing family enterprise, she highlighted the importance of a just transition in emerging markets.

Zoe Jankel, Vice President and Senior Credit Officer at Moody’s Ratings, spoke about cultural change within organisations. She noted a shift away from expectations that women must conform to traditionally masculine leadership styles. Increasingly, authenticity is recognised and valued at senior levels.

The evening concluded with remarks from Lara Cathcart, Academic Director for MSc Finance and MSc Risk Management and Financial Engineering. Acknowledging the significant evolution in the finance industry, she reflected that there are still male-dominated pockets, especially at the senior leadership level:

“Representation is not simply about equity; it directly influences how capital is allocated, how risk is assessed, and how innovation is fostered. Through events like Women in Finance, 91��ɫ Business School reaffirms its commitment to advancing women across the financial sector, creating space for leadership, visibility and meaningful dialogue.”

Note: This article's headline was updated from: “Representation influences capital allocation” says Professor of Finance at 91��ɫ’s third annual Women in Finance event on 05.03.2026.

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91��ɫ Business School’s event showcased female leaders driving sustainable investing, ESG innovation and long-term value creation.

Main image: 91��ɫ Business School | Fergus Burnett

3 minute read

Preparing to relaunch or transition your career

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Preparing to relaunch or transition your career

Francesca Hoare Tue, 04/03/2025 - 09:31

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1 June 2026 Alumni

Lessons, insights and early career advice from 91��ɫ Business School Master’s alumni

We recently caught up with some of our Master’s alumni, who reflected on their early careers after graduating from 91��ɫ Business School. In this blog, they draw on their own experience to offer advice to those who are about to enter the job market.

29 May 2026 Alumni

Real career advice from 91��ɫ MBA alumni

We recently caught up with alumni from 91��ɫ Business School’s Full-Time MBA, Weekend MBA and Global Online MBA programmes, who shared insights and advice into succeeding in your career post-MBA studies. Read what they have to say in this blog.

21 October 2018

Alumni

Guest blogger Dominie Moss, Founder of The Return Hub* gives advice on relaunching your career or transitioning into a new career and how to make sure you stand out against the competition.

Preparing to relaunch or transition your career

Highly qualified, heavily experienced and skilled, but struggling to even get feedback on your CV let alone an interview? Intentionally or not, some recruitment practices make it easier for companies to hire people who are like the people who already work there (square peg-ism) – because it’s easier just to wave in ones who match their existing employee mold, rather than spend time searching out and assessing new kinds of people to join.

I meet hundreds of highly skilled, experienced and qualified professionals who have taken time out to care, to travel, to study or to start their own businesses and are overlooked in this way. Many are already in careers, but looking for a way to transition into something slightly different and struggling to make that leap because they are still considered a round peg.

To my mind, this is a hidden talent pool and thankfully, there are increasing numbers of forward looking firms that are beginning to share my view.

So how can you best prepare to relaunch or transition your career?

Focus your strategy

It is important that you know what it is that you are aiming for and that you can visualize what that might look like. Ask yourself some key questions before you make a start on your search:

What do you want to do?
Why do you want to do it?
Will it fulfill you?
How do you want to work (what working pattern can you commit to?)
What environment will suit you best?

The honest answers to these questions will set you on the right pathway. Ring fence 3 or 4 types of roles that would suit your experience and where you can add value.

91��ɫ your target area

Look carefully at the industry and the firms you’d like to target. Visit the relevant company websites. Do they have a diversity and inclusion policy? Have they published career case studies that demonstrate an openness to hiring? Have they run a returner programme or similar? Use social media to further drill down. Twitter, Facebook and Instagram can give you a more informal insight and these feeds are often more up-to-date than websites.

Identify where your skills gaps are

If you are looking to transition into a new area, what will you need to get up to speed? Look at the relevant industry bodies for support. Organisations such as the CFA Society for example offer lots of resources to their members. Check alumni groups for resources to help you keep up-to-date and current. There will also often be networking events, webinars, articles and courses – all of which will help you to keep or become current in your chosen sector. Consider what technical or regulatory qualifications you might need if you are looking for a career change. What other skills are there that would add value to your chosen field. If you haven’t already got a specific qualification, you may want to consider whether further investment will be right or necessary for you to achieve your career goals.

Sharpen your CV

Your CV outlines the business case for why you should be hired. It should demonstrate what sets you apart from all the other people in the market and how you can meet the needs of the organisation. Showcase your skills rather than your knowledge (which may or may not transfer) and how they could be applicable and transferable. How can they be used to demonstrate you can find solutions in your target industry? What are the pressure points and how can you help? Describe each role with achievement-led bullet points and illustrate these with examples with what you have delivered.

Beat the Applicant Tracking System

Sometimes referred to as an ATS, most companies and traditional recruitment agencies use Applicant Tracking Systems as the first stage of the screening process. So if you have emailed your CV via one of these and you have a gap in your CV or your skills don’t match the role, your CV may never get in front of a human! This can really sabotage your attempts to get an interview so it’s important to tailor your CV to the relevant role using key words. Choose 6 or 8 key skills and bullet point them at the top of your CV.

Network

In his book Empowering yourself, the organisational game revealed, Harvey Coleman asserts that performance counts for 10% of your success, image 30% and exposure a huge 60%. Furthermore, it is estimated that around 80% of people actually get their jobs through their networks.

You should look to meet people that can advise and mentor you and can point you in the right direction. Take some time to think about your current network and how diverse it is. Look to actively expand this with people that can help you on your journey. LinkedIn is a good starting point for this, but look strategically for networking events that you can attend to make new contacts. Be bold and ask for help – you’ll be surprised with where it might lead.

* The Return Hub is an executive search firm that places professionals who want to relaunch their careers with employers in the financial services sector. They also advise on and implement practical strategies that companies can use to target, assess, hire and support returning talent.

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How MSc Strategic Marketing has shaped me

Helen Richardson — Wed, 12 Feb 2025 14:21:54 +0000

How MSc Strategic Marketing has shaped me

Helen Richardson Wed, 12/02/2025 - 14:21

1 June 2026 Alumni

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8 August 2025 Student blog

Things I wish I knew before starting my Master's at 91��ɫ Business School

From our recent graduates to our new starters; get advice and insights that will help you thrive as you start your 91��ɫ Business School Master’s journey.

19 August 2024

Student blog

Our MSc Strategic Marketing leverages the Business School's top marketing faculty and experts in strategy, entrepreneurship, and technology. The programme uniquely integrates marketing fundamentals with cutting-edge technology and data-driven decision-making. Suhani Gupta, a MSc Strategic Marketing student, shares her reflections on the enriching journey of studying this dynamic programme.

The MSc Strategic Marketing programme has given me a global perspective and showed that possibilities are endless, so keep on expanding your horizons.

London, a city rich in history and innovation, where cobblestone streets echo with countless tales. Just as Arthur Conan Doyle brought Sherlock Holmes' adventures to life on these very streets, my own journey began when I joined 91��ɫ Business School.

Choosing 91��ɫ Business School

With an engineering background and a stint at a top management consulting firm, I felt there were still missing pieces in my career puzzle. It became clear that marketing was the key to completing that picture.

Applying to the MSc Strategic Marketing at 91��ɫ was a clear choice. It has turned out to be the ideal blend of everything I had envisioned. While the prestigious ranking and the 91��ɫ's esteemed reputation are significant draws, what truly sets this programme apart is its comprehensive approach. It’s not merely marketing; it’s a fusion of strategy, entrepreneurship, and innovation. As I look back on my journey so far, here are my reflections.

Embracing the unknown

Embrace the unknown there and take risks. Initially daunting, I had to step out of my comfort zone to improve in areas where I felt less confident. The programme has helped me enhance my presentation and time management skills and take on leadership roles, fostering personal growth and newfound confidence in my abilities.

I always thought marketing was just about creativity, but as I near the end of my programme, I realised it’s much more layered. MSc Strategic Marketing has taught us to think strategically and adopt an entrepreneurial mindset, preparing us to be future leaders. It has made me even more curious and observant. Staying abreast of industry trends and continuously learning new skills is crucial to staying ahead in our careers.

Learning at 91��ɫ

There will be opportunities for you to choose your electives, to fill gaps in your knowledge. I thoroughly enjoyed electives like Effective Crisis Management and Market Decision Making which were different from what I had studied and gave me an insight into what goes behind building a successful business. Apart from this, it is imperative to make the right choice for the summer term. I opted for a consulting project from the other options available because I wanted to apply my learnings to a practical setup and working with a client like Pladis, one of the largest biscuit manufacturers in the world has been one of the most rewarding experiences.

Learning at 91��ɫ goes well beyond the classroom. Since the beginning, I have been actively involved in various clubs, holding positions such as Chief Marketing Officer for the India Business Careers Club and Head of Retail for the FMCG, Luxury, and Retail Careers Club. I also dedicated time to volunteering for 91��ɫ-supported events and social causes. Additionally, I enjoyed the opportunity to choreograph for the annual cultural event of the Indian Society. This involvement has not only enriched my educational journey but also equipped me with leadership skills and provided invaluable exposure to diverse aspects of student life, making my experience fulfilling.

Team work

We’ve all heard the saying "Teamwork makes the Dream work," a significant portion of the coursework here revolves around group projects but experiencing it first-hand was more challenging than I expected. Collaborating with students from diverse backgrounds, each bringing a unique perspective, has been both intellectually stimulating and humbling. It required mastering the art of unlearning and relearning, more than just dividing tasks—it’s been about leveraging each person’s unique strengths to achieve a common goal. And, in this journey, you come to realise that your team members often become lifelong friends.

Value of Networking

You quickly learn that "one's network is their net worth." The programme provides countless avenues like Career fairs, and guest sessions, allowing you to forge strong relationships with leaders you look up to. A standout experience for me was the CMP lectures delivered by the industry experts that helped build a deeper understanding of several topics and breakfast with board events during the Woman@91��ɫ Week, where sessions offered the chance to engage in profound conversations with trailblazing women.

"The MSc Strategic Marketing programme has given me a global perspective and showed that possibilities are endless, so keep on expanding your horizons. Don’t come here only for just world-class rankings, groundbreaking research or industry-rooted courses, 91��ɫ is about a transformational journey that prepares you for life and this journey for me has been the culmination of a childhood dream and I would do it all over again."

Learn more about MSc Strategic Marketing

Study a Master's in Strategic Marketing at 91��ɫ full-time and on-campus to gain the skills in business to be a marketing leader.

How to apply for MSc Strategic Marketing

Discover our admissions process for the MSc Strategic Marketing at 91��ɫ Business School, including entry requirements, how to apply and key dates.

Explore our programmes

Study at a global top-10 ranked university. Discover our suite of four 91��ɫ MBAs, Masters' in finance, management, and specialised areas, PhD programme, and undergraduate courses.

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4 minute read

The conversational foul of boomerasking: Wall Street Journal covers research by Dr Michael Yeomans

Evie Burrows-Taylor — Mon, 03 Feb 2025 11:06:37 +0000

The conversational foul of boomerasking: Wall Street Journal covers research by Dr Michael Yeomans Evie Burrows-Taylor Mon, 03/02/2025 - 11:06

21 January 2025

Networking

Why dreamers and realists are key to innovation, and how to bring them together

Anne ter Wal — Wed, 15 Jan 2025 12:14:02 +0000

Why dreamers and realists are key to innovation, and how to bring them together

Anne ter Wal Wed, 15/01/2025 - 12:14

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Professor Anne ter Wal’s research on “Dual Networking: How Collaborators Network in Their Quest for Innovation” shows that dreamers and realists must collaborate early on to prevent ideas being watered down and to turn creative potential into real-world results.

The principal challenge of innovation is to marry technological opportunity with societal or business need. True innovation is difficult because of the obstacles in bringing these two things together when conceiving ideas, evolving them, and gaining buy-in to develop them. Networks are key to overcoming these obstacles, as they bring together diverse perspectives that shed light on where opportunities might arise, how needs are likely to change, and how to recognise the moment when the two align.

Architects can design stunning buildings but need the expertise of pragmatic engineers to realise their vision. Film directors with expansive creativity rely on the diligence and tenacity of their producers to bring storylines and scripts to life. In the same way, corporate innovators work with managers to make what’s possible meet what’s needed. As these examples show, cross-role collaborations often require dreamers and divergent thinkers to work together effectively with realists and convergent thinkers.

Effective collaboration in such partnerships, however, is far from straightforward. It requires individuals to build connections with people outside the like-minded groups with which they are most familiar and naturally inclined to connect. The same differences in perspective that are integral to what can make creative partnerships work so well can be a source of misunderstanding and disagreement. This limits the ability of creative minds and practical thinkers to leverage their combined potential.

When ideas are ready to progress, both dreamers and realists alike need to engage in “intimate co-creation", which means working together from an early stage.

What does this look like in practice?

How, then, can dreamers and realists learn to work together more harmoniously and fruitfully? The answer lies in cultivating daily habits that encourage early, open interaction. Leaders can help by fighting the temptation to water down new concepts until they fit existing ways of working, and by providing a safe and free working environment for creative minds to experiment.

Within such a framework, both dreamers and realists need to embrace "creative collisions". They need to both deliberately seek exposure to new ideas at an early stage, outside of their comfortable and familiar circles, and open up about what ideas are on their mind in spontaneous day-to-day interactions.

In most innovation settings, this can look like technologists (the specialist scientists whose expertise and curiosity breed novel ideas) taking active steps to discuss ideas with managers, engineers, lawyers and other more practically focused colleagues, and vice versa. Seeding ideas in this way helps to hone them and allows all parties to spot the crucial moment when technological opportunity and market need may converge.

Following this stage, when ideas are ready to progress, both dreamers and realists alike need to engage in “intimate co-creation", which means working together from an early stage. This sounds simple but represents a significant break from the business world’s normal way of working, where ideas are typically taken to a certain stage and then handed over to another team to take forward sequentially. Often, such handovers lead to ideas being watered down and creativity being compromised.

By working side-by-side with practical, realist colleagues on a project from inception, creatives reduce the risk that bold ideas are diluted or dismissed and transform potential sceptics into enabling partners who help turn vision into reality.

Culture change

In a world of accelerating technological change and shifting economic conditions, organisations cannot afford to miss the fleeting moments when a societal need and a technological opportunity align. Fostering a collaborative culture of innovation, where creatives are confident their ideas are valued and practical minds are comfortable working with them, might be the surest way to avoid missing out on those vital moments.

Putting this into practice, however, can take time and effort, as it relies on breaking down the siloes that divide not only teams but also roles and professions in organisations. This requires different (net)working practices and habits, and the willingness for both visionaries and realists to leave their comfort zones.

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Ahead of his inaugural lecture on the power of networks in technological innovation, Anne ter Wal, Professor of Technology & Innovation Management, explores why innovation demands more than sequential workflows.

Main image: pixelfit / iStock via Getty Images

4 minute read

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The art of effective conversation

Michael Yeomans — Thu, 02 May 2024 13:27:37 +0000

The art of effective conversation

Michael Yeomans Thu, 02/05/2024 - 13:27

9 May 2024

Dr Michael Yeomans offers practical strategies for aligning conversational goals with business objectives, ensuring every interaction counts

Conversation matters – nearly every human activity involves conversation, whether spoken or written. But in a business world increasingly defined by remote and hybrid work, and by automated and algorithmic processes, it can feel like opportunities to communicate and converse with colleagues, staff, bosses and customers are few and far between.

And yet the stakes of each of those conversations – an impression, a connection, a decision – are high.

So how do we know if a conversation is going well? There’s no single definition of effective conversation that will apply to all people in all situations, but we can perhaps say that a conversation is successful for one person if they achieve their goals. To do this, though, people first need to be aware of their goals – something that is rarely the case.

The most effective conversationalists take a much more deliberate approach

Our research sets out a framework – the “conversational circumplex” – that can help in this regard, by classifying the different goals people might pursue in conversation. We divide these into two categories: informational (the extent to which a speaker’s motive is to give or receive accurate information) and relational (the extent to which a speaker’s motive is to build the relationship).

A speaker with high informational motivation might ask a lot of questions or give instructions, while low informational motivation might see them tell lies, keep quiet, or dodge questions. High relational motivation might see a speaker apologise, admit an error, or flatter their partner, whereas low relational motivation may lead them to claim credit, assign blame, or avoid laughing at a joke.

Identifying goals in conversation

Conversational goals are complex and multifaceted. They are also changeable – a single comment or a shift in circumstances might alter them completely. Goals can also be incompatible with one another. For example, a manager might want to ask a staff member about the progress of a project but refrain from doing so for fear of being perceived as overbearing.

The same applies to your conversation partner’s goals, and it’s important to recognise that their goals may not be in line with yours. Failure to be aware of this can prevent you from seeking information or finding ways to mutually satisfy everyone’s goals.

A conversation is successful for one person if they achieve their goals

The conversational circumplex can help provide clarity here. It can help you identify your own goals, and plan for how these might come into conflict during the conversation. It can also help you reflect on the other person’s goals, in order to spot potential points of alignment and conflict. This can help you make choices that are more likely to advance both your interests.

The distance between any two goals within the circumplex gives an idea of how compatible they might be, with bridging the gap between informational and relational goals particularly challenging. For example, coordinating plans and brainstorming new ideas might be easier to pair in a single conversation, whereas persuading while also trying to avoid awkwardness may be tougher to achieve simultaneously.

Practical tips for professional conversations

There are two key tips for putting this learning into practice. Received wisdom would have us believe that good conversation is effortless and unprepared. In truth, however, the most effective conversationalists take a much more deliberate approach. So, the first practical tip is to spend time – even if it’s as little as 30 seconds – thinking about your goals and the other person’s goals.

This is because the act of identifying goals ahead of time helps to mitigate stress and allows you to fully focus on the conversation, rather than worrying about what to talk about or what direction it might take. The circumplex can potentially make this more effective, by drawing your attention to potential points of conflict and avenues for agreement.

Conversational goals [...] are also changeable – a single comment or a shift in circumstances might alter them completely

The second practical tip is to ask questions. These should be relevant to the topic at hand and follow from what the other person is saying. Again, the circumplex can be useful here, as a sense of both your own goals and the other person’s goals makes it more likely that you will ask fruitful questions, which either bring you closer to agreement or reveal more information about the other person’s motives.

These might seem like “good to know” tips for everyday life, but they can also be critical tools in the business world. For example, there is a growing demand for interpersonal "soft" skills in C-suite executives. This suggests there is value in starting to hone awareness of different conversational approaches, motives and goals at any career stage.

Over time, as you reflect on how successful different approaches are in achieving different goals, and to what extent you and others lean towards relational or informational goals in certain scenarios, this can help you become a better, more effective, and – ultimately – more successful conversationalist.

This article draws on findings from “The Conversational Circumplex: Identifying, Prioritizing, and Pursuing Informational and Relational Motives in Conversation” by Michael Yeomans (91��ɫ), Maurice E. Schweitzer (University of Pennsylvania) and Alison Wood Brooks (Harvard University).

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