Telling isn't Teaching

I was first introduced to case study learning nine years ago. During what was to become an annual trip to Harvard Business School in the depths of Boston’s sub-zero winter, I discovered that learning through the stories of real people and businesses was far more compelling than the usual dry theories and raw opinions of 'experts'. Rather than being told what to do, we found solutions through shared experiences.

I remembered my excitement at the prospect of bringing this method back to Ray White. “Everyone will love it,” I thought! It didn't take long for me to share one of the cases we studied in Boston and during the session, I did my best impersonation of the professor.

It was quite shocking to find the team seemed largely disinterested. There was certainly no standing ovations at the end, as is customary in Boston! At first I thought the problem was with them, until I realised what was missing.

For a story to be credible, it needs to be told either directly by the person who lived it or by someone intimately connected to it. It also needs to be presented by an independent facilitator who is engaging, quick-witted and skilled at promoting discussion, debate of possible outcomes and solutions before revealing what actually did happen. It was the combination of both that had made the Harvard experience so special.

Shortly after my disappointing experiment, a friend of mine had the brilliant idea of inviting Professor Boris Groysberg to come to Australia to deliver case studies to his company. We moved quickly and asked Boris to develop a Leadership Academy for Ray White. Under Boris’ dynamic guidance, our people began to really connect with the case study learning style.

For the last five years, he’s returned annually and we’ve increased the scope of his work with the group, most recently to include not only Ray White business owners, but top salespeople and even clients and industry partners. It’s been a joy for all attendees.

Although this shift in learning has meant a significant investment for my family, I would have to say it’s one of the best decisions we have made in the last decade. Investing in our people has always been important to us, but this investment has been particularly valuable because it has captured the imagination of our members and clients too.

A few years ago, we experimented with case studies told by our own people, the most impactful of which created real shifts in behaviour. Not only were the direct lessons important, but the way in which we approach difficult situations and how we consider our responses has been most significant. As a company, we have gradually become more open-minded to alternate points of view and more prepared to debate to find the right outcomes.

One of the most important skills our corporate team are continuing to develop is the art of writing and presenting great case studies. And while we might not be able to replicate the atmosphere of the halls of US business schools or re-create the magic that Boris brings, the case study learning method has now become an intrinsic part of our DNA.

Dan White - Managing Director