Leadership and teamwork are integral parts of your Kellogg experience. Describe a recent and meaningful time you were a leader. What challenges did you face, and what did you learn?

Errors in economic consulting are sometimes worth millions; in antitrust litigation, defense attorneys entrust my team with finding these expensive errors. Often these cases are thousands of pages of industry reports, data methodologies, and client strategy documents—our job is to find where something was wrong. On one such case, I was tasked with managing a team of unfamiliar faces from outside my LA office. Motivating this new group throughout the routine of casework was a new challenge for me.

Initially I stressed the importance of the details, since minor errors in analysis could change the trajectory of the case; our diligent review was essential to success. Initially, the project hummed along, but a challenge soon emerged. One of my team members, “Bill,” was several years my senior with a higher title, and didn’t appreciate his reduced role on this project. Although the chain of command had been established, he subtlety attempted to circumvent me and seek tasks from my boss. Sensing his frustration, I decided to delicately confront Bill without turning the situation toxic. I didn’t reprimand him, but instead thanked him for his willingness to take a role beneath his normal responsibilities; I even confided to him that this was an important opportunity for me and asked if he had any managerial advice. After our conversation, he recommitted to the team and even became my second in command.

Our commitment eventually paid off: we found a costly blunder. The opposing economist had innocently confused “the San Francisco metropolitan area” with the city of limits of San Francisco and correcting this seemingly minor error in his model decreased the predicted damages by almost $30 million. With our successful outcome, the partner on the project called me into his office to thank me for my effort on this project. Although my team members had already dispersed back to their respective offices, I asked if he could call and thank Bill and the rest of the team as well. As someone who hasn’t always held the manager role, I appreciate the satisfaction that comes from simple acknowledgement of work done well.

This experience taught me that there is no single prescription for leadership. My style for managing self-motivated consultants shouldn’t mirror my style as captain of my co-ed soccer team. In this situation, my team didn’t need someone to tyrannize, but someone to galvanize them as the case progressed. I also learned that success sometimes comes at the expense of my own ego; I built the team’s trust by my willingness to take on even the simplest task to inch us toward completion. While my leadership style will evolve as my responsibilities grow, a key tenant of my leadership style will always be adaptability.