Tips For The Wharton Team Based Discussion Interview

 

Whereas most other MBA programs will ask you a series of questions one on one, Wharton proves that it takes collaboration and teamwork seriously through the school’s infamous Team Based Discussion (TBD) interview format. For many applicants, this feels like the most stressful interview to prepare for, since it isn’t as predictable as other MBA interviews. But after experiencing the TBD interview myself and coaching countless applicants through the process over the years, I believe there are some distinct ways to prepare for the experience.

What to Expect

Straight from Wharton’s website:

The TBD is a 35 minute exercise that provides an opportunity for you to interact with 4-5 fellow MBA applicants in a lively team setting. Your discussion will have a prompt and a purpose and, as a team, you will work together to achieve a tangible outcome. TBD groups are assigned randomly. Following the TBD, you will participate in a 10-minute one-on-one interview with a member of the admissions team regarding your interest in Wharton.

During the TBD, candidates are being evaluated on their individually proposed solutions, in addition to how well they interact with others and help the group come to a conclusion. Take note that your idea need not be the winning one in order to be successful—it’s actually quite rare that a single person’s idea ends up proposed as a final solution. Self-awareness, collaboration, and a strong understanding of those around you are important for this interview, as the six-person discussion is set up to resemble a Wharton Learning Team. This is important, as many projects in Wharton classes are completed in Learning Teams, particularly in the first year.

Before the TBD

Prepare and rehearse. Wharton recommends that candidates take no more than one hour to prepare a one-minute pitch, which should be adequate for most people. Take time to prepare your solution, and then rehearse out loud. Time yourself to ensure you stick to the time frame. The observer will not cut you off if you exceed one minute but will likely make note of it. If your solution shares themes with that of another candidate, simply recognize it, acknowledge the other candidate’s ideas, and discuss the unique points of your idea during your pitch.

Think ahead. Prepare a few follow-up points for discussion in case your idea is selected. Additionally, consider your natural strengths and which TBD roles might best suit you (e.g., facilitator, notetaker, timekeeper, collaborator, encourager, specialist who chimes in less frequently but makes high impact points). All roles can be strategic/impactful, including the timekeeper, so there’s no losing role; select a role that fits you but be flexible if the role you’ve selected is being filled by someone else. Wharton wants to see consistency in who you are throughout the application: in your essay, through your recommenders, and in your TBD.

Relax and be yourself. Prepare a pitch on something you know well, not something you think will impress the group. Wharton’s admissions team has already shown that they’re excited enough about your background to invite you to interview—by speaking to something you’re confident in, your passion will shine through and you’ll be able to easily answer questions that come up from the group.

During the TBD

Be flexible. Keep in mind that the group interview is less about a right answer and more about how you work with others. Try not to get frustrated with your teammates if things are not going the way you prefer; showing grace, leadership, levelheadedness, professionalism, and strategic thought leadership can be more important than illustrating that you are smart or well qualified. Demonstrate that you are a team player, and try not to be too controlling—though depending on the situation, there can be benefits to ensuring the group stays on task and produces a result.

Support others. Chances are your idea will not be selected, and that’s fine; just support others by expanding and synthesizing their ideas. In 35 minutes, you will not get a perfect idea or group, but you can ensure other people are heard, concepts are blended, and ideas are reasonable.

After the TBD

Thoughtfully reflect. During your ten-minute one-on-one interview following the TBD, you’ll likely be asked how the discussion went. This is your chance to debrief and demonstrate self-awareness of your leadership style in a group discussion. You should be able to speak both critically and positively about yourself and to give realistic but supportive observations of teammates. Questions are typically focused on “How did the team session go?” Therefore, practice giving a measured, constructive response in case the session goes poorly—perhaps due to the team dynamic (e.g., one or two candidates dominated, the team ran out of time) and/or if you did not personally do well. If you feel you underperformed, you can briefly mention related skills you are working on and how. If you are commenting on team members’ performance, make sure to do so thoughtfully and respectfully.

Final Thoughts

Although this is one of the most abstract MBA interviews to prepare for, I personally find it to be one of the least stressful, since the pressure is not just on one person. The best TBDs I’ve witnessed have been the ones full of laughter and genuine collaboration—which really only requires a positive mindset. So, relax, be yourself, and enjoy the experience. After all, you may be interviewing with some of your future classmates and close friends!

By participating in a Wharton Mock Team Based Discussion Session with a Stratus Admissions expert, you can calm your nerves, better understand what to expect, and have fun with the interview!

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Sophie Hilaire is an MBA Admissions Counselor at Stratus Admissions Counseling. Sophie’s background includes serving as captain in the US Army, with a combat deployment to Afghanistan, and as deputy executive officer to a three-star commanding general. After obtaining her MBA at The Wharton School, Sophie spent 4.5 years at McKinsey & Company, including 3.5 years as a generalist strategy consultant and 1 year as chief of staff to the senior partner, leading the firm’s evolution in client work through the COVID-19 pandemic.

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