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McKinsey PEI McKinsey interviewWhat is the McKinsey PEI (Personal Experience Interview)?

Overview of the McKinsey PEI

In this article, we are covering McKinsey PEI (personal experience interview, also called FIT). McKinsey PEI is not very different from FIT (PEI) portions of the interview in other consulting firms like BCG and Bain. However, there are some unique aspects to keep in mind.

We will be covering:

  1. Sample PEI questions
  2. How is the McKinsey PEI different from other consulting firms
  3. Qualities McKinsey is looking for
  4. Insights from former McKinsey worldwide strategy practice co-leader and senior partner, Kevin P. Coyne
  5. Insights from Ritika Mohan on joining McKinsey Chicago after going through The Consulting Offer V

Common McKinsey PEI questions

One of the most common mistakes candidates make is not giving enough attention and not investing enough time and effort to prepare for the FIT portion of consulting case interviews.

Common McKinsey FIT questions include (and same for other top firms like Boston Consulting Group/BCG, Bain, Deloitte, etc.):

  • “Tell me about the thing you are proud of on your resume” (a question Ritika attempts to answer in this episode). Ritika was our The Consulting Offer V participant. After going through TCO she received an offer from McKinsey Chicago. Variations of this question include “What are you most proud of?”, “What is your greatest accomplishment?”, Tell me about an accomplishment that you’re most proud of”, etc.

  • Another common question is “Have you had a situation where you had to convince a colleague or a client to adopt a different point of view?” Variations of this question include “Tell me about when you convinced a colleague or a client to adopt a different viewpoint from one they initially held.” Also, “Tell me about a time you had to convince someone to change their mind on something important to them” and “Tell me about a difficult situation where you had to rely on your communication skills.”
  • “Tell me about a time you overcame a significant challenge at work.”
  • “What is your biggest career achievement so far?” Alternatively, “Tell me about your biggest career achievement you had so far.”
  • “Tell me about a time where you resolved an important disagreement with a colleague”
  • “Could you speak about a time you led others?” Alternatively, “Tell me about a time when you demonstrated leadership.”
  • “Tell me about a time when you were on a team and there was a conflict that kept the team from achieving its objective.”

How Is the McKinsey PEI different from Behavioral Interview Questions of other firms like BCG, Bain, Deloitte, etc.?

Every consulting firm is looking for slightly different qualities in candidates and approaches the PEI portion of interviews slightly differently. The McKinsey PEI is different from other consulting firms’ FIT portion of the interview primarily in two ways:

  1. Traits they are looking for, which are listed below and include Personal Impact, Leadership Abilities, Entrepreneurial Drive, and Problem Solving Skills.
  2. McKinsey interviewers like to go deep on one PEI question. They will take a specific example you are sharing and ask you a lot of probing questions. Other consulting firms are likely to ask higher-level questions and cover more examples instead. For example, if you are interviewing for a job at Deloitte the interviewer may ask you about a specific bullet point on your resume, hear your answer, and then move on to the next bullet point. On the other hand, a McKinsey interviewer will be probing deeper and deeper.

Qualities McKinsey is looking for

McKinsey posted on their careers page what they are testing during the PEI portion of their interviews.

1st quality McKinsey PEI tests for is Personal Impact

“Developing and implementing sound recommendations requires the involvement and support of many individuals. Skills interacting with people, sometimes in tough situations, are critical to driving distinctive client impact.”

Why McKinsey PEI tests for Personal Impact?

Personal Impact is not a completely separate quality from the other 3 qualities McKinsey tests for leadership abilities, entrepreneurial drive, and problem-solving skills. So you can argue it is not MECE (mutually exclusive collectively exhaustive).

Based on McKinsey’s description of this quality they are referring here to your ability to influence others, which is a crucial quality they are testing for. As management consultants client employees usually do not want us there. They are afraid of how consultants’ involvement will impact their jobs and their reputations. For example, will consultants recommend downsizing? Or maybe consultants will uncover some sloppy work particular employees were doing and those employees could get fired?

Kevin shared a great example of why clients don’t like consultants. He was serving a franchising company and the McKinsey team uncovered that the person who was approving new franchisees was approving basically everyone, even people who were not eligible to be approved based on internal requirements company had for new franchisees. Why did he do it? Because he got compensated for each new franchisee.

We spend a lot of time in The Consulting Offer to teach you how to showcase this quality.

Sample McKinsey PEI Questions:

  • Tell me about the most significant accomplishment of your career.
  • Have you had a situation where you had to convince a colleague or a client to adopt a different point of view?
  • Tell me about a challenging situation where strong communication skills were required.
  • What do you want to be remembered for and what are you doing to achieve it?

2nd quality McKinsey PEI tests for is Entrepreneurial Drive

We look for people with an entrepreneurial spirit: innovative by nature, always creating new approaches, products, services, and technologies.”

Why McKinsey PEI tests if you have Entrepreneurial Drive?

Clients don’t hire consultants to solve simple problems. They hire consultants when they face very challenging problems that they can’t solve internally, which necessitates them a million dollars or more in consulting fees. Consequently, McKinsey needs people who are go-getters, who will figure out how to get things done while maintaining the highest levels of professionalism.

So McKinsey looks for evidence of entrepreneurial drive in your past professional experience, academic life, and/or extracurricular activities. For example, Alice from The Consulting Offer Season 2 was an effective leader of a Yale Consulting Club. Here is how we showcased Alice’s leadership abilities as it relates to her leadership positions while at Yale. You can also view Alice’s full resume.

  • 2009-2013   YALE LEADERSHIP POSITIONS                                              New Haven, USA                

Chair of Yale Graduate Student Consulting Club

  • 7x increase in offers extended to club members at top 3 consulting firms by launching 2 annual club case competitions, inaugural club casebook, workshops, and one-on-one interview coaching
  • Led 4-member executive board in structuring the club into as a non-profit legal entity with positive free cash flow, >$2,000 net asset, >500 members, and established relationships with major firms and clubs

Finance Co-Chair of 2012 Yale Healthcare Conference

  • Raised ~$50,000 funding for the conference by contacting Yale Alumni and healthcare related companies, of which 90% converted to long term sponsors supporting 2013 conference

Editor-in-Chief of Yale Journal of Biology and Medicine

  • Shortened review time by 50% while increasing the number of first-year-citations by 60% via implementing pre-review protocol with 10-member editorial board and facilitating reviewers-authors communication

Publicity & Promotion Officer of Yale Journal of Biology and Medicine

  • Tripled submissions via personalized direct marketing to 100+ research institutes by writing a script to automate a mailing system to create a mass marketing email campaign

As you are trying to figure out which achievements you can showcase on your resume to highlight your leadership abilities think about situations where your absence would have meant a much worse outcome. In other words, where your involvement resulted in significantly better results than would have been achieved if you were not involved in a particular initiative. Once you figure out 1-3 examples, think about which significant challenges you had to overcome to achieve the results you were able to achieve.

Sample McKinsey PEI Questions:

  • Tell me about a time when you had to deal with a very difficult problem.
  • Did you ever have a situation where you were not able to achieve a desired outcome? What did you do?

3rd quality McKinsey PEI tests for is Problem Solving Skills

“Helping clients solve tough problems and implement solutions requires strong intellectual abilities and rigor as well as a practical sense of what works and what does not.”

Why McKinsey PEI tests for Problem Solving Skills?

As a management consultant clients will come to you to solve their most challenging problems. They will not pay very high McKinsey fees if it was an easy problem they could solve internally. Therefore, problem solving skills are crucial to be an effective McKinsey consultant.

This skill, of course, is tested during the case portion of McKinsey interviews. However, it is also tested during PEI. When you are demonstrating your ability to solve problems during PEI portion of your case interviews, ensure you also showcase your ability to influence others (see personal impact section above).

4th quality McKinsey PEI tests for is Leadership Abilities

“We seek people who strive to lead themselves, their teams, and their communities, and who can foster effective teamwork to drive results.”

Why McKinsey PEI tests Leadership Abilities?

McKinsey wants to see a track record that shows that you are capable of leading teams and important initiatives. As a McKinsey consultant, you will be leading work streams, client meetings, important analysis, teams and subteams, and so on. McKinsey wants to see how you performed in high-pressure environments. Were you able to get results and influence others?

Here you need to focus on quality examples. Instead of providing many examples of where you had a leadership role, such as being VP of multiple clubs, select, structure and practice a specific best example that showcases that you can lead under pressure and get people to accomplish more than what would have been accomplished if you were not their leader.

As you go through your example make sure you clearly explain key challenges you faced, whom you had to convince, how you were able to change their mind, how you approached solving the problem/getting results, and what is the overall result you were able to achieve.

Sample McKinsey PEI Questions:

  • Could you tell me about a time you were leading others.
  • How do you motivate your team?
  • Tell me about a situation where there was a conflict which you had to resolve.
  • Tell me about a time when you demonstrated exceptional leadership.

Insights from former McKinsey worldwide strategy practice co-leader and senior partner, Kevin P. Coyne

Kevin P. Coyne (former McKinsey worldwide strategy practice co-leader) is the host of The Consulting Offer II (our in depth consulting case interview preparation program). If you would like to see Kevin Coyne teaching students to apply this strong values-based model of thinking to obtain offers at BCG and McKinsey, you can do so today by becoming a Premium member.

As we constantly teach all our clients, having strong values can create a significant career competitive advantage. Kevin Coyne is a co-founder of the Coyne Partnership, and a former director and co-leader of both McKinsey’s worldwide strategy practice and CEO transitions practice. 

Insights from Ritika Mohan on joining McKinsey Chicago after going through The Consulting Offer V

It is always very helpful to get a chance to listen to someone who successfully went through McKinsey PEI and case portion rounds of interviews and obtained an offer. Here we shared with the broader FC community the last episode from TCO V with Ritika, where Ritika speaks about going through the process, lessons learned, and receiving McKinsey offer.

If you want to see samples of our advanced training materials go to FIRMSconsulting.com/promo and sign up for free to receive sample materials.

Related content:


McKinsey PEI McKinsey interviewWhen people think about the business strategy we often think about the field of strategy consulting/management consulting and firms like McKinsey, BCG, et al. If you are interested in learning how to conduct a management consulting engagement, you will likely enjoy this book. Succeeding as a Management Consultant is a book set in the Brazilian interior. This book follows an engagement team as they assist Goldy, a large Brazilian gold miner, in diagnosing and fixing deep and persistent organizational issues. This book follows an engagement team over an 8-week assignment and explains how they successfully navigate a challenging client environment, develop hypotheses, build the analyses, and provide the final recommendations. It is written so the reader may understand, follow, and replicate the process. It is the only book laying out a consulting assignment step-by-step. 

McKinsey PEI McKinsey interview Marketing saves the worldMarketing Saves the World, Bill Matassoni’s Memoir 

Bill Matassoni’s (Ex-McKinsey and Ex-BCG Senior Partner) Marketing Saves The World is a truly unique book. Never before has a McKinsey partner published his memoir publicly. This book is a rare opportunity – a true exclusive – to see what shapes the thought process of a partner and learn about marketing and strategy. The memoir essentially lays out McKinsey’s competitive advantage and explains how it can be neutralized. 

McKinsey PEI McKinsey interview Turquoise eyesTurquoise Eyes: A Novel about Problem Solving & Critical Thinking

Turquoise Eyes started off the groundbreaking new genre developed by FIRMSconsulting that combines compelling narrative while teaching problem solving and critical thinking skills. Set after a bank begins implementing a new retail banking strategy, we follow Teresa García Ramírez de Arroyo, a director-general in the Mexican government, who has received some disturbing news. A whistleblower has emailed Teresa with troubling news about a mistake in the loan default calculations and reserve ratios. The numbers do not add up. The book loosely uses the logic and financial analyses in A Typical McKinsey Engagement, >270 videos. 

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Max is an aspiring consultant who is looking to secure an analyst role with one of the top firms for the upcoming recruitment cycle in September 2011. His interest in management consulting was sparked by a failed McKinsey interview last year. In this series of blogs, he will be sharing his background, case preparation process, useful resources, and any breakthroughs or setbacks that he experiences.


Well that was an interesting recruiting season! From my last post you guys could probably tell that things were not going well, and I’m sorry to report that I got shut out – zero interviews. I’ve spent the last little while thinking about what happened, and how I should proceed. First, I want to talk about what I think happened.

I was always under the impression that my profile was reasonably strong since I was able to get a McKinsey interview through the online drop box with zero networking coming out of undergrad. This is the reason why I was very surprised I couldn’t buy an interview if my life depended on it this past Fall. Well before the last recruiting season started I did some networking. On average, I was able to speak with two consultants from every firm I wanted to apply to, and about half of them volunteered to take my application to HR.

Learning from my back-to-McKinsey process: “Given that my resume should’ve gotten more than a five second look from about half the firms, it must mean that they didn’t like what they saw”.


A few of these consultants were friends from college, and I am certain they put in at least some effort to get me the interview. Given that my resume should’ve gotten more than a five second look from about half the firms, it must mean that they didn’t like what they saw. I spent quite a bit of time trying to figure out what was so bad about my application, and came up with two possibilities. First, my profile just isn’t a good fit for consulting. Second, the fact that I’m applying from off-campus is hurting me. Personally I’m hoping that it’s the second possibility that is hurting me, and I know that it was indeed the case for at least one of the firms. I guess my profile was strong enough for a soon-to-be graduate, but not strong enough to compete with the experienced hires. If anyone has any thoughts on what they think happened please post in comments! Next, I would like to talk about what I plan to do next.

Learning from my back-to-McKinsey process: “The decision basically boiled down to what I wanted long term”.

To be honest, getting zero interviews was very discouraging. You do your best to not take it personally, but it’s hard not to since you are basically selling yourself through your application.


Michael was extremely helpful in taking time out of his busy day to chat with me, and to put things into perspective. After I got over the initial shock, I started thinking about what to do next – specifically if I still wanted to pursue management consulting. In order to network and prep for the cases, I had to reduce the effort I was putting in at my engineering consulting job. While I got a good annual review, I knew that I could’ve done much more to dazzle them had I not been spending most of my energy with consulting interview prep. The decision basically boiled down to what I wanted long term.

At my engineering consulting job, I’m making a little over 60K a year working 37.5 hours a week, and the company pays for overtime. I’m currently second or third in line to become a shareholder of the firm, and one of the directors recently told me that they pulled in between 400K to 600K a year – also working pretty much 37.5 hours a week. In looking at the money in conjunction with the work/life balance my current job seems to provide a fairly reasonable deal in the long term (it takes about 12 year to make director), but I still don’t know if it’s right for me.

I’m currently second or third in line to become a shareholder of the firm, and one of the directors recently told me that they pulled in between 400K to 600K a year – also working pretty much 37.5 hours a week.


While I haven’t done any management consulting work, I love doing the cases. Furthermore, I find reading about business very very interesting. What management consulting may not be able to provide in work/life balance, it may make up for in the caliber of work. As a result, I have decided to keep my options open. The three options I see myself with now are:

1) Pursue an MBA and apply to management consulting firms at the associate/consultant level

2) Apply again this September as an experienced hire.

3) Stick it out at my current engineering consulting job.

Luckily for me, I can keep all three of these options open for the time being. Over the last few weeks I’ve attended several MBA recruiting sessions, and have begun to build a relationship with the recruiting teams. I’ve also started to put significantly more effort into my day job, and have some great ideas on how to improve things at my engineering firm which I will be pushing in the coming months. Lastly, I am still reading lots of business material, and will soon be starting to read Minto’s Pyramid Principle to improve my communication. Taking on all of these things at once will require a lot of effort, but I guess I better start getting used to it in case I do make it into a top tier consulting firm.

I will keep everyone updated on my progress!

The Anatomy of a McKinsey Networking Event

A client was particularly interested in the mechanics and anatomy of a McKinsey networking session, so today we’re going to discuss and focus on what to do when you network in a group setting as part of your consulting case interview recruitment process. We will primarily focus on McKinsey networking but the information is also applicable to other consulting firms’ networking events, like BCG, Bain, Deloitte, PwC, KPMG, etc.

The group type of McKinsey networking is one of the most uncomfortable situations during the case interview recruitment process. The general etiquette is not really well known or easily found on the Internet since McKinsey, as well as BCG and other top firms, host and invite only a small number of people.

McKinsey Networking management consulting

Four types of McKinsey networking events (consulting)

First, it’s important that you understand what kinds of McKinsey group networking or other consulting firm (e.g. BCG, Bain, Deloitte, etc.) networking sessions you may be attending as part of the case interview recruitment process.

There are 4 major types.

The first two are where you will not receive a personal invite.

Let’s assume that you belong to a major university like the University of Pennsylvania where McKinsey is usually going to be on-campus during the recruitment period. They’re going to have an information session where they bring across some of their partners, associates, engagement managers, principles, etc. This is generally an open invite and anyone from a certain degree program / MBA class is invited to attend. So, you do not have to get a personal invite.

The second type is where only people from a specific degree program are allowed to attend. For this type, you will not receive a personal invite either. It’s just your class group. For example, all MBAs will receive an invite.

The other two are more specific where you will receive a personal invite.

The first one is where you receive a personal invite when firms have viewed your resume in the resume book of your school. For example, a business school in the US (e.g. Harvard Business School) or Ivey business school in Canada has put together a resume book to potential recruiters, and Bain looks at that and decides to invite 20 people to their private cocktail event. You look interesting on paper and firms decide to invite you along.

The final one is where you have already submitted your application and just before the interview, one or two days before, you get invited to a cocktail event or another type of group event. Only in this last type of McKinsey networking event are you guaranteed an interview.

In the other types of McKinsey networking events are usually not guaranteed an interview.

If you would like to learn how to carry yourself during the last type of McKinsey networking event we recommend to work through the McKinsey closed-list dinner (accessible if you are a Premium or FC Insider member).

Myths about McKinsey networking events

Second, it’s also important to understand some myths about networking events so you can set the right expectation for yourself and plan accordingly.

Myth 1: If you have a weak profile you still can go to a McKinsey networking event and, most likely, significantly change things

A lot of candidates believe that if they have a weak profile, weak resume, weak background, they could go to an event, dazzle and likely change things so as to secure them an interview. It rarely happens. It is very hard to change things because the group setting makes it very difficult for you to set yourself apart and look different from the pack around you.

So, if you haven’t invested enough time in building a proper resume, thinking through how you’re going to present your image and writing a very good cover letter, you are significantly lowering your chances to be invited for interviews. Resume and cover letter play a very big role.

You can learn how to edit your resume and cover letter by working through resume and cover letter related sessions within The Consulting Offer seasons (accessible to Premium members and FC Insiders).

Myth 2: Consulting firms are primarily holding these events to find out more about you 

To some extent it’s true, but to be brutally honest, the real reason consulting firms hold these events is for firms’ own benefit. Consulting today is a lot more competitive than it was 20 years ago. Consulting firms are competing with hedge funds, private equity shops, investment banks, and even NGOs, etc. who are also trying to attract very talented people. So these events are for you to find more about firms and firms hope that those candidates who are on the fence about applying will actually apply.

Myth 3: Attending a McKinsey networking event is mandatory

Well, it’s usually not. If you don’t show up at an event, it doesn’t mean that you’re no longer getting your interview. We know plenty of candidates who we coached and advised not to attend a McKinsey networking event. In some cases we advised them not to because they’re writing an exam the next morning and they needed to be fresh for that. In other cases we advised not to because we wanted them to show firms that they are not necessarily available immediately because they are traveling for other interviews; a deliberate strategy to show firms that you’re definitely not pursuing just one firm. Consulting firms like candidates who have options.

So, attending a McKinsey networking event is not mandatory. If you don’t attend it, it doesn’t mean that you’re not getting your interview and vice versa. If you do attend that doesn’t mean you will be getting an interview, or passing the screening round and passing the cases.

If the interviewer is not enthusiastic, it doesn’t mean that they are not serious about recruiting

Firmsconsulting partners have attended/hosted consulting networking sessions many times and typically it goes the same way.

As a consulting partner, principal, engagement manager, senior associate, etc. generally we have a lot to do. For example, even if I’m at these consulting networking events, my mind is on other things like a client’s issue, a document I need to complete and send to client tomorrow, whether I will have enough time to work on my presentation tonight if I stay here until 9 o’clock, or whether I will have enough time to sleep and work on it tomorrow morning, etc.

Interviewers do have conflicting demands on their time and attention. They could have been on the road the whole week presenting to other schools. So if they’re distracted, it’s perfectly understandable. And when you have done these sessions for a few years and seen many candidates coming up to you and saying the same thing like, “I’m very interested in joining McKinsey, or Bain, or Deloitte, etc. Can you tell me more about what it is like to work for McKinsey?” You will reach a point where you’re not hearing candidates saying anything but more like a background noise. So, maybe interviewers are not enthusiastic, but that doesn’t necessarily mean that they’re not serious about recruiting.

A good partner will size you up very quickly

The moment you’re approaching the partner they generally are able to size you up very quickly. While you’re shaking hands they make a snap decision whether they’re interested a little bit in you based on immediate first impression you created.

They’ll decide if you’re worth talking to by looking at your confidence, posture, body language, eye contact, firmness of your handshake, the way you dress, what you’re saying, how you’re saying it, whether you’re simultaneously scanning the rest of the room to look for other more interesting people to speak to etc.

As partner, or even at a lower level all the way down to an associate, they usually can size you up very quickly. Of course, if you ask them questions they will generally respond with courtesy. But if they see that the kind of preparation you put together (e.g. via your level of questions) is average, they will move on.

However, it doesn’t mean that they are not interested in you at all because at the end of the day they are still going to screen you based on your resume. So, if you want to make an introduction, it’s fine. But keep in mind that it’s very difficult to stand out from the pack during a group McKinsey networking event. So introduce yourself, make it known that you’re interested and have something interesting to talk about.

It shocks us to see how many candidates arrive at a session and really have nothing to talk about. They just know the basics and couldn’t talk about anything more than asking about the office or about projects the consultants had done.

An anatomy of a McKinsey networking session

Now, let’s talk about the anatomy of a session. You arrive wanting to talk to a partner but it’s very rare that you can talk with the partner only by yourself. Under normal circumstances, you will find yourself among four or five other people also talking with that one partner and everyone gets a more or less equal chance to speak and the partner will try to answer all questions. So it’s very difficult for you to get something in, much less to bring out something unique about you.

Do your homework. Don’t just say you are interested in joining McKinsey. Show it

When you show up at a McKinsey networking event it’s obvious that you’re interested in joining consulting firms. Otherwise, you’d not be showing up in the first place. So, never go up to a partner or anyone and say you really want to join the firm. You could instead have spent time showing the partner why you really want to join the firm. Maybe showing an in depth knowledge of some of their work done in a certain office, or you have spoken to many people and developed some very insightful questions based on what those people have said, or you have read a few reports and have some interesting point of view about them. Or you just wanted to talk about how your profile would be a good fit in terms of culture, etc.

An analogy we could use is cool people never say that they’re cool. They show it in the way they act, rest, think, speak, where they hang out, what they do, etc. It’s the same with showing your interest in consulting firms. Never say you’re really interested. When partners hear you saying that, it automatically indicates that you haven’t done your homework and just trying to convey your interest by merely saying so.

Don’t get over-excited. Be calm and confident

Do not confuse showing interest with being over-excited. We have seen in every single consulting networking event bouncing male or female bunnies who have the glimmer in their eyes and are so excited to work for McKinsey, BCG, Bain, Deloitte, PwC, etc. because for them it’s the pinnacle of their careers. Consulting firms do not want those people.

Firms want ambitious people who see McKinsey as a stepping stone to greater things, who see McKinsey or Bain or BCG or Deloitte as a finishing/business school for their consulting careers to partners of that firm, or corporate leaders leading some major corporation later on. So do not join a consulting firm just to be an associate and if you believe that being an associate is the pinnacle of your career, and you show it, then many consulting firms will not want you.

More than that, consulting firms want people who are on par with their current associates. They’re not going to hire you as an associate or analyst if you’re below the level you’re applying for. And if they see your excitement to be a distraction to clients and other associates, they’re not going to hire you either. So do not overdo the excitement. You have got to be a professional who is quiet, calm and confident.

Manage your downside and look for an opportunity for a small upside

Let’s talk about your upside and downside in a group setting. Imagine you’re in a group with your five Harvard (or Ivey, or place your school name here) buddies talking to senior partners from BCG Boston office. You don’t have to manage your upside, but you’ve got to manage your downside aggressively. Don’t talk about something that’s political, racist, religious, bias or discriminatory in any way.

With regards to your upside, look for an opportunity to find a small upside.

On the other side, we generally recommend not to reveal a big advantage in a group setting. If you have certain attributes and certain knowledge of the firm that you know sets you apart from other candidates, it is generally in your interest not to bring it up in a group setting because if you do, your colleagues who are largely under-prepared will know that this is the angle you’re taking and will build it into their stories. So we generally advise our candidates who we prepped really well not to bring out their advantages in the group setting or they lose whatever advantage they had.

Do not go for big upside because chances are very slim that you can do something to make you stand out in the group setting in the eyes of a senior partner. For example, don’t go out there saying to a senior partner at McKinsey that you have read his report and disagree with him on 5 of the 8 points he had raised. We have seen people doing that. No matter how smart they think they are they had very little knowledge and understanding of the context, so they didn’t really know the objective of the analysis, or worse they didn’t really know how the analysis was done. And even if you are right, bringing up an error of a partners’ work in a group setting will most likely not help you be liked by that partner.

Know your spike and build it into your introduction

When you get an opportunity to introduce yourself to a partner, know what you want to convey to the partner. For example, “Hi, My name is Alina and I’m a Russian student. I used to be a grandmaster pianist of the Russian Federation and before I started my Harvard MBA program I used to run my own publishing company.” In 15 seconds, the partner knew her spike. What differentiates Alina from other candidates is her artistic background, she’s an entrepreneur and she’s going to Harvard. So she drives it home very quickly in the introduction.

So, you have to know what your spike(s) are, what will make you remembered. People don’t remember that you work at Goldman Sachs or went to Harvard because now there are too many people having that background. So think very carefully about what differentiates you from the pack, then deliberately build that into your introduction in private or even in a group setting if you have the opportunity to present yourself.

It’s easy to be remembered

Now, although we said that it’s very hard to distinguish yourself in these consulting networking events, it’s easy to be remembered and that’s where your spike in the introduction comes in. Make sure to have a very clear and compelling story discussing no more than 3 things that you can deliver in 15 seconds.

Why would you want to be remembered at a McKinsey networking event? Because you’d want to start building a relationship with them after the event. You’re going to follow up with them afterward. Building the relationship is the key objective of a consulting networking event. So, your goal is to get connected with those people so that you can start building a relationship with them.

The follow up is key. People usually send out follow up notes 2 or 3 days after the networking event. Some people even don’t bother to send out a thank you note.

We know some candidates who would sit in their car after a networking event to type up a thank you note on their iPhone. We are not saying that that kind of intensity is going to set them apart but all other things being equal, the fact that you sent out such a prompt follow up note does stand out in the eyes of interviewers. We are always quite impressed when candidates do that, especially when the event ends at 11 pm or 11.30pm but the candidate still stayed up to midnight to type it up. Many McKinsey representatives would remember that.

To recap, understand the type of consulting networking event you’re attending since they are different. Understand whether your resume has been screened, whether your application has been screened, whether this is an event where they already know you and want you to go through the recruitment process or whether this is just an information sharing session.

Understand the 3 major myths about consulting networking events. Which are, it’s very rare you can change things, it’s really for the firms’ benefit to get people to apply to their offices, and these events are not mandatory.

Understand the structure of the event. Understand the consultants’ background, what they’re up against, and the kind of demand on their time. And also understand that when you introduce yourself they’ve pretty much heard everything before. So you have to really think carefully beforehand about what your spike is, what are one or two things that would differentiate you and build that into your 10 to 15 seconds introduction.

McKinsey networking is basically a dance where partners are chosen

It really is. Your job at a McKinsey networking event or another consulting firm’s networking event is to find people that you could build a strong relationship with afterwards so that when the time comes that you need to submit your resume, they could do it or could provide you guidance on the interview process. So, never forget that the key of a McKinsey networking event is what happens afterward, not the event itself.

It’s basically a dance where partners are chosen. So you’ve got to know who’s interested. It’s easy to recognize who is disinterested in you when their eyes start glazing over when you start speaking. The trick is don’t spend too much time investing in them because it just becomes awkward. Just thank them for their time and move on to another person. Consultants are different people and not all see the same value in your background. The way you dress, the way you act, the way you speak, the way you have prepared all play a big role in whether you will build some kind of chemistry with a certain person.

Don’t let yourself be awkwardly left out

Also, remember that attending a McKinsey networking event or another consulting firm’s networking event is a bit like musical chairs. You don’t want to be the guy who cannot find a chair. You want to be the person who has managed to link up with someone, or two people if you’re lucky. And after the event, you can email them and say you had a good time last night, had a few follow-up questions, and whether they’d mind if you talk about it. Then you build your relationship. I found too many people seeing the McKinsey networking event as an end in itself. Well, it’s not. It’s a mean towards an end and that end is to build relationships further beyond the McKinsey networking event.

So have a strategy when going to a McKinsey networking event or another consulting firm’s recruitment event. Know how you’re going to introduce yourself, understand the objective of networking event is to building a relationship beyond the event and hopefully everything will go well. Just remember if the McKinsey networking event or another consulting firm’s networking event does not go well, it’s okay. There will be other events and there will be other partners. People understand the pressure you’re under and don’t hold you to such a high standard. Just remember to manage the downside and exploit the upside if the opportunity presents itself.

What is next? 

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Cheers, Kris

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