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Management Consulting

McKinsey Principal

I recently had a coaching session with a client who could become a McKinsey Principal in about 12 to 24 months. He is currently a McKinsey Associate Principal and has been a long-time client of FIRMSconsulting. He joined our coaching program when he was at Harvard completing an MBA and we helped him join McKinsey as an associate. This is my 7th year of coaching him and he is a wonderful young man. I feel confident we can get him to the equity partnership, a McKinsey Director and ultimately to become a senior partner. I see all three steps happening within about 8 years. That is below the average time. I am going to summarize some critical advice I offered him, and other McKinsey Principal-level coaching clients, about moving from associate principal to becoming a McKinsey Principal and, thereafter, McKinsey Director. He found it incredibly useful so I am going to share it with the broader community. I did make a comment in the coaching call that all of the advice I am offering is already covered in a program we have. In this article, like the call with the client, I want to zoom in on just a small…

Management Consulting

I recently had a coaching session with a client who could become a McKinsey Principal in about 12 to 24 months. He is currently a McKinsey Associate Principal and has been a long-time client of FIRMSconsulting. He joined our coaching program when he was at Harvard completing an MBA and we helped him join McKinsey as an associate. This is my 7th year of coaching him and he is a wonderful young man. I feel confident we can get him to the equity partnership, a McKinsey Director and ultimately to become a senior partner. I see all three steps happening…

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Networking

McKinsey Director

Many experienced-hires wrote to us about our recent piece on becoming a McKinsey Principal. While they may appear to be the same, becoming a McKinsey Director requires different skills from becoming a McKinsey Principal. This article will unpack those differences using the example below. Let's assume the regional CEO of a major auto company is being interviewed for the position of McKinsey Director in the Automotive & Manufacturing Practice. Auto CEO to McKinsey Director This regional CEO runs a region with an R&D center, manufacturing sites, and a large consumer market. In many countries, regional CEOs simply run a sales organization. This person is that rare regional leader of a Fortune 100 company who understood the entire value chain of the business and ran parts across the entire value chain. For a variety of reasons, he wanted to do something different and given his profile, intellect, presence, and his vast network, he was being considered for a McKinsey Director position. He was clearly smart and could command attention. He could rivet the attention of senior decision makers. McKinsey Directors need to be able to generate a book of business. If he was just smart, let's assume very smart, but was unable…

Networking

Many experienced-hires wrote to us about our recent piece on becoming a McKinsey Principal. While they may appear to be the same, becoming a McKinsey Director requires different skills from becoming a McKinsey Principal. This article will unpack those differences using the example below. Let's assume the regional CEO of a major auto company is being interviewed for the position of McKinsey Director in the Automotive & Manufacturing Practice. Auto CEO to McKinsey Director This regional CEO runs a region with an R&D center, manufacturing sites, and a large consumer market. In many countries, regional CEOs simply run a sales organization.…

Read more…