Welcome back!
Sign in with Google
Sign in with Linkedin
Or, sign in with your email
Don’t have an account? Subscribe now
There are ten myths surrounding the consulting case interview prep process that are important to recognize. Much of this advice is expanded in The Consulting Offer, where we teach participants in more depth why these misconceptions exist and how participants can increase their chances of succeeding in consulting case interviews.
This is a myth because experienced hires, by definition, have an unusual profile. In a pool of case interview applicants, experienced hires tend to stand out, not only because there are fewer of them but also because they have about seven years of experience. In some instances, there may be case interview applicants who are just one level below that of an executive at a major company. It is logical that candidates with such unique profiles will need adjustments to a typical case interview prep process.
This unique profile can have the opposite of the desired effect because you may not fit the typical mold or template that recruiters are trained to look for.
First-stage resume reviewers at major consulting firms are usually junior consultants or recruiters and base their decisions on a template. They look for your resume to hit certain points, and if it does, you are brought in for an interview. Having a unique profile makes it difficult to hit every mark the resume screeners are looking for, making it that much more difficult to get an interview with major consulting firms. The recruiter is in a low-level position, which does not give them the authority to bring people in for interviews who don’t meet the specific criteria on the template.
Having a unique profile means that you are going to want to avoid junior consultants and recruiters as much as possible while you are networking as part of the case interview preparation process.
The junior person does not have the authority to make decisions regarding unique profiles. The key to getting an interview with major consulting firms like McKinsey, BCG, Bain, Deloitte S&O, PwC Consulting and Deals, and so on is to speak with the right people, and in the case of experienced hires, that right person would be a partner. Partners at major consulting firms do not have to prove themselves to anyone, so they don’t mind taking calculated risks in inviting applicants to interview and are equipped to assess applicants and make personnel decisions even when the resume doesn’t match the template.
There is a difference between getting an interview with major consulting firms like McKinsey, BCG, Bain, Deloitte S&O, PwC Consulting and Deals, and so on and getting an offer. Being an MBA candidate improves your profile. MBA on a resume is the norm. MBA resumes are more likely to check the boxes and work their way through a conveyor belt leading to interviews. However, an interview with your target consulting firm is not a guaranteed offer. Not even close. That may seem counterintuitive, but an MBA does not change or improve your ability to interview. Impressing your interviewer is what gets you an offer. A good MBA could get you an interview. So, your case interview preparation process may get a little easier in terms of you being able to get an interview, but you will need to work just as hard and smart to secure an offer.
The experience this myth refers to is that the challenges, networking approach, application process, and what the firms are looking for, basically the entire case interview preparation process, are all the same. To understand why this is a myth, let’s start by examining a common profile. When thinking of experienced hires, we typically picture someone married, with children and a mortgage: a low-risk candidate. Even though MBAs, PhDs, and EMBAs may prepare in similar ways and the content is similar, the knowledge is used differently because of the varying profiles and experiences (this goes back to business judgment).
The expectations that partners have of experienced hires are different from what they expect from an MBA or PhD. As an experienced hire, avoid looking online at the recruitment process for MBA case interview applicants. You would be preparing for the wrong type of consulting case interview. You wouldn’t prepare for a United States visa interview by reading about the German visa interview process. Even the ways in which MBAs and experienced hires approach relationships are different. MBAs can be much more transactional, whereas experienced hires need to nurture and cultivate their relationships.
PhDs are, sadly and incorrectly, stereotyped as lacking teamwork and general problem-solving skills. They are assumed to have weaker business knowledge, and firms test for this. They want to see an interest in business or an ability to use the PhD training to solve business problems. Undergraduate students go through the most typical consulting case interview application and interview processes.
On your consulting resume, you will list three different grades: your undergraduate GPA, your MBA GPA (some schools have them, others don’t), and your GMAT/GRE score. Of all these grades, your undergraduate GPA is by far the most important. Most consulting firms will not hire anyone with an undergraduate GPA under 3.6. The reason it is so important is because it opens a window into who you are, your life, and your ability to be consistent over three to four years. This grade indicates to a firm whether you will strive for excellence and whether you are committed to your studies.
The MBA GPA is different. Most who are in business school have returned to make a career change or transition. They aren’t in school to get the highest grade but to learn as much as they can, prepare for what comes next, and open a door for the best possible opportunities. Because of this, MBA GPAs don’t matter as much during the hiring process, though graduating with a distinction will help. However, if your undergraduate GPA indicates a lack of trying, that definitely can inhibit your chances. An undergraduate GPA is measured over three to four years. In the minds of interviewers, they will wonder why you allowed such low grades for such a long period.
This myth is deeply connected to the fourth myth discussed earlier. In most instances, an exceptional MBA GPA does not change a firm’s perception of you if you have a poor undergraduate GPA. There are exceptions to every rule. For example, let’s say you graduated with a 2.4 GPA from a community college and then got into Yale or Harvard. If the grades at Yale or Harvard are exceptional (top 1% of your class), we may rethink a poor undergraduate GPA. This indicates a huge change in you or your circumstances. Something has shifted, making you capable of being more accountable for your studies. So, the MBA grades have to be truly exceptional versus just exceptional.
In preparing for a consulting case interview, remember that communication is the most important aspect to focus on. You may have all of the answers, but that does not matter unless you are able to effectively communicate them. People rely on you to have the information and understanding necessary to be effective in your role, so it’s important to communicate information in a way that conveys confidence in understanding. Distinguish between content (cases, fit stories, and so on) and your delivery and presence (communication). You will need to be equally good at both.
Many articles advise consulting case interview applicants to have objectives and to work to get something out of your network, but that isn’t the only, or even the best, way to network with partners. Networking at a senior level requires that you go back to the basics of human connection. It is for this reason that your objective while networking is not to get a referral but to build relationships. Sticking to a prepared list of questions, being robotic, or pushing for the conversations you think you are supposed to have is ineffective. By being sincere and showing interest in not just the firm but also the people, you are much more likely to learn about the organization and gain a better understanding of the people who work there.
At many firms, referrals no longer lead to a mandatory interview as they once did. However, another component is that recruiters and partners are the ones who have the final say on who ends up getting an interview, and partners have the final say on who ends up receiving an offer. They have the authority to do more, and if they like you, then your chances of an interview and being hired are much greater, making it important for those with unusual profiles to focus on partners.
Many people take roles in their respective organizations because they are trying to show leadership experience. This can make some partners hesitant to hire you because it can make you come across as someone who only wants the title as a way to bolster your consulting resume.
Irrespective of the title you have, if you can show the following, you are a leader:
This is what firms are looking for in terms of leadership. These are the stories and examples you must prepare.
Many consulting case interview candidates spend their time downloading complex cases and attempting them as a way to prepare. As a candidate, you don’t want to practice cases until you have learned the basics first. If you jump in and practice without the correct foundation, you are likely to learn incorrectly and create the wrong habits.
One of the biggest mistakes you can make is going to a McKinsey, BCG, or Deloitte S&O consultant and saying you want to practice a case. This, to them, implies that you have done some cases. What you really want to do is learn how to do the cases before you practice cases.
You must honor the time of the person helping you practice. If you ask to practice with a person from McKinsey and they realize you don’t know what you are doing, they are going to feel that they have wasted their time, which may hurt your chances at that firm.
A spike is not just something you’re good at. It’s something that is memorable and narrow. Spikes within the context of consulting case interview prep are something that help you get noticed and remembered. Be aware that a spike absolutely doesn’t have to be boring or business-related. It needs to be something pleasant or neutral and positive for the person reviewing your resume. Keeping your spike short and simple is key. It is a bite-sized piece of information about you that is easy to digest but makes you appealing to anyone reviewing your resume. Here are some examples, including my own spike:
Master classical concert pianist who toured Europe as a teenager.
Volleyball olympian.
Math olympiad winner at age 12.
Managed the Mars Rover team.
First in family and town to attend high school.
When it comes to experienced hires, your spike is most likely going to come from your industry experience or personal life. Maybe you worked for Airbus or Boeing, and you have been managing big problems to create planes that fly. Your spike is that you know how to get things done across big teams. Every person has different life and work experience, which allows for spikes to be incredibly specific and individualized. Use that to your advantage.
If you are interested in dramatically increasing your chances of getting an offer from McKinsey, BCG, Bain, Deloitte, and other major consulting firms, I highly recommend our training programs on StrategyTraining.com. Start with The Consulting Offer Season 1, with Felix.
