Nobody is born a consultant. There are skills you must practice and a mindset you must adapt. If we are willing to work hard, it’s not a question of whether you’ll get in, but when. And I can show you how.
- McKinsey | Berlin | 4.5 years of consulting experience
- 5 years of coaching experience | 50+ candidates | 90% success rate
- Location: Berlin – CET time zone
$349 60 minutes
“What is the most common reason candidates fail the interview with you?” I asked my friend, a McKinsey partner and former mentor. I had done by then plenty of mock interviews with candidates and had once been a candidate myself, but I was curious what he’d say. Everybody has their own answer. “Common sense,” he replied. At first I thought he was joking, but reflecting on my own experience, there’s hardly a better way to put it. The thing is, many elements are important to pass an interview with a top consulting firm: case study practice, knowledge of frameworks, genuine personal fit stories, self-control under pressure, etc. Partners making the final hiring decision may bat an eye at one of these, deeming it coachable along the way, but they will never pass someone without common sense. Common sense, of course, means critical thinking, which is the ability to genuinely, actively think through the case and have a conversation with the interviewer. It does not mean taking a super busy senior consultant or Partner and dragging them through frameworks. That’s not what the job is about. That’s not how it works. What they all have in mind as you’re speaking is “What will happen if I have this person in my team and I put them in front of the client? Will they manage?” They usually figure it out quite fast. That’s what I focus on primarily – coaching mindset. That is, of course, a lot harder than teaching you frameworks, but it is essential. For instance, having a positive, constructive outlook about the recruitment process and engaging with the interviewer like they are a supporter and not a gatekeeper, will help you not only pass the interview, but perform among the top consultants once inside the firm. Of course, beyond this, we will cover all the things that are important and you can’t do without: the case studies, the frameworks and so on. My approach goes along with the McKinsey personal growth strategy: strengths-based development. We’ll find out your strengths and make them shine. Those are your spikes. Then we’ll figure out where you’re missing the mark and how to bring you to a good enough level. If you try to be great in everything, you’ll most likely be great in nothing. The reason I do this is because I have a strong belief: anybody can be a top management consultant. Everything is coachable. Nobody is born doing it. What makes the difference is how committed you are to the goal (i.e. what is the intensity you’re willing to practice at x the time you’re willing to take). Lastly, as a word of warning: I am very honest. I have nothing to lose. And the only way I can win is to get as many people hired as possible. As I’ve often told candidates, interviews can be moved, rarely repeated. If you are not ready, I will tell you on the spot and we’ll then plan together how and what you need to get there. Now you can relax, you’re in good hands.