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I made SM without having any of that... at the higher levels it’s not so much expertise more relationship management and communication. At least that’s been my experience...
AC1, this is interesting wonder if your case is the norm. I imagine you have to build domain expertise. It may be different according to the firm’s practice.
Effective communication scales exponentially as you move up the ladder. Hard skills become irrelevant.
I’m more prone to the hard skills actually. I definitely think you need to understand the hard skills, but at the end of the day the managerial skill set is comms.
Honestly, those with high comp in consulting are good communicators and have high emotional intelligence ie they can read the room and adapt. That alone will take you really far
If by success you mean promotions, then remember this : The odds of getting promoted are inversely proportional to the tangibility of the work you do.
If you write code, perform tests, write documents - guess who’s going to spend ages at their current career level... if people can see what you do, it loses its mystique and you’re just another doer monkey.
If you make slick slides and spout fluffy ideas, congrats! you’re on the fast track to leadership! No one knows what you’re doing and assume it’s very important strategic/salesy stuff.
Ahhh c2 my sweet summer child. Sometimes partners have good domain knowledge; sometimes not.
No. For pure tech roles it might be required to have at the Associate through Manager level, but SM and Partner are more about leading, building relationships, and bringing in business. I would be shocked if I saw a SM or Partner writing code.
I am also in Cyber. No coding for me. Also at the director level.
I came into MC as a generalist consultant, but core Technology Advantage on the basis of my past work. The tech cases we do do not involve anything approaching coding, but to really understand the client problem AND be credible with client VPs who started as engineers...having done coding and understanding the trade offs of different architectures goes a long way.
yes
Having a fast ball is important. However, like most have said it’s about relationships and how you nurture and build.
Not at all. Long term success is more about selling and client management.
Just need to be technical enough to be dangerous.