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Chief
SM promotions are much more forward-looking than promotions prior to it. It’s all about how you can be accretive to your practice/service line over the next couple years and more.
A helpful way to think of it is that you should have most or all of the following:
1. A strong “fastball” skill for which there’s market demand. Ideally something your practice lacks capacity to deliver
2. One to two solid “secondary pitches” that can help sustain your sales/managed revenue targets if there’s a dip in demand for your primary skill
3. An account where you’ve built relationships (internal and client)
4. Relationships with Partners/MDs outside, but adjacent to your practice so you can get your team pulled in on deals
5. Strong knowledge of your firm’s operational and quality processes
Rising Star
Thanks SM1. Appreciate the guidance
Chief
Building a better case for promotion involves business development (sold work)
Chief
Strongest if #1, but #2 is baseline required also
Chief
In current Covid world, probably less likely.
When I was at big 4 and was a M up for SM/D, I was on enough projects without an SM that my manager managed revenue was my business case. There wasn’t going to be two SMs on the same project if I got promoted. Are you on projects/clients where there is always an SM/D? If not, focus on those as your case.
Do you have senior consultants you can talk about mentoring for manager to help you on those clients? That’s also a good argument, building a team.
Do you have SMs/Ds who are moving up to PPMD? If so, they’ll need a replacement for themselves. Can also be part of your case.
The more you can say, here’s how big my starting BoB will be, the easier the case to write.
Rising Star
Great insight and it all resonates. What if I was on a project where I was the engagement lead with two associates working on my team with no SM/D oversight but now I’m more of an individual contributor on a new project...still with no direct SM/D oversight. Does the fact that the older project is historic negatively impact me?
Chief
Commenting because need tips for my manager case.. and business case is playing a big role in it
Chief
EY1 Manager isn’t quite as difficult as the SM promotion, but it’s harder than it was a few years ago.
The main things are to demonstrate you’re already acting at the level, and to have several supportive PPMDs/SMs.
Are you competently leading a team, or at least owning delivery for something? Are you taking a (minor) speaking role in client meetings? Are you involved somewhat heavily in one or two internal initiatives (learning, recruiting, POVs or asset development)? Are you supporting proposals (ideally with a win or two, but you can’t control this)?
The answer to all of those things should be a resounding yes. The economics of staffing a Manager are a bit different than staffing a Senior, and you’re expected to have enough technical and domain knowledge to speak intelligently with clients, even if you’re not overall accountable.
Chief
Originating relationships and sold work behind it separates you from the pack.
Which firm?
In addition to what’s already been said: This is your chance to take ‘partial’ credit for the things people you coach have accomplished. Not in terms of delivery - in terms of practice growth. In other words, how are you amplifying firm growth in your wake when not focused 100% on something?
Rising Star
This is good. I continue to challenge the people I have on my team and my coachees to go above and beyond - and even do things that I would consider outshining myself.
Rising Star
Going to different across firms