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I joined KGS in feb 2022, we recently got a mail regarding timeline of appraisal and bonus payout from the partner. My reporting manager hasn't yet reached out to me regarding goal setting, not sure if that happens here. Can you pls help me to know what all things we need to do from our end for the appraisal cycle and bonus payout? Since I'm new to this company KPMG KPMG India
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Must have:
McKinsey way
Trusted advisor
Say it with charts
Pyramid principle
Consulting essentials (by Kavanaugh)
Nice to have:
Give and take
How to win friends
Never eat alone
Grit
Emotional intelligence
Thank you!
Hello Partner, Hope you are enjoying your weekend. I am glad to see you care about your people not just throwing them in the ocean and have them figure it out, actually happened to me as an experienced hire but glad all worked out. There are a lot of books but McKinsey way is a good read given you have a technical team. Here are my strategy over last 5 years in consulting, please share with your team; and I wrote real quick so apologies for the any errors and not putting them in sequential order:
1. Communication: tell them to think through how to present the information based on who they speak to; it is very imperative when communication with a senior client
2. Ppt skills: give them few templates for similar type of project and let them know you would be asked to pull together slides and present to client
3. Ask your team to think ahead as questions might be thrown away during the client meeting so that they can be ready
4. PMO skills: tell them to get into habit of white boarding and have a list of deliverables outlined and time tracker. Always have project status ready, solution to the issues and path to green and escalate issues early rather than it becomes a huge issue. Always double check your work, look for basic errors etc. Before a partner review the WP, have a SC or experienced manager review the work.
5. Active listening and rapid framing: we love to talk but before we talk we need to 110% participate in the listening to the client problem and understand the business need clearly then summarize the issue (rapid framing) rather than providing solution. We tend to jump into the solution.
6. Building the solution: when you build solution, think about three things: facts, structure and hypothesis. Developing an approach, 80/20 rules, doing research, brainstorming, don’t just give me data rather display that data in charts etc.
7. Time management: please go have a friend and family time. This isn’t end of the world. Go work out and go to concert with friends and family. This isn’t as serious as you think it is. I worked with a vet, amazing personality- he said think about when we have the responsibility to save lives of our team as compare to present a deck to the CEO.
8. Think about apple: they don’t make everything from scratch, rather they buy the software and make it better user friendly. For example:SIRI.
9. Identify opportunities: only the troops on the ground know the actual pains of the client. Or even identify opportunities for the work that they are hired for. Don’t think of selling but rather identify the opportunity.
10. Network and find a mentor: tell them they should find a mentor,peer etc.
Thank you!!
Best way would be to staff them with people who worked in consulting for a long time, so new comers could observe required behavior daily
Of course. We’re looking to accelerate it.
Time and being thrown on projects. I don’t think a book/tools can show you the ‘way’ of consulting. It’s something that you learn by watching and doing.
Case in Point can help them understand case methodology.
McKinsey Mind/Way/Engagement can help show an idealistic way of how firms are “suppose” or structured to work.
Measure What Matters, The Firm, Say it Charts, The Consultant With Pink Hair, and Malcolm Gladwell books are also helpful reads.
Thank you!
There is no special skills to consulting. It’s just basic professionalism
I couldn’t disagree more. As a consultant for many years, it’s very obvious to our clients when they meet an experienced consultant vs someone who isn’t, even if the underlying technical skill is the same.
Why don’t you do lunch and learns to help coach them? Assigning them reading to do their job isn’t going to happen if it’s on their time
I have. I’m looking to accelerate that training.
We bill 32hr weeks. They have plenty of time to do this training and reading. We’re a small firm and we don’t have time for people without drive. They knew this coming aboard, agreed to it, and are very willing to put in their own time.
Good luck
Thank you!
can you be more specific?
Following—the client-facing expectations regarding diplomacy and keys to business development have been hardest for me.