I’m M4 and don’t feel confident going into new projects. I don’t have depth and every new project requires me to scramble and learn how to proceed. Moreover, there is a trend of not staffing in pairs/teams but placing a person as an individual contributor at the client increasing risk of failure. How do you deal with this? I don’t feel confident building my SM case because I feel I don’t have any expertise and I can’t guide teams on how to get started on different project types. Any advice?

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You will always be in uncomfortable situations as a senior manager and a little bit of anxiety is usually a good thing. I’ve been a sm for a while and am still nervous when starting a new engagement and I’ve heard partners and senior clients express this sentiment as well. I go into new assignments with the expectation that the first few weeks are going to be hectic. I avoid taking on internal work during this time. Once you have done it enough times you’ll realize after the initial weeks you are better at this type of work than most clients. The moment you realize that is the moment you are ready to make senior manager.

Something to focus on during the initial weeks is relationship building - with the client, engagement partner, engagement manager, other team members, practice leadership (just tell them about the project) and other internal and client subject matter resources. This way you’ll find the exact client need.

So, don’t shy away from new/ challenging roles. It’s all about developing the confidence.

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Am ex-EY and at M4 level, if you're having these doubts then it may be time to reevaluate whether you want to stay on in consulting. M5 is round the corner for you and I don't think that post covid, there will be much tolerance for giving another chance to M5 if you can't make the jump. Even if you succeed in your case for SM, the added pressure of sales and project execution simultaneously is bound to increase your stress. At M4, the minimum expectation would be that you can smoothly guide your team on the basics. Self contribution is another thing but successful execution of engagements with minimal input from DM/MD/Partner should have come by now... At least in the eyes of EY leadership. There's nothing wrong in leaving consulting and moving to industry. I know quite a few M3, M4 and M5 who left EY for an industry job.

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You shouldn’t really be building a case yet. It may take more time but worth it. I deal with the scenario you said because I have the confidence through my experiences of knowing how to identify opps in an IC role and build from there. There’s internal training but you should also buddy with a senior manager and get insight into the process. Then information is out there so put your hands up, speak to your counsellor and get informed. The rest will work itself. Good luck OP, a lot of experienced Ms are in that position so don’t feel disheartened. Imagine all you do know, I’m sure when you’re where a junior resource, you’d probs have the same sentiment you’re having now and yet...

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I worry about this at all levels for the people who have stayed in projects for a very long time as they look better and get pushed up. Once they hit a new project they can’t cope.

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