Need advice: 3.5 years experience in consulting - not been on the bench once and always received very good client feedback. Now its time for me to get promoted to Manager this summer, however all my peers (around 10) try as well. Most of these have been mostly on the bench or helping out on internal projects, so they got Partner visibility. I however, always away on projects, making money for the firm, don't get visibility. Ive been told, chances are low for my promotion. I feel betrayed.

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Number one rule in consulting is to make connections and have visibility to partner/MD group, because you need their backing to get promoted.
Can't fault others for doing it and getting promoted.

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Optics > Output

likeupliftingsmartfunny

Not sure how this works at your firm, but I know that you need to have a balance of great client work + participating on internal projects to build relationships at the Partner level. Sucks they weren’t transparent with you about what it takes to make Manager.

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It is understandable that you feel betrayed, but sounds like you didn't play the game right. Maybe you got really bad coaching about what it takes to make manager. Among other things:
1. Utilization isn't everything.
2. Plus ones (proposals, internal work) matter, and it doesnt sound like you did anything here.

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I've seen this go the other way too

"I work so hard and do all these internal initiatives, business development, and networking but someone who got lucky with a super easy but super profitable client got promoted instead"

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It’s stupid that firms would promote people who have been mainly on the bench & working on internal initiatives just because they have partner visibility. Especially to manager, how would you know this person can lead a client engagement?

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Absolutely agree!! Its such a shame... and such a slap in the face!

Start working on those relationships and internal initiatives. We have 2 promotion cycles every year. Make sure you build a very strong case in your favor for the next one.

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The advice is to do more than just excel at your client work. Simply, what got you here won’t get you there.

When my counselees were up for a Manager promotion, they were excelling at client delivery, starting to drive client meetings, active in BD on their accounts and others, and supporting at least one internal initiative.

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Promotions everywhere, not just consulting, are usually based on who you know, not what you have done.
Sad, but true

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Promotion at EY is never about your integrity, LEAD feedback, utilization etc. I’ve known people promoted to PPED with numerous HR complaint cases on them and other people promoted because they’re close to PPEDs. Usually PPEDs are not blind and the people they favor are typically high performers (many exceptions exist for sure). But without PPED sponsorship, it’s extremely difficult to be promoted at EY. You literally need a partner to be the sponsor for your business case

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Yes, agree. Have seen that more than once already. People being reported to head of regional practice and ethics hotline but still get promoted. In what world are we living in?

OP. Who have you talked to. If this is just your counselor, then seek advice from a partner that you know (hopefully on your engagement). Else a SM. Ask them their thoughts, tell them what you are hearing, share your reviews and look at tan expectations ans share why you think you are ready. But listen as well. Do this now never period 3 is over. You will have a better idea where you stand.

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I think the OP has shown poor attitude in this thread calling internal/BD initiatives as useless. That begs the question, do people like you or working with you? Utilization is just a metric and most people hit it, what else differentiates what you do?
There are many people who can say the opposite that they contribute to hiring, D&I initiatives and other internal work in addition to client work, and why did that person with just client utilization get promoted?

First off, I would evaluate the value-add I bring to the firm, everyone does client work and everyone usually hits utilization targets (at least the ones considered for promotion), and if that is the sole metric you go by then you are in trouble. And two, if throwing a tantrum when things didn't go your way is what you do then not getting promoted is explained by that alone.

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