Related Posts
Pro
Conversation Starter
Hey guys, KPMG Business Consulting GBS is hiring for Analyst and above roles pls share your cv at reftoakash@gmail.com
Skills Required:
Strong analytical and problem-solving skills Ability to build complex financial models and business cases
Experience of executing projects in the area of shared services and outsourcing, frame strategy feasibility phase to design and implementation Strong presentation skills, both oral and written, to clearly communicate solutions and recommendations to the client
More Posts
Rising Star
I wonder why Moscow Mitch didn’t just use this statistic to justify his power grab...it is historical precedent after all. This is why Republicans have no basis to complain if democrats dramatically change the structure of the court “To find a Supreme Court nominee from a Democrat President, approved by a Republican-controlled Senate, you need to go back to 1895.”
https://constitutioncenter.org/blog/presidents-vs-opposing-senates-in-supreme-court-nominations
Pro
Additional Posts in Consulting
McKinsey & Company Bain & Company Curious as to what the best way to get into healthcare strategy would be? Ive been in the government healthcare / payer provider analytics consulting space for the last 8 years, and I’ve heard so many people say that getting an MBA when you’re already in consulting isn’t worth it. Any advice is appreciated! Thanks! Deloitte PwC McKinsey & Company Bain & Company Oliver Wyman
Unfortunately in consulting networking will take you far... Sure he/she will face some issues later but will slide through for the most part....
I am in a similar role as the mentioned person. I’m not extremely skilled technically but am very good at managing a project. They like me because it lessens their load. You don’t like me because you think I know nothing. As long as they aren’t taking full credit for work the team is doing then I don’t see a problem. A good leader doesn’t need to be the person who knows everything. I can operate a team very effectively without being knowledgeable in all aspects.
I think there is a misconception that More Knowledge = Better Leader or higher value. You can be the smartest guy in the room but if you don’t know how to communicate/delegate/make yourself known then what value is your knowledge. Obviously you can’t be a complete idiot and be a good leader. But you need a mix of both.
If not to the above comment, then begin talking and showing your expertise and how you add value.
@OP: All leaders don’t have that much time. Sure maybe 1 or 2 might see your value by themselves but that’s a very small fraction. You need to be able to become more visible in your work, actions, your networking. For example if you’re at a client location try asking the the director or partner for dinner if they’re there too and discuss your performance on the project. Consulting is about relationships. I haven’t been in here long but this is something I’ve understood through several tribulations. If you don’t show initiative from your side then the other person will just think you’re not that much interested and will keep their distance from you. You don’t want that. Be more visible.
Sometimes those with not a lot of knowledge but who can communicate and network well get very far. Is it fair? Nope. But since when had life ever been fair? I'm afraid you'll have to up your communication game and bring out the value added by you explicitly without coming across as an obnoxious boaster. For example, is there a SAP component that is required for the project to succeed that only you know and without you it won't get delivered? Communicate that cleverly when you're in status meetings with your SM and Partners. Is there some work product that wouldn't have been thought of had your SAP knowledge or skill not Ben on the team? Bring that out verbally. And so on. For example, in one engagement with my prior big4 employer, we were supposed to document reporting requirements. The tool was Cognos and I was proficient with it having used it in the industry prior to joining consulting. No one on our team would have thought about taking down dimensional reporting requirements had I not known about Cognos cubes and the requirements would have been incomplete without these requirements. SM acknowledged that in my review
Sounds like he’ll be your boss in the future (already viewed as such).
You have two choices: kick his ass or become his $&@#%
Being good at coordinating and communicating and having clients and partners like you is like 80% of consulting.