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Young manager (promoted at 26), feel like I️ don’t have enough experience or business knowledge. Losing confidence at client site both leading the team and advising the client. On a project that is...

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Hear ya. What’s the type of work? General tips: 1. Focus on your strengths - the top 3 things you know well. 2. Have a clear simple understanding of the client’s problem. What is the intent? What is the goal? Why are you there? This is not an elaborate detailed mess, just 1 to 3 specific lines. Should be in the SOW, and if not, discuss with Partner or client to clarify. Keep it simple and specific. 3. Have a clear understanding of the expected output. Analysis results? Processes? Whatever your case is about - what are you supposed to provide. A definition may not be enough based on your experience and you may need clarification from the Partner, a SME at your firm, or even the Client for clarification of what they expect 4. Once you’re clear on the client problem and the desired output, you can build the plan to create the output. Ask yourself: a. “what are the 3 things I need to do to create this output?” Or b. “what 3 things make up this output?” That will give you your level 2 tasks, then ask the same questions of the level 2 to get the level 3. That’s probably as detailed as you need to be. 5. Talk with your team. Walk your team through: a. Purpose (Why) b. Method (How) c. Endstate (What) Do this for the entire project, then assign out the parts based on strengths. (Keeps everyone aligned to a common goal and aware of what’s happening around them) Keep it collaborative and work with them where there is confusion. Make sure you understand that as the leader it is your responsibility to ensure that your team has everything they need to be successful - so ask what they need. 6. Review the Purpose, Method, Endstate regularly so it is burned into your mind. It helps to keep it simple. 7. Review the output and its components regularly so it is burned into your mind. Also helps to keep it simple.

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M2. Just because someone is 26 first off doesn’t mean they have 4 years of experience - many start younger theses doing their own businesses, specialities etc. no one is saying 4,5,6 etc years is better than 15 years all the time or ever. This isn’t a comparative comment I’m making it. I am saying that just cause you are 26 does not mean you cant be a good manager - nothing to do with others experience here and just cause the post has gone off on a comparative tangent doesn’t mean I can’t post to the actual OP question here. And way to assume 100 offshore teams etc. we’re a transformational and strategic business in my team. We don’t do bpo. And I do have the skills and knowledge at 26 to manage my client relationships, sell work in my expertise, and more importantly, leverage and create a strong expert network to understand when an issue isn’t in my world, but I can find a strong peer to address it. These are not skills that automatically come with age just cause you have more years or “been at it” I’m 31 now and obviously expanded myself, but do you know how many people my age or older I just see siting arojnd and delivering minimally both in consulting and industry? They do get stuck at some level or forced out but some just stuck around working their day to day life. One would be crazy to assume that more years is causation to being better. It’s about effort put in and no not everyone does put that time in.

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Yeah you’re prob too young. I’ve been seeing some homegrown Accenture folks really flounder because they just blew smoke up asses and got promoted too fast. If you got promoted cause you are legit then don’t worry about it. If you got promoted cause you’re a yes man and brown nosed then you’re prob effed. Know several SMs that are just completely lost all the time. SAD

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Spend a ton of time day outside of work learning everything you can. Problem is when you get promoted fast you kind of lose out on actual hands on experience and jump right into leading. It can become discouraging when you have to direct people on things that you yourself have never touched.

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What are you struggling with OP? 1. Planning the project - “what to do” 2. Leading the team 3. Technical skills a. Identifying the problem b. Developing the hypotheses c. Testing/validating the hypotheses- what analysis to do and how to do it d. Storyboarding and presenting your findings 4. Client relationships/expectations 5. Admin - budgeting/forecasting ?

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Age not a factor. Don’t let confidence wane. Have a sit down with leadership and be transparent on where you need support.

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I made manager at 26 and Director at 30 - age is just a number... work on your confidence

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I blame Accenture for being a piece of shit company and promoting college kids with 4 years of exp to manager and expecting them to advice clients on how to run business. D for the win

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Manager at Accenture = SC at Deloitte

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KPMG 1 is very thoughtful. That is very kind. Nice to see.

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@M2 Our undergrad hires can be Project Leader in 4 years, so calm you horses @OP Practice makes better. Imposter syndrome is pretty common. I made manager at a similar age and the first two projects were really hard. It gets better.

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Acc3 and everyone else here. If you would like to believe that 4 years of experience can get you enough business experience to advise and run multiple client projects , I’m sorry but that shit wont fly. Having an 100 person offshore team to back up fake titles will only go so far. At D , almost every single lateral hire has easily 10+ years of experience while the internal promotes have 6-8 years. Its really what experience and business acumen you bring to the table- EVERYONE is hard working , that isnt even negotiable

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Not sure what your problem is, M2. I was manager at 24, struggled initially and then figured it out. Job does get easier.

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In this thread - young managers who think they're the coolest shit ever and old managers butthurt that the Young bucks have the same title they do. We all have the same job and relatively speaking are pretty close to the same skill level. Just being likeable is sometimes more important than any of the qualities youre all going on about, and also something that a lot of you could stand to work on. 🎤💧

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You got this, OP. I'll admit that I know nothing about the ACN promotion track, but it's pretty rare to find a manager that young at D. Most "young" managers I've worked with are about 30.

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You gon be flounderin 🐠

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way too young too fast. SC at deloitte already know how to lead teams and do all of the above outlined by kpmg1. You are supposed to be comfortable with new content areas as a manager, and I guess you have identified you just don't have the experience to do so. Perhaps ask for a manager or director to shadow you heavily until you can do it on your own

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Someone who has 15 years of experience is likely better than someone with 6, especially when it comes to making important project decisions, and personnel decisions.

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There are a shit ton of managers and SMs I know here that wouldn’t be able to do shit elsewhere. Know a dude that got promoted to M super fast here because all he did was blow smoke up asses. Was fortunate enough to be in roles that made him buddy buddy with some MDs and that’s really what got him to M. He would walk around saying he was doing SM work and blah blah blah. Well he got canned for an HR violation and about 6 months later he’s still out there asking people on social media for jobs. Too much of that BS here. You can get promoted at these firms if you ride the coat tails of someone above you and that’s what a ton of these fools have done. Well guess what. They’re also face planting left and right.

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More you move up the ranks, the more you’re going to be expected to venture out of comfort zone and own it. You can do it just as well as the next guy/gal.

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Age IS a factor. Someone managing at 26 is fine if the project is less complex, less challenging. That is the truth.

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