bc How to be a Great Consultant March 1998 Copyright? 1998 Bain & Company, Inc. Developer: Alex Wouterse Reviewers: Tony Ecock Steven Tallman John Clarke 2 Great Consultant Key success factors The function of expectations in predicting consultant success Managing expectations for new consultants Evolving expectations for experienced consultants Key takeaways Agenda 3 Great Consultant Great consultants base their success on characteristics that extend well beyond analytical thinking. Baseline analytical expertise, but also… Excellent interpersonal skills and knowledge of people management facilitation motivating others conflict management Frank self-awareness of strengths and weaknesses Receptiveness to feedback from a variety of sources Ability and willingness to act on feedback training experimentation practice Desire to succeed as a consultant Five Key Characteristics 4 Great Consultant Key success factors The function of expectations in predicting consultant success Managing expectations for new consultants Evolving expectations for experienced consultants Key takeaways Agenda 5 Great Consultant What people expect of you will depend on their needs and perspective. If in doubt, ask about the expectations of the people you work with. Expectations and Differing Perspectives 6 Great Consultant Bain VPs on what it takes to be a successful consultant... “Few consultants have the total package when they arrive. The best consultants leverage either extraordinary analytical or client skills and then develop the rest over time.” “Paradoxically, team skills are not a way that consultants distinguish themselves. Almost everyone we hire has excellent team skills based on where and how we recruit.” “Over time, there is no substitute for the ability to quickly crack a tough business problem/analysis and design/execute an efficient path for gathering the data to back it up. This is what we do day in and day out. It creates client success stories and smooth team operations.” Successful Consultants: Bain VPs’ Perspectives 7 Great Consultant “Unsuccessful consultants... …are arrogant and unreceptive to feedback. They stop three-quarters of the way through the analysis because they are confident it’s right and don’t convince skeptical clients to change.” …do not become expert in the functional or industry area they are working in. The clients question their value-added - often from their first interaction.” …do not get out in front of their managers. They are executing another person’s ‘to do’s’ rather than designing their own path. They don’t live up to, let alone exceed, expectations. Their lifestyle is totally reactive. And their morale is understandably low.” …treat the Bain job as an extension of school. Like courses and professors, cases and team leaders are good or bad. Case work is an assignment, not a personal mission. Also, they think in terms of ‘us/them’ rather than joining the team and pulling for the joint cause. As a result, they do not add as much value as they think they do, or they’re capable of, and they are tiresome to manage.” Unsuccessful Consultants: Bain VPs’ Perspectives