I Left My Dream Job at Mckinsey: Here's Why
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- Опубликовано: 9 июл 2024
- In my first week on a new engagement at McKinsey, I’m putting together a powerpoint presentation for a client kickoff, and my new manager comes in and asks to take a look at what I’m working on. He takes a look at the first slide, starts flipping through the rest of it, and says “we don’t use font sizes bigger than 10 here at McKinsey. Reduce the sizes of all the fonts, and figure out some way to fill the empty space left on the slides to look nice” and then he left the room. I thought it was a joke, but this dude was deadly serious. Thankfully that guy did not make it at McKinsey; he was a caricature of all the things people detest about McKinsey consultants.
And while not everyone at McKinsey is like that, it IS a reflection of how much consultants agonize all of their energy just thinking about how to communicate something, down to cosmetics of a font size, which is really frustrating for people who like to actually just get stuff done.
But that’s NOT actually the reason I quit. McKinsey is perennially ranked the #1 consulting firm in the world, one of the most well run and presitigous companies to work with a less than 1% acceptance rate - much lower than getting into Harvard - and in fact, one of THE top choices to work for people who attend Harvard. BUT I actually think it’s not for everyone, probably not for most people, and I’m going to share some of the soft underbelly of what it’s like to work there by talking about the top 7 reasons I quit McKinsey. 
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Any similar reasons why you left your job in the past? Or for the other former consultants, any different reasons you left the profession?
This is such a honest take. It pretty much mirrors my experience in BCG.
Thank you!!
Great video! Nice to see you back to uploading!
Thanks! Trying to get back on the swing of things…
i think what you said about transactional is very insightful. till you verbalized it, i didn't realize it.
I truly believe there are some jobs that influence your behavior as a person!
I’d love to have you as a mentor! Launching my SaaS this week:) loving your content
Thants very kind Andrew! Appreciate the kind note and good luck this week :)
Nice, honest video. My former company was a Mckinsey client for almost a year and a half. I was able to get a relatively good look at their culture, and I understand your video.
Thank you!!
Great content. Appreciate the honesty.
Thanks for the kind note! Def trying to be transparent in the case it helps someone else
Before McKinsey there was Author Anderson. Until it wasn’t.
Arthur* Andersen* was an accounting firm
@@Theo-W-91 Anderson was accounting, consulting, software development and systems engineering and deployment. They developed and owned mainframe software systems that managed worldwide product distribution. It was called DCS (Distribution Control System). Like I said, it was there until it wasn’t.
@@bobgaston1 You’re still spelling it wrong- but Andersen got in trouble for endorsing (certifying) fraudulent accounting practices as Enron’s auditor. Their legacy consulting business still exists today (at Accenture I believe)
@@bobgaston1 If you want to make a point, you could point out that the CEO of Enron, who concocted many of the crimes that brought Andersen down, WAS a McKinsey consultant- who advised Enron before leaving to work there. Fun fact
What about the OxyCodone CDOs and African legislative crimes?
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@nogatekeepers this vid promptly loses some credibility bc you’re misrepresenting the “10pt” feedback by 180 degrees. I think you’re aware it’s the opposite- no one says that at McK, whereas many people say “no font sizes below 10pt”. Partners routinely push for like size-16 font on pages; size 10 almost indicates a fundamentally bad page (with plenty exceptions, of course)
There’s another misleading statement in the first minute. (And listen, I neither currently work for McK nor mean to accuse you of twisting that first story to seem more preposterous to the audience-maybe you just had an anomalous bizarro-world experience?) Re: agonizing over ‘how to tell the story’ vs. getting things done… The biggest adjustment for many new hires at McK is (cliche incoming) 80-20 work habits. While not often explicitly highlighted, one of the main value props of McK is working 10x faster than their clients. And, frankly, their work IS telling a story. So, while there is a lot of energy spent on ‘crafting the storyline,’ it is absolute gospel to spend no energy on things that ‘don’t matter.’ And I think you’re trying to imply that a lot of time (i.e., billing) goes into low-value-add BS. Not to mention that McK consultants literally send their slides to be formatted by a dedicated team in India in order to preserve their time for “gettin things done” !
@@Theo-W-91 Thanks for your extremely thoughtful comments! A couple clarifications: 1) I am not implying that communication is not important at all, in large organizations this is paramount to impact. I'm just suggesting that I personally like just the autonomy of taking quick action, and am not good at/nor enjoy the process of communicating in a way to bring several functional groups and teams along for the journey just to get incremental progress on a massive ship that takes a lot to course correct.
2) the EM I worked for was fired right after the project I worked with him on. So while I did speak correctly, I don't necessarily believe he was the norm. He wanted "busy" slides because he thought simple slides came across as un-intelligent. He was certainly the worst and most insecure manager I worked with.
@@nogatekeepers Got it. Well your video does nothing to dispel the notion that this manager was the rule rather than the exception. By leading with this anecdote (“We don’t… at McKinsey”), you quite directly imply that McK packs ‘filler’ content into tiny fonts to satisfy a crazy rule (
@@Theo-W-91 The EM was actually a direct to EM hire from external. I do say in the video not every one is like this at McK