First off, be hungry.
You have to be hungry for knowledge. Management consultants face a steep learning curve throughout their careers - from associates up to the most senior partners. That's why consulting jobs are so hard to get and succeed in.
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First off, be hungry.
You have to be hungry for knowledge. Management consultants face a steep learning curve throughout their careers - from associates up to the most senior partners. That's why consulting jobs are so hard to get and succeed in.
As a new consultant, you're exposed to real life business situations. You do analysis which will determine the outcome of expensive private equity deals, mergers & acquisitions, profit growth. There's a sense of empowerment and responsibility that you need to shoulder.
You want to make sure you're learning something every day.
Consultants come from diverse backgrounds--some have graduate degrees in medicine or philosophy, some have MBAs or JDs, some are fresh out of college -- and all have different strengths and weaknesses.
I'm an engineer and come from a quantitative background, so I'm more comfortable with numbers. I would struggle with "out of the box thinking" or creative analysis because I'm always focused on details and analytics. It's up to me to make sure I improve on those areas, by leveraging mentors, my case team, learning resources available at the company, and so forth.
Work on what you're lacking-- make sure you catch up!
#2 Learn to love the feedback
Get constant downward feedback and give great upward feedback to your engagement manager (EM) or case team leader (CTL).
The reason why consulting jobs are a great opportunity for mentorship is because you're in an environment that isn't very hierarchical, and there is mutual respect regardless of your seniority.
At every stage, a person's job is interdependent on the success of everyone else on your team.
Getting continuous feedback is an important way to succeed as a consultant. Obviously, this is somewhat general to all jobs, but consultants need to make sure it doesn't drop off the list.
At firms you'll get both a "junior" and "senior" mentor, typically one is one level above you, and the other a partner/principal.
You have to be hungry for knowledge. Management consultants face a steep learning curve throughout their careers - from associates up to the most senior partners. That's why consulting jobs are so hard to get and succeed in.
As a new consultant, you're exposed to real life business situations. You do analysis which will determine the outcome of expensive private equity deals, mergers & acquisitions, profit growth. There's a sense of empowerment and responsibility that you need to shoulder.
You want to make sure you're learning something every day.
Consultants come from diverse backgrounds--some have graduate degrees in medicine or philosophy, some have MBAs or JDs, some are fresh out of college -- and all have different strengths and weaknesses.
I'm an engineer and come from a quantitative background, so I'm more comfortable with numbers. I would struggle with "out of the box thinking" or creative analysis because I'm always focused on details and analytics. It's up to me to make sure I improve on those areas, by leveraging mentors, my case team, learning resources available at the company, and so forth.
Work on what you're lacking-- make sure you catch up!
#2 Learn to love the feedback
Get constant downward feedback and give great upward feedback to your engagement manager (EM) or case team leader (CTL).
The reason why consulting jobs are a great opportunity for mentorship is because you're in an environment that isn't very hierarchical, and there is mutual respect regardless of your seniority.
At every stage, a person's job is interdependent on the success of everyone else on your team.
Getting continuous feedback is an important way to succeed as a consultant. Obviously, this is somewhat general to all jobs, but consultants need to make sure it doesn't drop off the list.
At firms you'll get both a "junior" and "senior" mentor, typically one is one level above you, and the other a partner/principal.
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