某咨詢崗位職責(zé)GreaAC

Developer:DaphneLiReviewer:SusanLonerganCarthaO’HareJohnClarke

bcHowtobeaGreatACMarch1998Copyright?1998Bain&Company,Inc.1GreatAC

GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda2GreatAC

GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda3GreatAC

Baincaseteamsaddressaconsiderablerangeofstrategicissues.StrategyconsultingCorporatestrategyBusinessunitstrategyPerformanceimprovementHowshouldacompanywithmanybusinessesachieveitsgrowthobjectives?Howshouldabusinessunitrespondtoitscompetitors?Howmanymanufacturingplantsdoesacompanyneed?Whatproductsshouldclientproduceineachplant?Example:TypesofStrategicIssues4GreatAC

CompoutekAxels-4-RentBusinessproblem:Answer:First-yearACworkstream:Lengthofcase:ACtravel:Businessunitstrategy(PCbusinessunit)ExittheretailPCmarketCutcoststhroughcomplexityreductionImplementprocessandorganizationredesignPhonecompetitorstogatherdataaboutthePCmarketAnalyzeclientdatarelatingtoaccountsreceivableandinventoryturnsBuildeconomicmodelThreemonthsMonthlylocalvisitstoclienttogatherdataandattendmeetingsCorporatestrategy(growthstrategy)TargetandretainmostprofitablecustomersthroughmarketingprogramsandtravelagentcommissionstructuresFocusoncorporateaccountsthatarealreadypenetrated,butarecurrentlyunderperforminginsharetargetsSizerentalcarmarketbasedonsecondaryresearchandcustomersurveysSpliceanddiceclientcustomerdatabasetoestablishsegmentsResearchothercompanies’retentionprograms(e.g.,airlines'frequentflyer)SixmonthsWeeklytripstoNYCforclienttaskforcemeetingsExampleofCaseteamAssignments5GreatAC

CaseteamCoordinatorVice-PresidentManager/CTLExperiencedConsultantNewACNewConsultantExperiencedACWhileyoumayfrequentlyencountervariations,atypicalcaseteamstructurelookslikethefollowing:CaseteamStructure6GreatAC

Yourmixofresponsibilitieswillvaryfromcasetocase.ThejobResearch/datagatheringAnalysisCommunicationTeamMarketsizeanddynamicsCompetitorsClientdataCustomersDatabasemanipulationModelsinExcelRegressionsDataintoappropriateslideformatArrivingatthestrategicanswerBlankslidesstorylineproperformatOralcommunicationinformalteammeetingswithconsultant/mangeroverheadstocaseteamCoordinatingworkstreamswithotherACs/consultantsParticipatinginteambrainstormingsessionsandteammeetingsOverseeingproductionforpresentationsCaseteameventsAreasofResponsibility7GreatAC

FlawlessexecutionwilldestineACsforgreatness.Theycapitalizeontheresourcesavailabletothem,andshowawillingnesstodowhateverittakestogetthejobdone.GetthejobdoneExecuteonyourworkplanCommunicateupUnderstandthe“BigPicture”DeliverwithzerodefectsDevelopandupdateyourworkplanKeepan80/20fallbackplanExecute-focusontheassignedtaskAfter6-12months,takeamoreactiveroleinintellectualleadershipofyourpieceofworkCommunicateregularlyandfrequentlywithyourmanageruseAnswer-Firstand80/20tag“redflags”seekhelpprioritizingleveragemanagertoaddadditional10%insightAlways“knowthewhy”inthecontextofthe“BigPicture”Performzerodefectanalysisdocumenteverythingproof,proof,proofrealitycheckKeySuccessFactors8GreatACAlways“knowthewhy”inthecontextofthe“BigPicture”.Whyareyoudoingthiswork?whatisthe"BigPicture"?whereisthevalue?whatistheclientexpecting?Whatdoesyouranalysismeanandwhyisitimportanttotheclient?Whatarelikelyquestionstobeaskedofyou?byyourteambyyourclient(s)Whatsensitivityanalysesillustrateresponsestopotentialquestionsorclarifyissuesforyou?whataboutclientsensitivityanalyses?Whatrealitycheckscanyoudotodemonstrateknowledgeofthewhy?useof80/20benchmarksfocusofyourqualitychecks“KnowtheWhy”9GreatAC

ArecentexperienceatSACtrainingillustratestheimportanceof“knowingthewhy”inthecontextofthe“BigPicture”.DeveloppresentationonbusinessunitstrategyAssignment:TheclientcanbeprofitableandshouldmilkitsbusinessHypothesis:MarketisgrowingClienthaslowcostpositionCompetitorsnotathreatnextlargestplayerhighercostAssertions:“WecandoaBDPtofigureoutwhereourclientcanlowercosts”“Costsarerelativelysimilar”SACs’reaction:Data:Whatdidtheymiss?RCPQuestion:ClientCompetitor4.804.905.604.500246BigPicture-“KnowtheWhy”:Example(1of2)10GreatACMoreon““knowingthewhy””-whattheACsmissed….“WecandoaBDPtofigureoutwhereourclientcanlowercosts””“Costsarerelativelysimilar”SACs’’reaction:CompetitorislowestcostCompetitorcanlowerpricetogainshare“Milk”isnotafeasiblestrategyWhattheymissed:Evaluatethecompetitivethreat,notdesign““milking””strategyNextstep:Data:ThisteamgotcaughtupinthedetailsoftheanalysisNeedtostepbackandlookat““BigPicture””Lessonlearned:RCPClientCompetitor4.804.905.604.500246BigPicture-““KnowtheWhy”:Example(2of2)11GreatACAfteryouhaveperformedyouranalysis,steppingbackisessentialtogettingtheBigPictureinfocus.DoublecheckyouroutputAretheseresultssurprising?Why?Doesthisallmakesense?PuttheresultsonaslideorslidesIstherea"sowhat"fromtheslide?Whataretheimplications?Whatcouldclientresponsesbe?concerns/threatsconfusionIsthereabetterwaytopresentthedata?audiencebetterrepresentationofkeypoint(s)Whatdoesthismeanfortheclient?HowdoesthisfitinwithBain'swork?Whatisthebestwaytoarticulatethekeytakeawaysoftheslide:whatisyourmanagerexpecting?howdoesthisanalysisfitintothelargercasequestion(s)?PresentingyourdatawellcanbemoredifficultthanperforminganalysisSteppingBack12GreatACGettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda13GreatACHi,Manager,Whatdoyouwanttotalkabouttoday?I’msorrybutIcan’tgiveyouthatinfoforyourupdatetoday——theclienthasn’’tgivenmethedata.Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!Ithinktheansweris$650M,butcan’tremember——butdon’tworry,Ihaveitatmydesk!Idon’tknowhowI’mgoingtodothismarketmap.Noneofthesecompaniesarepublic.What’’sWrongWithThisPicture?(1of6)14GreatACProblem:BDP:NoagendaComewithobjectivesandagendaHi,Manager,Whatdoyouwanttotalkabouttoday?I’msorrybutIcan’tgiveyouthatinfoforyourupdatetoday——theclienthasn’’tgivenmethedata.Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!Ithinktheansweris$650M,butcan’tremember——butdon’tworry,Ihaveitatmydesk!Idon’tknowhowI’mgoingtodothismarketmap.Noneofthesecompaniesarepublic.What’’sWrongWithThisPicture?(2of6)15GreatACProblem:BDP:DidnotinformmanagerofroadblocksProvideyourmanagerwithfrequentupdatesHi,Manager,Whatdoyouwanttotalkabouttoday?I’msorrybutIcan’’tgiveyouthatinfoforyourupdatetoday—theclienthasn’’tgivenmethedata.Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!Ithinktheansweris$650M,butcan’tremember——butdon’tworry,Ihaveitatmydesk!Idon’tknowhowI’mgoingtodothismarketmap.Noneofthesecompaniesarepublic.What’’sWrongWithThisPicture?(3of6)16GreatACProblem:BDP:DidnotaskforprioritizationAskmanagertoreprioritizewhenevernewworkisaddedtotheworkplanLetmanagerknowifworkistakinglongerthananticipatedHi,Manager,Whatdoyouwanttotalkabouttoday?I’msorrybutIcan’’tgiveyouthatinfoforyourupdatetoday—theclienthasn’’tgivenmethedata.Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!Ithinktheansweris$650M,butcan’tremember——butdon’tworry,Ihaveitatmydesk!Idon’tknowhowI’mgoingtodothismarketmap.Noneofthesecompaniesarepublic.What’’sWrongWithThisPicture?(4of6)17GreatACProblem:BDP:NobackupAlwaysbringbackupHi,Manager,Whatdoyouwanttotalkabouttoday?I’msorrybutIcan’’tgiveyouthatinfoforyourupdatetoday—theclienthasn’’tgivenmethedata.Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!Ithinktheansweris$650M,butcan’tremember——butdon’tworry,Ihaveitatmydesk!Idon’tknowhowI’mgoingtodothismarketmap.Noneofthesecompaniesarepublic.What’’sWrongWithThisPicture?(5of6)18GreatACProblem:BDP:NotpushingissuestorecommendationsIfyourunintoroadblocks,brainstormandofferalternativesHi,Manager,Whatdoyouwanttotalkabouttoday?I’msorrybutIcan’’tgiveyouthatinfoforyourupdatetoday—theclienthasn’’tgivenmethedata.Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!Ithinktheansweris$650M,butcan’tremember——butdon’tworry,Ihaveitatmydesk!Idon’tknowhowI’mgoingtodothismarketmap.Noneofthesecompaniesarepublic.What’’sWrongWithThisPicture?(6of6)19GreatAC“Pushback”arewordsyouwillhearoften.WhenPushingBackMayBeAppropriateWhenPushingBackMayNotBeAppropriateYoudidthesameanalysislastweek(andtheweekbefore)Youhaveagoodrelationshipwithyourconsultant/CTL/managerandbelievethisanalysisisunnecessaryYou'vebeennonstop,withoutsleepworkingonthiscasefor72hoursSomepeopleonyourteamhavebeencomplainingabouttoomuchfreetimeandyou'vebeencrunchingpastmidnightforthelasttwoweeksYou'reonvacationItisuncleartoyouhowtheanalysisfitsintothegreaterpicture/overallcaseobjectivesYoursupervisorisbeingunnecessarilydemandingIt'syourfirstweekonthecaseYoudon'tknowhowtodotheanalysis(ask)Youreallywanttoski/gotothebeachtomorrowYou'vebeendevotingmostofyourtimetoyourothersideYoujustgotbackfromvacationYou'resickofthiscaseYoudon'tliketheconsultantyou'reworkingwithTheworkis/appearsboringormundaneTherearenootherresourcesavailabletocompletepieceofworkYoubelieveyou'retoosmartforthetypeofworkrequiredYoutoldyourroommateyouwouldmeetherfordrinksat6:30AdviceonPushingBack20GreatACYouknowthere'sapreezonMonday,butyouhaveplanstogoskiingfortheweekendIt’stimetobeateamplayer-especiallyifthispreezhasbeenonthecalendarforawhileSituationSolutionOfferto(1)returnafteryourdinnerand(2)comeinearlierthantherestoftheteamtocompensateLetyourmanagerknowthatyouraerobicsisimportanttoyou,butalsoshowsomeflexibilityGotoyourdoctor’sappointment.Asarule,letyourmanagerknowifyouwillbeoutoftheofficeforaconsiderablelengthoftimeYouknowtherestoftheteamisherecrunching,butyouwouldreallyliketohavedinnerwithafriendwho’sintownjustfortodayYouwanttogotomymorningaerobicsclass,butyourmanagercallsalastminuteacaseteammeetingforthattimeYouhaveanimportantdoctor’sappointment,butyourmanagerjustscheduledaclientmeetingthatyouneedtoattendwithherPushingBack:Examples21GreatACGettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda22GreatACPreparationpackingTheACroleEnsuringtheperfectclientmeetingPreparation:backup&logisticsEnsuringthePerfectClientMeeting23GreatACMaintainback-upbookandleaveaudittrailatalltimes(don'twaituntilpresentationisover!)makeback-upuser-friendlyincludesensitivityanalysesandotheranalysesbeyondmaterialshownanticipatequestionshaveacheatsheetMakecopies(whenappropriate)letyourteamtakenotescanusecopiestomakechangesnumberpages(bluepencilsdon'tcopy)Carrynecessarysuppliestomakecorrections,calculations,measurementsAnticipateproblems(clientcopiers,brokenstaplers,etc.)Bringrelevantcasework"outsideofpresentation"olderworkannualreports,financialssamplesurveys,modelstableofcontentsKeepdesk/filesorganizedsoteammemberscanfindneededmaterialswhenyouareoutoftheofficeGoodpreparationforclientmeetingsisaninvestmentwithastronomicalreturns.Preparation(Back-up)24GreatACKnowlogisticstravelplansandoptionsmeetingtimesandlocationsdirectionsphonenumbersandcontactsKnowyourposition:bepreparedtopayforpettycashitemsoffertodriverentalcarscoordinatelast-minuteemergencies/travelchangesNevermakeanyonewaitforyoutraveltip:don’’tcheckbaggageslowsyoudowninairportsleavesyouatriskforlostbaggagePreparetobethelogisticspointpersonforclientmeetings.Assumingthat““someone””hastakencareoflogisticsisapreludetodisaster.Preparation(Logistics)25GreatACOpenyourbriefcase-listitscontentsWhatwouldyouaddifyouweretravelingtoaclientpresentationtomorrow?Compareyouranswerto““TheUltimateTravelPackage,””whichfollowsPreparationPackaging(Exercise)26GreatACPackyourbriefcasetocoverawiderangeofcontingencies.Don’’tmakeassumptionsaboutwhatotherteammembers““should””becarrying.Andremember:ahand-drawnslideoflast-minuteinsightsisbetterthanafully-producedslideoferrors.“TheUltimateTravelPackage””ContactinformationToolsOfficesuppliesBainandclientphonelistsBusinesscardsDailycalendarCalculatorPCpowercordphoneplugfilesdownloadedClearblankacetatesGraphpaperWritingpaper/notepadSoftleadmechanicalpencilsRulerWhite-outtape(thickandthin)PaperclipsBinderclipsRubbereraserManilafoldersBlackslidepens(finelineandthickline)“TheUltimateTravelPackage””27GreatACReviewandprepareappropriatelytomeettheobjectivesoftheclientvisitunderstandexpectationsofyourparticipation(whatareyousupposedtogainfrom/contributetothemeeting)Gaugeyourdegreeofparticipationtothemeetingsmake-upasaruleofthumb,thehigherthelevelofclientsinvolved,thelessyouwilltalkIfyouranalysis/areaofexpertiseisbeingdiscussed,offerinsightsrelevantdiscoveriesquestionsAskyourmanagerorCTLwhatroleyououghttoplayattheveryleast,playtheroleofengagedobserverIfyouhaveclientmapsattendingtaketheopportunitytobuildtherelationshipmakesureyouprewiregetreaction/feedbackAlwaystakenotes(preparingasummarymaybehelpful)AlwayscarefullythinkaboutwhatyousayanddoageisfrequentlyaliabilityAlwaysbeattentive/engaged(don'tfallasleepordaydream)Yourinvolvementattheclientwilldependonyourteam'sstyle,butingeneral:YourRoleintheClientMeeting28GreatACGettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda29GreatACStyle(self-projection)SelfpresentationPreparationSelf-managementCommunicationDevelopingPersonalStyle30GreatACBain'scultureandrelativeyouthmakeiteasytoforgettheimportanceofselfpresentation,especiallyinnon-officesetting.Conveyconfidence,notarrogancemakeeyecontactenunciateclearlyprojecta"can-do"attitudechallengeconstructively-askquestionsCreateapresencerememberthat"professional"doesnotequal"nopersonality"interactwithothersaroundyouMakeyourselfavailableduringreasonablehoursdon'tabusethenofacetimepolicyDressprofessionallyinlinewithofficeandclientnormsSelfPresentation31GreatACSuccessfulACsregardself-preparationasfundamentaltoprojectinganimageofcompetence,engagementandprofessionalism.WhenyoumeetwithothersbringcalendarHP12CnotepadyourbrainForcaseteammeetingsunderstandwhatissueswillbecoveredtalkwithsupervisoraboutwhatyoushouldcoverbringrelevantmaterialsdetermineappropriatelevelsofdetailbeabletotalkaboutimplicationsofyouranalysis,nextsteps,etc.Forclientmeetingslookandbeorganized:makesureyouhavetherelevantpiecesofanalysisbepreparedtoanswerquestionsaboutsources/methodologiesknowhowtoexplainyourslidespresentationlayout(e.g.,marimekko,growthsharematrix)howanalysiswasdone(ifasked)keytakeaway/insightPreparation32GreatACFromthestart,oneofthemostvisibleimagesyouwillprojectisyourabilitytomeetdeadlines.BeontimeforcallsandmeetingsMakesureyouclearlyunderstandyourdeliverablesandwhentheyareneededIfyouanticipateproblemsinmeetingadeadline,letpeopleknowbeforeyou'relateNeverkeepanyonewaitingSelfManagement:TimeandTimelines33GreatACSinceweareaculturedependentonvoicemails,masteringtheartofleavingvoicemailsisvital.KeepthembriefandtothepointuseAnswer-Firstifyouneedtocoveralotofmaterial,outlinefirstwhatistheminimumyouneedtosaytoconveyyourmessage?GaugemessagetotargetaudiencemanagersandVPsdon'thavealotoftime-orpatience-forlongmessages"urgent"meansdifferentthingstodifferentpeopleChangeyourmessage,whenappropriateoutoftheofficeforadayortwo-changeyourdailygreetingonvacation,outforaweek,etc.:useanextended-absencegreetingandtellpeoplewhetherornotyouwillbecheckingyourmessagesAnswer/actuponvoicemailsinatimelymannerCommunication:VoicemailTactics34GreatACGettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda35GreatACTheroleofthenewACRoleevolutionCoachingNon-caseopportu-nitiesUpsanddownsPeopleresourcesACroleProfessionalgrowthLifebalanceArewardingcareerCreatingaRewardingCareer36GreatACRelativeEmphasiswithinTeamManageproductionInformationgathering/datacollectionAnalysisCoordinatewithCTCsandGraphicsKeepcontroldeck,assembleblack-book,whennecessaryQualitycontrol,qualitycontrol,qualitycontrolProof,proof,proofIdentify/read/summarizerelevantinformationUtilizemultiplesources(includingalternative-Internet,expertgroups,etc.)LeveragepastBainworkonotherteams(BRAVA)SiftthroughclientdataforrelevantinformationPullinformationanddatatogetherinmeaningfulfashion-wherearegaps/opportunities?DevelophypothesisofpossibleoutcomesUnderstandtrendsandshiftsinmarketplaceModeltrendstodeterminelikelyoutcomesLookfordifferentwaysofcuttingdataOrganizeanalysisintomeaningfulstoriesLinktooverallcaseteamquestions/objectivesExecutezero-defectanalysisArticulatecaseobjectivesBlankslideanalyticalloopExecuteonanalysisUpdatemanagerappropriatelyWorkstreamownershipTheRoleoftheNewAC37GreatACOvertime,youwillassumemoreresponsibilityfortheanalyticalaspectsofthework.Youshouldtakeownershipofyourworkearlierthanexpectedandconstantlyaimtoover-deliver.Likelyresponsibilities:Likelydirectcontacts:Relationship/placeonteam:FirstfewmonthsSixmonthsOneyearTwoyearsSACManagingproductionDatacollectionBasicanalysisBasicanalysisDatacollectionProductionInputtoworkstreamComplexanalysisDatacollectionProductionOwnworkstreamStorylinesComplexanalysisDatacollectionWorkwithnewACsOwnworkstreamStorylinesComplexanalysisConsultantsSeniorACsConsultantsManagers/CTLsSeniorconsultantsManagers/CTLsManagers/CTLsVPsInformationabsorberAdjustingtoBaincultureDevelopingexpertiseBasetomid-levelclientcontactResourcetonewerteammembersMid-levelclientcontactInterface/prewirewithclientsResourcetonewerteammembersSupervisorofnewmembersDirectclientmapConsultantsExperiencedACsRoleEvolution38GreatACAsyoulearnthejob,yourroleindrivingtotheanswerwillexpand.Analysis/executionofworkstreamBlankslides

forworkstreamCasehypothesisNextstepsforworkstreamChangesinACFocusOverTime39GreatACRegularinformalandformalfeedbackisessentialtoyourprofessionaldevelopment.StartwithaskillplanYourcolleagueswantyoutosucceedandfrequentlytheyhavecommentsandsuggestionstheycansharewithyoubeaggressive,yetbalanced,inaskingforfeedbackfollow-upafteryouhavetriedtomakechangesSomemanagersofferonlyconstructivecriticism-othersofferonlypositivefeedbackaskforbothsidesofthestoryifyouaren'tgettingenoughfeedback,tellyourpotentialfeedbacksourcesorbringuptheissueinthecaseteamsurveysTipsforgettingfeedbackaskimmediatelyaftermeetings/presentationstravelwithyoursupervisor-youhaveacaptiveaudienceaskotherteammembersUpwardfeedbackletothersknowifthingsarenotworkingupwardfeedbackformsdirectone-on-onestaffingmanagercaseteamsurveyCoaching-GettingandSolicitingFeedback40GreatACAnessentialcomponentofyourprofessionalgrowthwillbethequalityofthefeedbackyoureceivefromyourcolleagues.Yourreviewiscompiledfromformalinputsolicitedfrompeopleyou'veworkedwithoncaseteamsornon-caseworkRatingsaredeterminedbyconsensusatameetingofmanagersandVPsbasedonperformancerelativetoasetofstandardsThefirstsixmonthsareconsideredagraceperiod-theonlyofficialstandardispass/failKeeptheprocessinperspectivefocusonlearningalot,beingchallenged,andhavingfunCoaching-Review/RatingProcess41GreatACYouareencouragedtolookforopportunitiestoaddthe““extra10%”toenhancethequalityoflifeatBainbeyondyourcasework.GetinvolvedinBainoutsideyourcaseworkRecruitingTrainingColleaguesnon-profit/probonoworkinternalasset-buildingprojects“brownbag”lunchesstudiesTaketheinitiative-don'twaittobeaskedtogetinvolvedBainrecognizesyouforyourinvolvementinnon-caseworkandprovidesampleopportunitiesHavefunDemonstrateleadershipBuild/strengthenBainrelationshipsNon-CaseOpportunities42GreatACAttitudeGreat!Ugh!PreACTFirstcaseRecruitingSecondcaseBalancingtwocasesishard!Doublepreez(sameday!)CatchinguponsleepClientslikedworkNewcaseVacationCatchingup!UnderstandnewroleEnjoyingcasesShouldn'titbesummer?ShouldIhavegonetogradschool?ErrorinanalysisNotsuchabigerrorFoundnewinsightCreatingownloopsCompanymeetingLeftPConplaneYouwon’talwaysloveyourjob…….ProfessionalGrowth(UpsandDowns)43GreatACYourpeersarearich,lowrisksourceofinformation,feedbackandexperience.Leveragingtheknowledgeofyourpeersaddstoyourefficiencygivesyouotherstobounceideas/questionsoffofislowriskhelpsyoulearnfromothersexperienceaccelerateslearningprocessprovidesbestdatasourcesinindustry,explanationofspecifictypeofanalysisMulti-levelbayenvironmentissetupforthispurposeconsultants(experiencedandnew)ACs(experiencedandnew)ColleaguesexcellentsourceforanswersaboutBaingreatfor"stupid"questionsPeopleResources-Peers44GreatACConsultpeopleyouworkwithonyourcaseteam,butalsotakeintoconsiderationvalueoftheirtime.FellowACsSACNewconsultantExperiencedconsultantManager/CTLVPLeverageasaresourceLeveragetheirtimeLeveragethetimeofthoseaboveyousendshort,focusedvoicemailspushworktolimitbeforemeetingsframeworkforquestions”Thisismyquestion.Herearetheoptions,Ibelievethisisthecorrectapproachforthefollowingreasons...Irejectedtheothersforthefollowingreasons..."thinkaboutissuestalkwithconsultant,thenmanager/CTLLeveragetheknowledgeofpeopleonyourteamfellowACsondifferentworkstreamsfirstbounceideasoffconsultantsPeopleResources-Caseteam45GreatACAteamismorethanjustconsultingstaff...LibraryCTCGraphicsMailroom/CopyCenter/FacilitiesMISTravelReceptionist/MCOsTrainingHRFinanceRecruitingThebetteryourrelationshipswiththeBainsupportnetwork,theeasieryourjobwillbePeopleResources-SupportNetwork46GreatACLookattheBaincommunitybeyondyourcaseteamasaresourceforpersonalandprofessionalgrowth.Meetingandinteractingwithpeopleoutsideyourcaseteam(inadditiontootherfirst-yearACs)isvaluablegivesyouabroaderperspectiveonBain(inandoutsideyouroffice)givesyouachancetolearnwhatothercaseteamsareworkingonteachesyouaboutthesuccess/problemsthattheyexperiencedhelpstremendouslywithinformalstaffingprocesspeopletotalktoaboutpendingcasesgivesyouanadditionalsourceofadviceandinformationsometimesissuesariseonyourcaseandit'susefultohavesomeoneelsetotalktowithyouwhomfeelcomfortableTherearelotsofopportunitiestomeetpeopleatBain:baypartiesofficeparties/functionsrecruitingfunctionscaseteameventstrainingvolunteeractivitiesPeopleResources-InformalRelationships47GreatACProactivelymanaginglifebalanceisawaytosustainyourBaincareer.Determinewhat’simportanttoyouCommunicateyourneedstoyourteamsetexpectationsupfrontokaytopushback,dependingonsituationbereasonableandresponsibleTakevacationsandbreaksDon’tbeafraidtofollowyourpassions(besidesaddingvaluetoyourclients)PaulACactedinaplayKayConsultanttookfourmonthsofftoswimcompetitivelySueACsignedupwithcolleaguesforThursdaynightwinetastingcourseKarenSACtookweeklykickboxinglessonsLifeBalance48GreatACWorking80hoursaweekmakesyouastarMyth:Truth:Gettingyourworkdoneanddonewellmakesyouastarifyouhavenolife,youwillnotlikethisjobifyoudonotlikethejob,youwillnotdogoodworkifyoudonotdogoodwork,youwillnotbeastarSomeoneismonitoringyourhoursMyth:Truth:Ifyougetyourworkdone,noonecaresIfIneverdoacashflow/complicatedmodel/RCP,I'llneverbeagoodACMyth:Truth:Youareevaluatedonhowwellyouperformtheworkyouneedtodo,notonallthetypesoftoolsyoudidn'tuseDebunkingSomeMyths49GreatACGettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeawaysAgenda50GreatAC“NewACsneedtopayattentiontothedetails.Itisabsolutelyessentialthattheyputtheirdecimalsintherightplace,labeltheiraxes,usetherightunits,andavoidcarelesserrorsincalculations.Oneortwocarelesserrorscanreallyaffectourcredibility.”“TobeanexceptionalAC,youneedto‘beatcause.’Thatis,youneedtotaketheinitiativeandassumecompleteresponsibilityforunderstandinganareaanditsissues.”“ACsneedtobecreative.Lookatissuesfromadifferentperspective.Bethoughtfulabouthowtousedataandanalysis.Breakthemoldandlookfornewparadigms.”“Planbeforedoinganywork.Stop.Plan.Execute.”“Thereisadirectcorrelationbetweenzerodefectandtimemanagement/planning.”“Getdonewhatyou’vebeenaskedtodo,first.Listen.Execute.Add.”“Communicatethetimelinessrequiredtogetthejobdone.Youknowtheworkbetterthananyoneelse,andnoonewantsyouworkingallthetime.””“Alwaysask,‘‘WhyamIdoingthis?””“Ifyoucan’tpicturetheoutput,ask.””“Realitycheckingshouldbeawayoflife.””O(jiān)nexecution:Onplanning:Onsteppingback:Takeaways:InsightsfromYourPredecessors(1of2)51GreatAC“Keepyourmanager/CTLupdatedonroadblocks.”“Don’’tjustcommunicateproblems.Alwayssuggestalternatives.”“Ifyoudon’tunderstand,ask.”“Youneedtooverstructureyourcommunications.Andovercommunicate.”“Observevoicemailetiquette:Oncommunication:Onlifebalance:KeepitbriefCommunicatedegreeofurgency(FYIvs