Attention to detail
Consultants make simple mistakes. It's extremely embarrassing and damaging. Let's discuss some practical tips how they can fix this problem.
I remember my early days at McKinsey.
It was a very tough project. We worked long hours, all getting exhausted and stressed.
The manager asked me to update the numbers in the SteerCo document.
Finally, I got some meaningful tasks to do. Before that, I was running some errands and doing some tactical things.
It was not a difficult task. I thought I had nailed it.
But when I sent my findings, my manager's face turned red.
I myself already could see what the problem was.
I forgot to update the main numbers after I changed the assumptions.
"Did you even check these numbers?" he asked me, annoyed and angry.
Again, a simple mistake?! I was cursing at myself.
I had rushed my work because I thought I was expected to do everything fast. I felt this immense pressure to deliver.
But now, I felt a wrenching pain in my stomach.
How did I miss such an obvious mistake?
It was so embarrassing.
And the timing was terrible.
I wanted to do at least one thing right. After a series of stupid mistakes, I needed it so much. My manager already thought of me as hopeless and stupid.
I wanted to prove him wrong.
Unfortunately, my relationship with this manager never improved.
He provided very harsh feedback, pointing out the need to improve my attention to detail and learn to produce zero-defect outputs.
It brought me very close to a negative rating and almost getting fired.
I decided I could not risk it anymore and must fix this problem so that this situation doesn't happen again when I work with other managers.
Unfortunately, this scenario is all too common for new consultants.
You do your best, but somehow, you keep making simple mistakes.
It's frustrating, embarrassing, and can seriously damage your reputation.
Here's the thing:
Attention to detail isn't just about being meticulous. It's about having a system that catches errors before they reach your manager's desk.
Think of it like a safety net for trapeze artists.
They don't rely on being careful alone. They have a safety net in place to catch them if they fall.
So, how do you build your safety net for your consulting work?
Here are some DOs and DON'Ts to help you out:
❌ DON'T rush to send out your work.
I used to think that I must produce my outputs super fast.
I wanted to be a good soldier and execute orders fast because that’s what great work looked like in the companies I worked for before.
That is why I behaved as if I was assessed on my speed.
But trust me, quality trumps speed every time.
Take extra time to review your work.
It'll save you embarrassment and hours of painful rework later.
✅ DO add a final quality check.
Put a manager's hat on your head.
Imagine what questions they would ask.
What holes would they poke in your analysis? What would they do if they wanted to destroy and tear up your slides?
And then address these issues proactively.
❌ DON'T use wrong data and facts, even in drafts.
Consultants are trained to work in iterations.
They throw random stuff on pages and then see what sticks.
It's tempting to plug in dummy numbers when you're working fast. Don't do it.
You might forget to remove incorrect data in the heat of work.
Make it a rule to only use correct data from the start.
If the correct data doesn't exist, don't use it.
This simple habit will eliminate a whole category of potential mistakes.
✅ DO edit your text multiple times.
Clear writing reflects clear thinking. Take the time to refine your texts.
Editing is a very important part of getting your thoughts to the right level of quality.
Nobody does it perfectly from the first go. Even accomplished writers edit their texts many times.
Tools like Grammarly can help catch basic errors, but nothing beats a careful self-edit.
Remember, attention to detail isn't about perfection. It's about having a reliable process that catches errors before they become problems.
The Navy SEALS like to say,
Under pressure, we don't rise to the occasion but rather sink to the level of our training.
Ensure your lowest level of training meets the highest quality standards of your leaders.
Develop your own routines and implement these techniques.
Your managers will notice, your confidence will grow, and you'll be on your way to becoming a standalone consultant.
The consulting journey is complex and treacherous. Walking it alone is extremely difficult. It’s helpful to have the support of someone experience who has gone through this journey and helped many others.
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Extremely imp., advice. Went through this multiple times, but have gotten better. Even a single spelling mistake can be embarrassing at times..forget wrong numbers.