McKinsey partner got upset when I gave him project update
Often, new EMs overindex on running perfect processes. They believe that's what great EMing is. But that's a big mistake. Partners want problem-solving leadership. Don't confuse your priorities.
“How is the project going?” the McKinsey partner asked me.
He became visibly upset when I replied.
Here’s what happened.
It was my first EM gig. I just started a big strategy project for a very important client. It was the highest-grossing client for the office by a big margin. No pressure.
I was slightly nervous, but confident in my abilities.
I just got promoted with a high rating. My previous project was in Australia, where I absolutely rocked. We staffed a superstar team.
I kick-started the project with the book.
✓ Conducted client kick-off
✓ Sent a detailed data request
✓ Scheduled all critical meetings
✓ Created an elaborate work plan
I was pretty proud of myself.
But looking at the partner’s face, I could see that he didn’t care. He demanded high-quality content and unique insights.
What? Content in the first week? I thought that he was insane.
At that time, I didn’t understand that partners’ biggest desire is to impress clients, and having unique insights is the best way to do it. They want to do it right away, on day one of week one. They don’t care much about process as long as it exists.
I didn’t have any insights.
That’s when it all went downhill.
↳ The partner started making random requests.
↳ The team went into reactive mode.
↳ That led to lots of sleepless nights.
We lost strategic initiative. And never recovered after that. That project turned into a hot mess of random work with chaotic inputs and fragmented outputs.
At that time, I learned an important lesson.
Great EMing is not about some advanced project management skills.
It’s about problem-solving leadership.
Many senior consultants make this mistake. They obsess over running the perfect processes. They feel busy and important.
Is it helpful? Sure.
But at McKinsey, process is just hygiene. You can't impress anyone with that.
Your real job as an EM?
Chief Problem-Solver.
Now you are expected not just to execute. But define problems, find solutions, lead execution, and control for high quality. These are all expected from EMs. Partners only want to say, “Yes, that’s right.” And move on.
And here’s the painful truth:
If you struggle with problem-solving now, the gap only widens as EM.
You will be stretched across multiple workstreams. Your juniors will look up to you for directions. And partners expect you to lead, not just execute.
That's why to survive and thrive as an EM, you should upgrade your problem-solving muscle NOW, before it's too late.
That is why I developed a coaching program for MBB consultants to help them improve their performance with a special focus on problem-solving skills.
If you’re an MBB consultant and want to improve your performance and problem-solving before it’s too late.
Book a Free 1-1 Consultation. We will discuss your pain points, challenges, and aspirations. No strings attached, just straight answers to your biggest questions.
P.S. Unfortunately, we learn our most valuable mistakes going through the most difficult times and experiences. But it doesn’t have to be this way. You can learn based on the experience of other consultants. This way, you can make your experience smoother, richer, and more enjoyable.