Page 154 - The McKinsey Mind

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ManagingYour Team 129

In this section, we will discuss ways to make sure that you get the
best possible people on your team. Sometimes, of course, the best
person for your team might not be part of your organization. For
that reason, this section will also look at ways to improve the effi-
ciency and effectiveness of recruiting.
Perhaps you are in a situation where you have no control over

the makeup of your team. In fact, based on our interviews with
McKinsey alumni, that is more often the case than not in the world
outside of McKinsey. Even so, at some future stage in your career,
you might find yourself in a position to select your own team, espe-
cially if you follow the recommendations in the rest of this book.

TEAMFLY

THE McKINSEY WAY
Let’s review McKinsey’s approach to team selection and recruiting.
Getting the mix right. If you have the luxury of being able to
pick your team, give some deliberate thought to your selections.
McKinsey-ites make project assignment decisions based on the spe-
cific needs of the engagement. They carefully weigh raw intellect,

experience, and interpersonal skills. Each aspect matters, but their
relative importance can vary from project to project (and team to
team).
If you have the opportunity, you should also try to meet any
potential new members in person before you make a decision. Try
to gain a sense of the chemistry among your team members. Don’t

just blindly accept others’ word on the quality of a potential team-
mate. If at all possible, see for yourself.
Recruiting McKinsey-style. McKinsey wouldn’t be McKinsey if
it weren’t very picky about whom it recruits. The Firm, according
to its mission statement, strives to “attract, develop, excite, moti-
vate and retain exceptional people,” and it puts its money where its

mouth is. Recruiting at McKinsey is led by the partners and sup-
ported by a number of full-time professionals and a huge budget.

®
Team-Fly