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146 The McKinsey Mind

to go on a firm retreat or to spend an evening out entertain-
ing prospective analysts. The extracurricular demands spi-
raled out of control because no one at a senior level focused
on how much of a burden [this expectation] was. The irony
is that the more successful one was, the more of the extra
work one had to do, and therefore the more likely one was
to leave the Firm.

It may be this concern that leads certain companies to avoid
planning social events altogether. We advise against that. These
events offer performance-enhancing activities that simply cannot
be replicated in most existing work environments. Our suggestion:
Plan few events, but plan them strategically. Focus on their tim-
ing, type, and participant lists to ensure the highest impact at the
lowest cost.
Reward well. Steve Anderson, president and CEO of Acorn
Systems, a technology consulting company, found that his new cul-
ture was even more intense than McKinsey’s. Still, he told us, the
rewards were greater as well:

Acorn is more intense than McKinsey, and thus we have to
work hard not only to build company morale, but also to
foster team bonding. Our teams hardly get any sleep on the
road. So, to top it off, we have very nice, long dinners, stay
in comfortable hotels, and party hard. It is amazing
how consultants thrive in this intense culture. We also have
other rewards such as regular office dinners and Fridays in
the office for everybody. Nobody works on weekends. We
stole almost all these winning reward philosophies from
McKinsey.

Of course, not all organizations are this intense (thank good-
ness). Different types of rewards will work in different companies.
As examples, some alumni mentioned bonuses, extra days off, tro-