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60 The McKinsey Mind

specific subjects or industries. Experiment with them a bit, and
you’ll soon discover which sources can provide you with the
“right” information in the easiest fashion. And remember, quality
over quantity.

EXERCISES
• Conduct a data orientation audit. Obtain the material from
your last big presentation (to your board, boss, spouse,
etc.), and review the written material and notes. Summa-
rize the key arguments. Under each argument, jot down the
facts that support the points. How many facts do you
have? Do you make any arguments without supporting
facts? If so, this is a red flag. Depending upon the nature of
the presentation, you should have at least three good sup-
porting facts for each point (unless one fact is a slam
dunk).
• Develop a data-gathering plan for a current problem. What
major issue at work keeps you up at night? Analyze it.
First, develop your overall hypothesis (from Chapter 1).
Then think of at least three major arguments, and identify
the most relevant fact or two that may support the position
(or disprove it). Next, identify the potential source of the
information (document or person). You may have to get
creative here.

INTERVIEWING

We didn’t have to look far for an example to illustrate the impor-
tance of interviewing in non-McKinsey positions. In writing this