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68 The McKinsey Mind

Figure 3-2. The McKinsey Mind In-Person Interview Guide

1. What is the most significant application of a particular tool or technique
that you learned during your tenure at McKinsey in your new position?
What was the context? How did it go?

2. In the following items, we have laid out a set of categories that summarizes
the tools many of us learned at the Firm. For each, please try to give an
example of how you’ve applied it in your post-McKinsey experience—
include the particular tool/technique/strategy, context, application, reaction,
and success.

Framing the Problem: The skills and techniques that allow McKinsey-ites to
break apart problems, e.g., initial hypotheses, brainstorming, and analytical
frameworks from previous engagements.

Gathering the Data: The techniques used to gather and manage data to test
hypotheses, e.g., interviewing, PD searches.

Analyzing the Data: The methods McKinsey uses to extract useful conclusions
from the data. This category includes such favorites as “80/20” and “Don’t boil
the ocean.”

Presenting Your Ideas: Techniques and tips for getting the message across,
whether in a formal presentation with blue books or an informal meeting with
client team members, e.g., “One message per chart,” “the elevator test,” and
the ever-important prewiring.

Managing Your Team: The skills McKinsey team leaders use (or sometimes
don’t) to keep their teams effective, including team selection, internal commu-
nications, and team bonding.

Managing Your Client: The ever-important process of keeping the client on
your side. Includes selling the study, structuring the engagement, and manag-
ing client teams.

Managing Yourself: Life at McKinsey can be tough. Most of us managed to
find some way of juggling life at the Firm with real life, e.g., managing expecta-
tions, managing our bosses, and managing our “significant others.”

Is there a question about McKinsey we’ve forgotten to ask? What’s your
answer?