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【正文】 quarters of the way through the analysis because they are confident it?s right and don?t convince skeptical clients to change.” …do not bee expert in the functional or industry area they are working in. The clients question their valueadded often from their first interaction.” …do not get out in front of their managers. They are executing another person?s ?to do?s? rather than designing their own path. They don?t live up to, let alone exceed, expectations. Their lifestyle is totally reactive. And their morale is understandably low.” …treat the Bain job as an extension of school. Like courses and professors, cases and team leaders are good or bad. Case work is an assignment, not a personal mission. Also, they think in terms of ?us/them? rather than joining the team and pulling for the joint cause. As a result, they do not add as much value as they think they do, or they?re capable of, and they are tiresome to manage.” Unsuccessful Consultants: Bain VPs’ Perspectives 7 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant Great consultants base their success on characteristics that extend well beyond analytical thinking. ?Baseline analytical expertise, but also… ? Excellent interpersonal skills and knowledge of people management –facilitation –motivating others –conflict management ? Frank selfawareness of strengths and weaknesses ? Receptiveness to feedback from a variety of sources ? Ability and willingness to act on feedback –training –experimentation –practice ? Desire to succeed as a consultant Five Key Characteristics 3 CU7042898MSA bc Copyright169。 bc How to be a Great Consultant March 1998 Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant ?Key success factors ?The function of expectations in predicting consultant success ?Managing expectations for new consultants ?Evolving expectations for experienced consultants ?Key takeaways Agenda 4 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant ?Key success factors ?The function of expectations in predicting consultant success ?Managing expectations for new consultants ?Evolving expectations for experienced consultants ?Key takeaways Agenda 8 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant The Bain mission and vision can be translated into concrete expectations for a new consultant. Your ultimate success will rest upon your ability to meet these expectations. What will make you a great consultant at Bain? Value Addition Client Relationships Communication Extraordinary Teams ? Expectations are integrated into a business system (recruiting, training, professional development, performance management) ? Expectations are linked with market positioning and Bain brand (“results through strategy”) Success Factors and Expectations 12 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant What do we expect from you as a new consultant in the area of extraordinary teams? Self Team Office ? Be receptive to feedback ? Sustain mitment to Bain ? Be a true team player 100% of time ? Contribute positively to morale Manager (upward) ? Be reliable ? Be supportive ? Act as an accepted and responsible member of office munity ? Demonstrate professional behavior to all administrative staff ? Systematically solicit and use feedback from others to improve own performance ? Successfully motivate and integrate other new consultants into team ? Leverage manager?s time and value added ? Manage proactive contribution to overall office morale ? Network ? Earn respect ? Engage in informal office activities Baseline: Distinguishing: Expectations: Extraordinary Teams 16 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant Stateoft
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