【正文】 How to be a Great AC Over time, you will assume more responsibility for the analytical aspects of the work. You should take ownership of your work earlier than expected and constantly aim to overdeliver. Likely responsibilities: Likely direct contacts: Relationship/ place on team: First few months Six months One year Two years SAC ? Managing production ? Data collection ? Basic analysis ? Basic analysis ? Data collection ? Production ? Input to workstream ? Complex analysis ? Data collection ? Production ? Own workstream ? Storylines ? Complex analysis ? Data collection ? Work with new ACs ? Own workstream ? Storylines ? Complex analysis ? Consultants ? Senior ACs ? Consultants ? Managers/ CTLs ? Senior consultants ? Managers/ CTLs ? Managers/ CTLs ? VPs ? Information absorber ? Adjusting to Bain culture ? Developing expertise ? Base to midlevel client contact ? Resource to newer team members ? Midlevel client contact ? Interface/prewire with clients ? Resource to newer team members ? Supervisor of new members ? Direct client map ? Consultants ? Experienced ACs Role Evolution 38 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC As you learn the job, your role in driving to the answer will expand. Analysis/ execution of workstream Blank slides for workstream Case hypothesis Next steps for workstream Changes in AC Focus Over Time 39 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC Regular informal and formal feedback is essential to your professional development. ? Start with a skillplan ? Your colleagues want you to succeed and frequently they have ments and suggestions they can share with you ? be aggressive, yet balanced, in asking for feedback ? followup after you have tried to make changes ? Some managers offer only constructive criticism others offer only positive feedback ? ask for both sides of the story ? if you aren39。t getting enough feedback, tell your potential feedback sources or bring up the issue in the caseteam surveys ? Tips for getting feedback ? ask immediately after meetings/presentations ? travel with your supervisor you have a captive audience ? ask other team members ? Upward feedback let others know if things are not working ? upward feedback forms ? direct oneonone ? staffing manager ? caseteam survey Coaching Getting and Soliciting Feedback 40 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC An essential ponent of your professional growth will be the quality of the feedback you receive from your colleagues. ? Your review is piled from formal input solicited from people you39。ve worked with on caseteams or noncase work ? Ratings are determined by consensus at a meeting of managers and VPs based on performance relative to a set of standards ? The first six months are considered a grace period the only official standard is pass/fail ? Keep the process in perspective ? focus on learning a lot, being challenged, and having fun Coaching Review/Rating Process 41 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC You are encouraged to look for opportunities to add the “extra 10%” to enhance the quality of life at Bain beyond your case work. ? Get involved in Bain outside your case work ? Recruiting ? Training ? Colleagues ? nonprofit/pro bono work ? internal assetbuilding projects ?“brownbag” lunches ? studies ? Take the initiative don39。t wait to be asked to get involved ? Bain recognizes you for your involvement in noncase work and provides ample opportunities ? Have fun ? Demonstrate leadership ? Build/strengthen Bain relationships NonCase Opportunities 42 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC Attitude Great! Ugh! Pre ACT First case Recruiting Second case Balancing two cases is hard! Double preez (same day!) Catching up on sleep Clients liked work New case Vacation Catching up! Understand new role Enjoying cases Shouldn39。t it be summer? Should I have gone to grad school? Error in analysis Not such a big error Found new insight Creating own loops Company meeting Left PC on plane You won’t always love your job…. Professional Growth (Ups and Downs) 43 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC Your peers are a rich, low risk source of information, feedback and experience. ? Leveraging the knowledge of your peers ? adds to your efficiency ? gives you others to bounce ideas/questions off of ? is low risk ? helps you learn from others experience ? accelerates learning process ? provides best data sources in industry, explanation of specific type of analysis ? Multilevel bay environment is set up for this purpose ? consultants (experienced and new) ? ACs (experienced and new) ? Colleagues ? excellent source for answers about Bain ? great for stupid questions People Resources Peers 44 GreatAC Copyright169。 1998 Bain Company, Inc. How to be a Great AC Consult people you work with on your caseteam, but also take into consideration value of their time. Fellow ACs SAC New consultant Experienced consultant Manager/CTL VP Leverage as a resource Leverage their time ? Leverage the time of those above you ? send short, focused voics ? push work to limit before meetings ? framework for questions ?”This is my question. Here are the options, I believe this is the correct approach for the following reasons...I rejected the others for the following reasons... ? think about issues ? talk with consultant, the