【正文】 bc Copyright169。 bc How to be a Great Consultant March 1998 Copyright169。 1998 Bain Company, Inc. Developer: Alex Wouterse Reviewers: Tony Ecock Steven Tallman John Clarke 1 CU7030298IMB 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。 1998 Bain Company, Inc. How to be a Great Consultant What people expect of you will depend on their needs and perspective. If in doubt, ask about the expectations of the people you work with. New Consultant VP/Manager Caseteam Office Client “ Is he smart enough to get up to speed rapidly?” “ Is she experienced enough to help us solve our problems successfully?” “ Is she cooperative enough to integrate into the team and to add own value quickly?” “ Is he open enough to adapt to the office culture and influence it positively?” “ What does she bring to the party?” “ Is he a team player?” “ Is he arrogant or can I work with him?” Expectations and Differing Perspectives 5 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant “ Unsuccessful consultants... …are arrogant and unreceptive to feedback. They stop three 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 When you start working, you hear different things about Bain and what others expect of you. “ You sign up. Then, they tell you what you are really up to.” “Get on a good case. Work for a good manager/mentor.” “If you are not involved in recruiting, that?s a bad sign.” “The first year you will probably do spreadsheets, spreadsheets, spreadsheets.” “A great analyst can get away with lousy team scores.” “Make a good impression on the VPs you are working with. That?s all that counts.” This module aims to tell you what you really can expect and what is expected of you. StartUp Expectations 9 CU7042898MSA bc Copyright169。 1998 Bain Company, Inc. How to be a Great Consultant The Bain vision of client relationships is realized by delivering results, not reports. Your role as a consultant is a function of Bain’s vision for each client relationship. Relationship to Client Value Added Results ?“ Feeforservice Adviser” (Billing hours of advice) ?“ Dedicated Partner” (Selling profits at a discount) ?“ Profit Participator” (Buying profits at a bargain) ?“ Empowered Entreprene