Mckinsey charges $10,000 per day for a consultant at my level.....yeahđź‘€
No its not for their problem-solving prowess but for phenomenal people skills.
Here is the most powerful people skill I learned there:👇🧵
Note: The per diem info is public - a simple Google search will reveal the numbers.
I'll leave a link at the end:
Moving on....
Mckinsey is known for lending brains to solve the toughest problems.
That is true, but its the people that surprised me.
Grow or Go is the main motto there.
Every single person is put through mandatory world-class training, and every training is highly tactical and actionable.
Nothing is left to chance and whim.
Everyone speaks the same structured language.
There is a framework for everything & I mean everything:
- MECE
- Pyramid Principles
- Concept Sprints
- Issue Trees
- First-day answer
- Airport Test
- How to disagree
- How to give advice
- How to give feedback
- How to hire well
- How to deliver bad news
The list goes on..
Please comment "more" below if you want me to do breakdowns for the these frameworks in the future.
I know what you are thinking:
"Everything can't be solved through frameworks."
That is how I thought, but I was shocked at how well they work for a simple reason:
The more structured you are, the more persuasive you are.
And we are all just selling at the end of the day.
One such framework that has helped me not just professionally but also personally is the ability to
"Say no like a pro."
It's the most impactful thing I learned in my 4 years there, and today I wanted to give you a highly tactical way to negotiate all around.
Let's dive in:
Why should you care?
Consider these cases:
- Your boss proposes a new initiative you think won’t work.
- Your partner wants to buy a large item that you think is unnecessary. Good luck there 🤨
- A new client wants to start now, but you don't have the time.
How do you disagree with someone who has more power or is important to you?
How do you decide whether it’s worth speaking up?
What exactly should you say?
I have been awful at disagreeing all my life.
Relationships were burned, or future chances were missed.
Boldly put, this framework has literally changed my life.
Anyways, let's dive right in:
We will cover three questions:
🙋‍♂️Why is it difficult to say No?
🙋‍♂️When is it worth it?
🙋‍♂️What tactics can help?
🙋‍♂️ So why is it difficult to say no?
Let's understand the cause to be able to better implement the proposed tactics.
5 major biases hold us back 👇
1)Seniority Fear
You are concerned that the requester holds power over career progression, and you “have no choice.”
Consider this:
Recognize most often, people just “need help”
They are not seeking an explicit exchange like- if you do this, it will help with your promotion.
2) Professional Background
Your previous organizations had different expectations and norms, leaving you in flux in your current setting.
Consider this:
Recognize every group is different. Observe and customize your approach.
3) Conflict Aversion
Such a situation triggers a deep emotional response like “fight or flight”, making it harder to engage constructively.
Consider this:
Reframe “conflict” as “collaborative disagreement”, in the interest of finding a better answer for all parties
4)Cultural Background
Some cultures are more direct and nonhierarchical, while others are more subtle and deferential.
Consider this:
Understand “easy” degrees of freedom (where you can be more direct) and also “read between the lines” when you can't be as direct.
5)Personal Style
Factors like MBTI type and work style, e.g., you don't want to “let someone down.”
Consider this:
Customize your approach to your preferences, e.g., “rather a small let-down now than a bigger one later.”
🙋‍♂️When is saying No worth it?
“You need not attend every argument you’re invited to”
Draw out two coordinates
Y Axis - How much does it matter to them?
X Axis - Net cost to you.
(Consider effort, success likelihood, shared/personal goals, timelines)
Now consider 4 scenarios
1) Low Benefit to Them, Low Cost to You
Politely but firmly assert that you’re not in a position to help;
But if deflecting is harder than doing, you may choose NOT to Say No.
Since it's low cost, you can decide to just do it.
2)Low Benefit to Them, High Cost to You
Be clear about the trade-offs & implications.
Make them understand the low upside for them & explain the work involved for you.
Then help them problem-solve instead of direct No.
This should not be contentious.
3)High Benefit to Them, Low Cost to You
Don’t push back too hard; either do it since it's low-cost to you or help them figure out how to get it done.
You don't have to say NO most time here.
4)High Benefit to Them, High Cost to You
Here’s where the rubber hit’s the road; let's focus on tactics to assess and handle this scenario
🙋‍♂️What tactics can help?
Use a framework called 4Ds.
1)Delay - Propose an alternative timeline if capacity is a hurdle for you.
Application:
The requestor always has a standard timeline like “yesterday” or “asap”. Often there is a degree of freedom here.
Examples:
"This is a great approach, I can definitely do this. I’ve committed other deliverables this week so I can get this done by next Wednesday – would that work?"
2) Diminish /De-scope
Proposing alternative (more feasible) activities to achieve the same shared objective
Application:
Often requesters will ask for what they think will solve their problem rather than what is strictly ideal; you can help identify better options.
Examples:
Could we meet this need by doing x, y, z instead? Are we solving the right problem? Is there an 80/20 approach?
3)Deflect or Delegate
Proposing an alternative delivery mechanism – same work, quality, and timeline, but not all done by you
Application
In some situations, the requester just needs help getting things done – not necessarily by you.
Be aware, though, that sometimes they may be explicitly trying to create an opportunity for you.
Examples:
This sounds like a great project.
A friend is building expertise in this area – can I connect you?
My background might not do this task justice.
I reckon my friend can do a much better job with his experience.
4) Dialogue
If all else fails, you need a dialogue.
Don't lead with your response. Make it about them.
"Bubblewrap your No"
How?
- Actively listen
- Ask questions to clarify
- Empathize
- Enter your No here
- Empathize again, and problem-solve with them.
Example:
Start: I see, yeah this seems critical because…
Middle: I am wondering if I might even have the bandwidth to do a good job because…
End: I’d like to figure out how best to help you…
That's all for the framework 🙌🏼
Other meta nuances to apply:
- Empathize a lot in the beginning, Ask questions instead of directly rejecting. Make them feel heard.
- Phrase your No like a question. "I am wondering if it makes sense given my limited bandwidth"
A great tactic everyone knows from Improv
Use of "Yes, and"
Words like "but" puts people on the defense and diffuse the collaboration potential.
Example-
❌ "Yes, but the costs are not going to allow that"
âś…"Yes, and we should also think about the costs"
You can really shape your relationships and, in turn, your trajectory through intentional (dis)agreement.
Remember, this skill takes practice – it may feel unnatural but will become second nature over time.
So keep practicing till it's a part of your sub-conscience. 🙂
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Here is the public info about consulting prices:
afr.com/politics/federal/revealed-mckinsey-partners-charge-16-000-a-day-before-discounts-20190808-p52f2a