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Danke

Dear Heinrich, What do you look at in an entry-level consultant's CV? I tried many ways, but I always failed at the CV round. I'm still an undergrad student and have yet to gain work experience. However, I listed extracurricular activities that leveraged skills like communication, problem-solving, and teamwork. If certificates are needed, can you share some certificates that an entry-level consultant should have on their CV? Thanks a lot!

Spunds like you have bad leads. Before heading into the requirement call or meeting, your lead, manager or PM should already know who has bandwidth and should attend that meeting. I would have am issue with that fly by the seat of your pants attitude in the absence of their due diligence. What you have shown is also what I do. I also use these for minutes of the meeting. I will send them out and ask if there is anything missing or any additional details they would like to add. These might turn into additional to do items, but might also raise a red flag that another meeting is needed because the additional info might be bigger than just a line item, or possibly the to do needs further discussion.

Should be taught as soft skills before you leave school

All these comments are what LinkedIn has become, minus the obvious Indian spam accounts.

I.e n.o point you catch my drift

Very insightful and honest video!

When you compare consulting to other business functions I think you are being a bit unfair to Jobs. His point wasn’t that a consultant isn’t involved in every area of a business. His point was that a consultant comes in with a very high level view, makes recommendations, and then leaves before those recommendations are implemented. If they don’t work, a consultant can blame the implementation team and move on without learning why that recommendation didn’t work. That’s the advantage of working for a company as opposed to a consulting firm in his view. You live with your recommendations and when they don’t work you get to learn the flaw in your thinking.

how can earth can all that be fit into a single page?? :o

As a side note from this video - I'd love your views on office/regional differences within McKinsey. While I'm sure there aren't many "major" differences in terms of work streams & processes, local culture absolutely cannot be ignored, even by MNC's. Curious to hear your thoughts on how McKinsey adapts to this.

These are not very MECE lol

I was really enjoying your videos, but you play MTG and now I have to subscribe.

But are you hiring

The concrete advice is extremely helpful.

Very useful!

@FirmLearning , can you give some infos on Finalta by McKinsey. Is this a genuine McKinsey job? Does it have same prestige and the same outside options? Is the salary of a research analyst comporable to that of a (Senior) Associate. (I have 3 years of experience and 3 university degree, yet no PhD) Is it possible to from Finalta to the McKinsey?

Amazing!!!! I had made the mistake of bottom up communication when reporting to my CEO. He huffed about that. Thank to this clear and interesting video, I realized my fault in communicate with my boss and found a great solution with top down communication🎉

Really valuable for private and business

Hello Heinrich, Thank you for the insightful video. Could you please tell me how did you calculate GPA? because with the german grading system less is better and its quite the opposite with the GPA system. Also, does GPA in your resume stand for the german grade or the american/canadian? thanks in advance.

Is there a way to apply MECE to non-consultant enviroment?

this was made 2 years ago. you are a con artist.

🟦🟥

Hey Heinrich, I was curious about your opinion on a German FH bachelor's degree. Is it still possible to get into consulting with a German FH bachelor's degree? And if it would negatively impact the chances, would getting a master degree from a regular university, perhaps even a more prestigious one like HSG or WHU make up for the FH bachelor? I am looking forward to your response.

Why don’t consulting firms just slow down enough to let their consultants catch up? So what if the deliverables are a week later than promised? Why even commit to dates when the amount of analysis required to competently answer the research questions would hardly be well understood in the early phases of the project. My thinking is that the feedback cycle should be shorter and low fidelity in the beginning of the project and then get longer towards the end with deliverables becoming more stable and polished. Importantly, co-owned with the client partner roles. The value of a consultant is not diminished in this model in my opinion. On the contrary, thought partnering with the client in the early stages, especially when uncertainty is high, can be a powerful way of engaging.

Hi Heinrich, thanks for your practical tutorials. I am wondering whether I will be able to download the excel table you had worked on in order to practice at my end. Many thanks.

Thank you Heinrich for this. I also just started and it feels like my colleagues are so superior to me and it's frightening. The fact that they are native English speakers and I am not is not helping. Your advice here is very helpful

any books to learn workshop

Sounds like Arnold Schwarzenegger

Thank You!

Pleasure to talk to Jan Rodig, Partner at SMP! Any tips on consulting interviews you would like to add?

so hard to find job

7:45 actual start of the technique

Reason number 1 having empathy and a soul and being unable to work for fucking Satan

Thanks!

Sorry but this is more beginners. A road worrier would never pack this way.

Very useful, thank you

Thank you Heinlich! notes: Learn quickly. Expected as super competent & knowledgeable from Day 1. a) leverage knowledge you receive. receive lots of info from many diff departments. "consultants borrow your watch to tell you the time." b) how you frame information as your experiences. you do research, talk to experts, read a book or article- framed as your experience seems & sounds better. "This is what other companies in this field do". c) Frame questions & new terms: "What do *you* mean with this term?" d) mental math to portray yourself as intelligent. or knowledge that lends some accreditation as intelligent.

Notes/Synopsis (life cycle of a consultant): mistakes: - data gatherer for analysis. creates transactional relationship, uncomfortable for clients. they only answer the questions, instead of sharing the insights to questions you forget to ask. stage of co-creation: - co-create solutions with clients. don't crunch data, present a solution alone. it doesn't work well. change management (have a good relationship & create ownership/buy-in): - the solution is only valuable if the client is buying it. the result is something the client believes in, not just you. the client will speak your praises, creating visibility. trusted advisor: - client seeks you out for the current project, and any additional questions that are top of mind. other stakeholders will come to you with additional questions and needs, that can become additional work, with more experts and networks.

this is exactly what i have been looking for more than 2 months, got lucky today! thanks firm learning!

This is a great way to maintain meeting notes. I have seen people circulating minutes in word doc, but an excel file makes so much more sense.

Not being able to automate your own job, automating your own job

This is exactly why corporate life sucks

Dude, your videos have made me so much better at work. People are starting to notice and it’s a direct result of your videos. I cannot thank you enough.

Sounds like a recipe for a definite burnout..😅 Also what I wonder in this type of behaviour is that you cannot get anything done properly if you are running around like this. In the end, nothing actually gets done (at least well) because you are not focused on the task at hand

Thank you, Heinrich! Even á a student, I find the problem-solving process my lecturer requires me to follow is hectic and unrealistic. This video is exactly what I need. Keep up with the good work!