n
n
Consulting is an early career choice that allows smart, resourceful people who have mastered sounding confident to find responsibility beyond that available in other industries. Consulting firms recruit from top undergraduate universities, business schools, and other graduate institutions, looking for u201csmart, nice, analysts with legs.u201d
n
Firms want smart, analytical people because client problems are challenging. They want nice people because no one wants to work with jerks. And they want people u201cwith legs,u201d who before they walk, figuring out problems above their training and pay grade. They hire people with amazing potential, who rise to management more quickly than most.
n
Consultancies know how to find such people. Case interviews demonstrate thinking ability. Multiple interviews with people at various levels determine u201cfit,u201d code for u201cnice.u201d Questions about failure demonstrate speed-learning. and uncover the most important qualification of new consultants, insecurity. Firms want people who can sound confident, but nurse imposter syndrome, thinking that their achievements are less than others believe.
n
n
Some candidates seek these high starting salary jobs to pay off student loans, or just as a good start to a business career. Even if you wash out, a consulting firm is u201ca good place to be from,u201du00a0 and many of the larger firms outplace alumni with good companies.
n
But is consulting a career u201cwith legs, i.e., one with a long life cycle?
n
n
n
Consultants move through distinct phases:
n
n
Newbies do the work. Yeomen do the work and manage people, clients and project deliverables. Old Hands do some work, manage people (selection, promotion and mentoring), manage client Relationships, and acquire new client relationships (i.e., u201csell,u201d though very few consultants like that word).
n
The job changes radically between levels. Many firms, certainly the larger ones, have rigid promotion/deselection decision points in a consultantu2019s career. This was called u201cUp or Out,u201d but has been softened to u201cGrow or Go.u201d Newbies who canu2019t perform or donu2019t want to manage leave the firm. Yeomen who donu2019t learn to sell leave the firm. Of course there are exceptions. If everybody u201creally likesu201d you and you do great work at your level, you may stay, but pay raises slow and the cohort you were hired with leaves or is promoted.
n
Many people leave consulting for careers in industry, or academia or non-profit services. Some leave big firms for smaller firms or become independents to maintain the u201ceverybody does everything, all the timeu201d feel. Some suddenly find themselves at the Yeoman to Old Hand transition unprepared. They havenu2019t thought about the role and how to excel at it.
n
This post is to help junior consultants plan to be Old Hands.
n
n
n
When I was a young consultant, I aggressively rejected planning for anything with the word u201cOldu201d in the title. u201cHope I die before I get old,u201d sang Pete Townsend in The Whou2019s song u201cMy Generation.u201d So to be clear, an Old Hand might be twenty-eight years-old, or even younger, if you are tall, have some gray hair, and a u201cpresenceu201d that people describe with words like u201cgravitas.u201d
n
Remember an Old Handu2019s primary job is to feed the firm, attract new clients, or sell. To be safe, avoid the word u201csellu201d and use phrases like u201cbuild new clients relationships,u201d or u201cbegin service to clients.u201d Also some Old Hands are offended by the suggestion that they donu2019t do work or manage. Of course they do, but new client acquisition is critical. There is always some work ending that must be replaced for the Growth and health of the firm.
n
In my experience there are three Old Hand client acquisition roles:
n
n
n
n
n
n
n
A BDE acquires clients through a sales calling process. A TL acquires clients through applied expertise. A TA acquires clients through a long term relationship. Any Old Handu2019s job may include one of these roles or all three depending on the capability of the Old Hand.
n
Growing into these roles involves planned capability development.
n
n
n
First, some definitions:
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n
n
n
n
n
To build capabilities involves learning new knowledge, practicing skills, applying these competencies to problems enough to have consistent success at them.
n
n
n
Here are three capabilities of the Old Hand role:
n
n
n
n
n
n
n
(All business problems are people problems and all problems have revenue or profit implications. Are we hiring, keeping the right employees, suppliers to deliver for customers and shareholders? Are people organized well with sound work processes for efficiency [profit] or effectiveness [revenue]?)
n
Framing a project u00a0means learning enough to form a hypothesis about what might be causing the problem and what the solution might be. The diagnosis phase will confirm or disprove your hypothesis, but you frame diagnosis work. The client may tell you what they think the solution is, but you must cast the diagnosis wide enough to confirm or deny these hypotheses.
n
n
n
n
n
Old Hands need all these capabilities. However, Business Development Executives make Framing their first priority. Thought Leaders make Innovation their first priority. Those who choose the Trusted Advisor path focus on Relationships.
n
BDEs may also build knowledge in an industry to give them access. TLu2019s make build connections with researchers and business professors, Trusted Advisors may build relationships at the Board of Director level.
n
Planning which capabilities to develop and u00a0when increases Old Hand career longevity.
n
n
How long one expects a career to last is something few think about before fifty and in consulting that may be too late. When I was twenty I imagined Iu2019d retire at fifty; I worked till I was seventy. I might have worked longer, I still look young for my age. However my business came from referrals. Existing clients referred me to their peers and I got to the point where my clients retired and some died. What might have changed this?
n
n
n
n
n
n
n
n
n
n
n
n
n
With a little late stage career planning Old Hands can work as long as they want to work. Of course, there is more to life than work and some other activities are more fun and rewarding.
“,”tablet”:”
n
n
Consulting is an early career choice that allows smart, resourceful people who have mastered sounding confident to find responsibility beyond that available in other industries. Consulting firms recruit from top undergraduate universities, business schools, and other graduate institutions, looking for u201csmart, nice, analysts with legs.u201d
n
Firms want smart, analytical people because client problems are challenging. They want nice people because no one wants to work with jerks. And they want people u201cwith legs,u201d who before they walk, figuring out problems above their training and pay grade. They hire people with amazing potential, who rise to management more quickly than most.
n
Consultancies know how to find such people. Case interviews demonstrate thinking ability. Multiple interviews with people at various levels determine u201cfit,u201d code for u201cnice.u201d Questions about failure demonstrate speed-learning. and uncover the most important qualification of new consultants, insecurity. Firms want people who can sound confident, but nurse imposter syndrome, thinking that their achievements are less than others believe.
n
n
Some candidates seek these high starting salary jobs to pay off student loans, or just as a good start to a business career. Even if you wash out, a consulting firm is u201ca good place to be from,u201d and many of the larger firms outplace alumni with good companies.
n
But is consulting a career u201cwith legs, i.e., one with a long life cycle?
n
n
n
Consultants move through distinct phases:
n
n
Newbies do the work. Yeomen do the work and manage people, clients and project deliverables. Old Hands do some work, manage people (selection, promotion and mentoring), manage client relationships, and acquire new client relationships (i.e., u201csell,u201d though very few consultants like that word).
n
The job changes radically between levels. Many firms, certainly the larger ones, have rigid promotion/deselection decision points in a consultantu2019s career. This was called u201cUp or Out,u201d but has been softened to u201cGrow or Go.u201d Newbies who canu2019t perform or donu2019t want to manage leave the firm. Yeomen who donu2019t learn to sell leave the firm. Of course there are exceptions. If everybody u201creally likesu201d you and you do great work at your level, you may stay, but pay raises slow and the cohort you were hired with leaves or is promoted.
n
Many people leave consulting for careers in industry, or academia or non-profit services. Some leave big firms for smaller firms or become independents to maintain the u201ceverybody does everything, all the timeu201d feel. Some suddenly find themselves at the Yeoman to Old Hand transition unprepared. They havenu2019t thought about the role and how to excel at it.
n
This post is to help junior consultants plan to be Old Hands.
n
n
n
When I was a young consultant, I aggressively rejected planning for anything with the word u201cOldu201d in the title. u201cHope I die before I get old,u201d sang Pete Townsend in The Whou2019s song u201cMy Generation.u201d So to be clear, an Old Hand might be twenty-eight years-old, or even younger, if you are tall, have some gray hair, and a u201cpresenceu201d that people describe with words like u201cgravitas.u201d
n
Remember an Old Handu2019s primary job is to feed the firm, attract new clients, or sell. To be safe, avoid the word u201csellu201d and use phrases like u201cbuild new clients relationships,u201d or u201cbegin service to clients.u201d Also some Old Hands are offended by the suggestion that they donu2019t do work or manage. Of course they do, but new client acquisition is critical. There is always some work ending that must be replaced for the growth and health of the firm.
n
In my experience there are three Old Hand client acquisition roles:
n
n
n
n
n
n
n
A BDE acquires clients through a sales calling process. A TL acquires clients through applied expertise. A TA acquires clients through a long term relationship. Any Old Handu2019s job may include one of these roles or all three depending on the capability of the Old Hand.
n
Growing into these roles involves planned capability development.
n
n
n
First, some definitions:
n
n
n
n
n
n
To build capabilities involves learning new knowledge, practicing skills, applying these competencies to problems enough to have consistent success at them.
n
n
n
Here are three capabilities of the Old Hand role:
n
n
n
n
n
n
n
(All business problems are people problems and all problems have revenue or profit implications. Are we hiring, keeping the right employees, suppliers to deliver for customers and shareholders? Are people organized well with sound work processes for efficiency [profit] or effectiveness [revenue]?)
n
Framing a project means learning enough to form a hypothesis about what might be causing the problem and what the solution might be. The diagnosis phase will confirm or disprove your hypothesis, but you frame diagnosis work. The client may tell you what they think the solution is, but you must cast the diagnosis wide enough to confirm or deny these hypotheses.
n
n
n
n
n
Old Hands need all these capabilities. However, Business Development Executives make Framing their first priority. Thought Leaders make Innovation their first priority. Those who choose the Trusted Advisor path focus on Relationships.
n
BDEs may also build knowledge in an industry to give them access. TLu2019s make build connections with researchers and business professors, Trusted Advisors may build relationships at the Board of Director level.
n
Planning which capabilities to develop and when increases Old Hand career longevity.
n
n
How long one expects a career to last is something few think about before fifty and in consulting that may be too late. When I was twenty I imagined Iu2019d retire at fifty; I worked till I was seventy. I might have worked longer, I still look young for my age. However my business came from referrals. Existing clients referred me to their peers and I got to the point where my clients retired and some died. What might have changed this?
n
n
n
n
n
n
n
n
n
n
n
n
n
With a little late stage career planning Old Hands can work as long as they want to work. Of course, there is more to life than work and some other activities are more fun and rewarding.
“}},”slug”:”et_pb_text”}” data-et-multi-view-load-tablet-hidden=”true”>
Consulting is an early career choice that allows smart, resourceful people who have mastered sounding confident to find responsibility beyond that available in other industries. Consulting firms recruit from top undergraduate universities, business schools, and other graduate institutions, looking for “smart, nice, analysts with legs.”
Firms want smart, analytical people because client problems are challenging. They want nice people because no one wants to work with jerks. And they want people “with legs,” who before they walk, figuring out problems above their training and pay grade. They hire people with amazing potential, who rise to management more quickly than most.
Consultancies know how to find such people. Case interviews demonstrate thinking ability. Multiple interviews with people at various levels determine “fit,” code for “nice.” Questions about failure demonstrate speed-learning. and uncover the most important qualification of new consultants, insecurity. Firms want people who can sound confident, but nurse imposter syndrome, thinking that their achievements are less than others believe.
Some candidates seek these high starting salary jobs to pay off student loans, or just as a good start to a business career. Even if you wash out, a consulting firm is “a good place to be from,” and many of the larger firms outplace alumni with good companies.
But is consulting a career “with legs, i.e., one with a long life cycle?
Consultants move through distinct phases:
Newbies do the work. Yeomen do the work and manage people, clients and project deliverables. Old Hands do some work, manage people (selection, promotion and mentoring), manage client relationships, and acquire new client relationships (i.e., “sell,” though very few consultants like that word).
The job changes radically between levels. Many firms, certainly the larger ones, have rigid promotion/deselection decision points in a consultant’s career. This was called “Up or Out,” but has been softened to “Grow or Go.” Newbies who can’t perform or don’t want to manage leave the firm. Yeomen who don’t learn to sell leave the firm. Of course there are exceptions. If everybody “really likes” you and you do great work at your level, you may stay, but pay raises slow and the cohort you were hired with leaves or is promoted.
Many people leave consulting for careers in industry, or academia or non-profit services. Some leave big firms for smaller firms or become independents to maintain the “everybody does everything, all the time” feel. Some suddenly find themselves at the Yeoman to Old Hand transition unprepared. They haven’t thought about the role and how to excel at it.
This post is to help junior consultants plan to be Old Hands.
When I was a young consultant, I aggressively rejected planning for anything with the word “Old” in the title. “Hope I die before I get old,” sang Pete Townsend in The Who’s song “My Generation.” So to be clear, an Old Hand might be twenty-eight years-old, or even younger, if you are tall, have some gray hair, and a “presence” that people describe with words like “gravitas.”
Remember an Old Hand’s primary job is to feed the firm, attract new clients, or sell. To be safe, avoid the word “sell” and use phrases like “build new clients relationships,” or “begin service to clients.” Also some Old Hands are offended by the suggestion that they don’t do work or manage. Of course they do, but new client acquisition is critical. There is always some work ending that must be replaced for the growth and health of the firm.
In my experience there are three Old Hand client acquisition roles:
A BDE acquires clients through a sales calling process. A TL acquires clients through applied expertise. A TA acquires clients through a long term relationship. Any Old Hand’s job may include one of these roles or all three depending on the capability of the Old Hand.
Growing into these roles involves planned capability development.
First, some definitions:
To build capabilities involves learning new knowledge, practicing skills, applying these competencies to problems enough to have consistent success at them.
Here are three capabilities of the Old Hand role:
(All business problems are people problems and all problems have revenue or profit implications. Are we hiring, keeping the right employees, suppliers to deliver for customers and shareholders? Are people organized well with sound work processes for efficiency [profit] or effectiveness [revenue]?)
Framing a project means learning enough to form a hypothesis about what might be causing the problem and what the solution might be. The diagnosis phase will confirm or disprove your hypothesis, but you frame diagnosis work. The client may tell you what they think the solution is, but you must cast the diagnosis wide enough to confirm or deny these hypotheses.
Old Hands need all these capabilities. However, Business Development Executives make Framing their first priority. Thought Leaders make Innovation their first priority. Those who choose the Trusted Advisor path focus on Relationships.
BDEs may also build knowledge in an industry to give them access. TL’s make build connections with researchers and business professors, Trusted Advisors may build relationships at the Board of Director level.
Planning which capabilities to develop and when increases Old Hand career longevity.
How long one expects a career to last is something few think about before fifty and in consulting that may be too late. When I was twenty I imagined I’d retire at fifty; I worked till I was seventy. I might have worked longer, I still look young for my age. However my business came from referrals. Existing clients referred me to their peers and I got to the point where my clients retired and some died. What might have changed this?
With a little late stage career planning Old Hands can work as long as they want to work. Of course, there is more to life than work and some other activities are more fun and rewarding.
The post Consulting, A Young Person’s Game? appeared first on Wisdom from Unusual Places.
Originally Published on https://wisdomfromunusualplaces.com/blog/
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