Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Developer: Daphne Li
Reviewer: Susan Lonergan
Cartha O’Hare
John Clarke
bc
How to be a Great AC
March 1998
Copyright© 1998 Bain & Company, Inc.
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Bain caseteams address a considerable range of strategic issues.
Strategy consulting
Corporate strategy
Business unit strategy
Performance improvement
How should a company with many businesses achieve its growth objectives?
How should a business unit respond to its competitors?
How many manufacturing plants does a company need?
What products should client produce in each plant?
Example:
Types of Strategic Issues
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Compoutek
Axels-4-Rent
Business problem:
Answer:
First-year AC workstream:
Length of case:
AC travel:
Business unit strategy (PC business unit)
Exit the retail PC market
Cut costs through complexity reduction
Implement process and organization redesign
Phone competitors to gather data about the PC market
Analyze client data relating to accounts receivable and inventory turns
Build economic model
Three months
Monthly local visits to client to gather data and attend meetings
Corporate strategy (growth strategy)
Target and retain most profitable customers through marketing programs and travel agent commission structures
Focus on corporate accounts that are already penetrated, but are currently underperforming in share targets
Size rental car market based on secondary research and customer surveys
Splice and dice client customer database to establish segments
Research other companies’ retention programs (., airlines' frequent flyer)
Six months
Weekly trips to NYC for client task force meetings
Example of Caseteam Assignments
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Caseteam Coordinator
Vice-President
Manager/CTL
Experienced Consultant
New AC
New Consultant
Experienced AC
While you may frequently encounter variations, a typical caseteam structure looks like the following:
Caseteam Structure
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Your mix of responsibilities will vary from case to case.
The job
Research/data gathering
Analysis
Communication
Team
Market size and dynamics
Competitors
Client data
Customers
Database manipulation
Models in Excel
Regressions
Data into appropriate slide format
Arriving at the strategic answer
Blank slides
storyline
proper format
Oral communication
informal team meetings with consultant/manger
overheads to caseteam
Coordinating workstreams with other ACs/consultants
Participating in team brainstorming sessions and team meetings
Overseeing production for presentations
Caseteam events
Areas of Responsibility
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.
Get the job done
Execute on your workplan
Communicate up
Understand the “Big Picture”
Deliver with zero defects
Develop and update your workplan
Keep an 80/20 fallback plan
Execute - focus on the assigned task
After 6-12 months, take a more active role in intellectual leadership of your piece of work
Communicate regularly and frequently with your manager
use Answer-First and 80/20
tag “red flags”
seek help prioritizing
leverage manager to add additional 10% insight
Always “know the why” in the context of the “Big Picture”
Perform zero defect analysis
document everything
proof, proof, proof
reality check
Key Success Factors
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Always “know the why” in the context of the “Big Picture”.
Why are you doing this work?
what is the "Big Picture"?
where is the value?
what is the client expecting?
What does your analysis mean and why is it important to the client?
What are likely questions to be asked of you?
by your team
by your client(s)
What sensitivity analyses illustrate responses to potential questions or clarify issues for you?
what about client sensitivity analyses?
What reality checks can you do to demonstrate knowledge of the why?
use of 80/20
benchmarks
focus of your quality checks
“Know the Why”
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
A recent experience at SAC training illustrates the importance of “knowing the why” in the context of the “Big Picture”.
Develop presentation on business unit strategy
Assignment:
The client can be profitable and should milk its business
Hypothesis:
Market is growing
Client has low cost position
Competitors not a threat
next largest player higher cost
Assertions:
“We can do a BDP to figure out where our client can lower costs”
“Costs are relatively similar”
SACs’ reaction:
Data:
What did they miss?
RCP
Question:
Big Picture - “Know the Why”: Example (1 of 2)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
More on “knowing the why” - what the ACs missed….
“We can do a BDP to figure out where our client can lower costs”
“Costs are relatively similar”
SACs’ reaction:
Competitor is lowest cost
Competitor can lower price to gain share
“Milk” is not a feasible strategy
What they missed:
Evaluate the competitive threat, not design “milking” strategy
Next step:
Data:
This team got caught up in the details of the analysis
Need to step back and look at “Big Picture”
Lesson learned:
RCP
Big Picture - “Know the Why”: Example (2 of 2)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
After you have performed your analysis, stepping back is essential to getting the Big Picture in focus.
Double check your output
Are these results surprising? Why?
Does this all make sense?
Put the results on a slide or slides
Is there a "so what" from the slide?
What are the implications?
What could client responses be?
concerns/threats
confusion
Is there a better way to present the data?
audience
better representation of key point(s)
What does this mean for the client?
How does this fit in with Bain's work?
What is the best way to articulate the key takeaways of the slide:
what is your manager expecting?
how does this analysis fit into the larger case question(s)?
Presenting your data well can be more difficult than performing analysis
Stepping Back
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Hi, Manager,
What do you
want to talk
about today?
I’m sorry but I
can’t give you that info for your update today—the
client hasn’t given me the data.
I had to stay up
all night because
my manager kept
adding to my list
of things to do!
I think the answer
is $650M, but
can’t remember—
but don’t worry,
I have it at
my desk!
I don’t know
how I’m going to do this market map. None of these companies are public.
What’s Wrong With This Picture? (1 of 6)
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Problem:
BDP:
No agenda
Come with objectives and agenda
Hi, Manager,
What do you
want to talk
about today?
I’m sorry but I
can’t give you that info for your update today—the
client hasn’t given me the data.
I had to stay up
all night because
my manager kept
adding to my list
of things to do!
I think the answer
is $650M, but
can’t remember—
but don’t worry,
I have it at
my desk!
I don’t know
how I’m going to do this market map. None of these companies are public.
What’s Wrong With This Picture? (2 of 6)
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Problem:
BDP:
Did not inform manager of roadblocks
Provide your manager with frequent updates
Hi, Manager,
What do you
want to talk
about today?
I’m sorry but
I can’t give you that info for your update today— the client hasn’t given me
the data.
I had to stay up
all night because
my manager kept
adding to my list
of things to do!
I think the answer
is $650M, but
can’t remember—
but don’t worry,
I have it at
my desk!
I don’t know
how I’m going to do this market map. None of these companies are public.
What’s Wrong With This Picture? (3 of 6)
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Problem:
BDP:
Did not ask for prioritization
Ask manager to reprioritize whenever new work is added to the workplan
Let manager know if work is taking longer than anticipated
Hi, Manager,
What do you
want to talk
about today?
I’m sorry but
I can’t give you that info for your update today— the client hasn’t given me
the data.
I had to stay up
all night because
my manager kept
adding to my list
of things to do!
I think the answer
is $650M, but
can’t remember—
but don’t worry,
I have it at
my desk!
I don’t know
how I’m going to do this market map. None of these companies are public.
What’s Wrong With This Picture? (4 of 6)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Problem:
BDP:
No back up
Always bring backup
Hi, Manager,
What do you
want to talk
about today?
I’m sorry but
I can’t give you that info for your update today— the client hasn’t given me
the data.
I had to stay up
all night because
my manager kept
adding to my list
of things to do!
I think the answer
is $650M, but
can’t remember—
but don’t worry,
I have it at
my desk!
I don’t know
how I’m going to do this market map. None of these companies are public.
What’s Wrong With This Picture? (5 of 6)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Problem:
BDP:
Not pushing issues to recommendations
If you run into roadblocks, brainstorm and offer alternatives
Hi, Manager,
What do you
want to talk
about today?
I’m sorry but
I can’t give you that info for your update today— the client hasn’t given me
the data.
I had to stay up
all night because
my manager kept
adding to my list
of things to do!
I think the answer
is $650M, but
can’t remember—
but don’t worry,
I have it at
my desk!
I don’t know
how I’m going to do this market map. None of these companies are public.
What’s Wrong With This Picture? (6 of 6)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
“Push back” are words you will hear often.
When Pushing Back May
Be Appropriate
When Pushing Back May
Not Be Appropriate
You did the same analysis last week (and the week before)
You have a good relationship with your consultant/CTL/manager and believe this analysis is unnecessary
You've been nonstop, without sleep working on this case for 72 hours
Some people on your team have been complaining about too much free time and you've been crunching past midnight for the last two weeks
You're on vacation
It is unclear to you how the analysis fits into the greater picture/overall case objectives
Your supervisor is being unnecessarily demanding
It's your first week on the case
You don't know how to do the analysis (ask)
You really want to ski/go to the beach tomorrow
You've been devoting most of your time to your other side
You just got back from vacation
You're sick of this case
You don't like the consultant you're working with
The work is/appears boring or mundane
There are no other resources available to complete piece of work
You believe you're too smart for the type of
work required
You told your roommate you would meet her for drinks at 6:30
Advice on Pushing Back
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
You know there's a preez on Monday, but you have plans to go skiing for the weekend
It’s time to be a team player - especially if this preez has been on the calendar for a while
Situation
Solution
Offer to (1) return after your dinner and (2) come in earlier than the rest of the team to compensate
Let your manager know that your aerobics is important to you, but also show some flexibility
Go to your doctor’s appointment. As a rule, let your manager know if you will be out of the office for a considerable length of time
You know the rest of the team is here crunching, but you would really like to have dinner with a friend who’s in town just for today
You want to go to my morning aerobics class, but your manager calls a last minute a caseteam meeting for that time
You have an important doctor’s appointment, but your manager just scheduled a client meeting that you need to attend with her
Pushing Back: Examples
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
*
GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Preparation
packing
The AC role
Ensuring the perfect client meeting
Preparation: back up & logistics
Ensuring the Perfect Client Meeting
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Maintain back-up book and leave audit trail at all times (don't wait until presentation is over!)
make back-up user-friendly
include sensitivity analyses and other analyses beyond material shown
anticipate questions have a cheat sheet
Make copies (when appropriate)
let your team take notes
can use copies to make changes
number pages (blue pencils don't copy)
Carry necessary supplies to make corrections, calculations, measurements
Anticipate problems (client copiers, broken staplers, etc.)
Bring relevant case work "outside of presentation"
older work
annual reports, financials
sample surveys, models
table of contents
Keep desk/files organized so team members can find needed materials when you are out of the office
Good preparation for client meetings is an investment with astronomical returns.
Preparation (Back-up)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Know logistics
travel plans and options
meeting times and locations
directions
phone numbers and contacts
Know your position: be prepared to
pay for petty cash items
offer to drive rental cars
coordinate last-minute emergencies/travel changes
Never make anyone wait for you
travel tip: don’t check baggage
slows you down in airports
leaves you at risk for lost baggage
Prepare to be the logistics point person for client meetings. Assuming that “someone” has taken care of logistics is a prelude to disaster.
Preparation (Logistics)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Open your briefcase - list its contents
What would you add if you were traveling to a client presentation tomorrow?
Compare your answer to “The Ultimate Travel Package,” which follows
Preparation Packaging (Exercise)
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Pack your briefcase to cover a wide range of contingencies. Don’t make assumptions about what other team members “should” be carrying. And remember: a hand-drawn slide of last-minute insights is better than a fully-produced slide of errors.
“The Ultimate
Travel Package”
Contact information
Tools
Office supplies
Bain and client phone lists
Business cards
Daily calendar
Calculator
PC
power cord
phone plug
files downloaded
Clear blank acetates
Graph paper
Writing paper/ note pad
Soft lead mechanical pencils
Ruler
White-out tape (thick and thin)
Paper clips
Binder clips
Rubber eraser
Manila folders
Black slide pens (fineline and thickline)
“The Ultimate Travel Package”
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Review and prepare appropriately to meet the objectives of the client visit
understand expectations of your participation (what are you supposed to gain from/contribute to the meeting)
Gauge your degree of participation to the meetings make-up
as a rule of thumb, the higher the level of clients involved, the less you will talk
If your analysis/area of expertise is being discussed, offer
insights
relevant discoveries
questions
Ask your manager or CTL what role you ought to play
at the very least, play the role of engaged observer
If you have client maps attending
take the opportunity to build the relationship
make sure you prewire
get reaction/feedback
Always take notes (preparing a summary may be helpful)
Always carefully think about what you say and do
age is frequently a liability
Always be attentive/engaged (don't fall asleep or daydream)
Your involvement at the client will depend on your team's style, but in general:
Your Role in the Client Meeting
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Style
(self-projection)
Self presentation
Preparation
Self-management
Communication
Developing Personal Style
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Bain's culture and relative youth make it easy to forget the importance of self presentation, especially in non-office setting.
Convey confidence, not arrogance
make eye contact
enunciate clearly
project a "can-do" attitude
challenge constructively - ask questions
Create a presence
remember that "professional" does not equal "no personality"
interact with others around you
Make yourself available during reasonable hours
don't abuse the no face time policy
Dress professionally in line with office and client norms
Self Presentation
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Successful ACs regard self-preparation as fundamental to projecting an image of competence, engagement and professionalism.
When you meet with others bring
calendar
HP12C
notepad
your brain
For caseteam meetings
understand what issues will be covered
talk with supervisor about what you should cover
bring relevant materials
determine appropriate levels of detail
be able to talk about implications of your analysis, next steps, etc.
For client meetings
look and be organized: make sure you have the relevant pieces of analysis
be prepared to answer questions about sources/methodologies
know how to explain your slides
presentation layout (., marimekko, growth share matrix)
how analysis was done (if asked)
key takeaway/insight
Preparation
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
From the start, one of the most visible images you will project is your ability to meet deadlines.
Be on time for calls and meetings
Make sure you clearly understand your deliverables and when they are needed
If you anticipate problems in meeting a deadline, let people know before you're late
Never keep anyone waiting
Self Management: Time and Timelines
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Since we are a culture dependent on voicemails, mastering the art of leaving voicemails is vital.
Keep them brief and to the point
use Answer-First
if you need to cover a lot of material, outline first
what is the minimum you need to say to convey your message?
Gauge message to target audience
managers and VPs don't have a lot of time - or patience - for long messages
"urgent" means different things to different people
Change your message, when appropriate
out of the office for a day or two - change your daily greeting
on vacation, out for a week, etc.: use an extended-absence greeting and tell people whether or not you will be checking your messages
Answer/act upon voicemails in a timely manner
Communication: Voicemail Tactics
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
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GreatAC
GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
The role of the new AC
Role evolution
Coaching
Non-case opportu-nities
Ups and downs
People resources
AC role
Professional growth
Life balance
A rewarding career
Creating a Rewarding Career
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Relative Emphasis within Team
Manage production
Information gathering/data collection
Analysis
Coordinate with CTCs and Graphics
Keep control deck, assemble black-book, when necessary
Quality control, quality control, quality control
Proof, proof, proof
Identify/read/summarize relevant information
Utilize multiple sources (including alternative - Internet, expert groups, etc.)
Leverage past Bain work on other teams (BRAVA)
Sift through client data for relevant information
Pull information and data together in meaningful fashion - where are gaps/opportunities?
Develop hypothesis of possible outcomes
Understand trends and shifts in marketplace
Model trends to determine likely outcomes
Look for different ways of cutting data
Organize analysis into meaningful stories
Link to overall caseteam questions/objectives
Execute zero-defect analysis
Articulate case objectives
Blank slide analytical loop
Execute on analysis
Update manager appropriately
Workstream ownership
The Role of the New AC
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Copyright© 1998 Bain & Company, Inc.
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 over-deliver.
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 mid-level client contact
Resource to newer team members
Mid-level client contact
Interface/prewire with clients
Resource to newer team members
Supervisor of new members
Direct client map
Consultants
Experienced ACs
Role Evolution
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Copyright© 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
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Copyright© 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 comments and suggestions they can share with you
be aggressive, yet balanced, in asking for feedback
follow-up 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 aren'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 one-on-one
staffing manager
caseteam survey
Coaching - Getting and Soliciting Feedback
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
An essential component of your professional growth will be the quality of the feedback you receive from your colleagues.
Your review is compiled from formal input solicited from people you've worked with on caseteams or non-case 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
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Copyright© 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
non-profit/pro bono work
internal asset-building projects
“brownbag” lunches
studies
Take the initiative - don't wait to be asked to get involved
Bain recognizes you for your involvement in non-case work and provides ample opportunities
Have fun
Demonstrate leadership
Build/strengthen Bain relationships
Non-Case Opportunities
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GreatAC
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Copyright© 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
Shouldn'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)
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Copyright© 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
Multi-level 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
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GreatAC
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Copyright© 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 voicemails
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, then manager/CTL
Leverage the knowledge of people on your team
fellow ACs on different workstreams first
bounce ideas off consultants
People Resources - Caseteam
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
A team is more than just consulting staff...
Library
CTC
Graphics
Mailroom/Copy Center/Facilities
MIS
Travel
Receptionist/MCOs
Training
HR
Finance
Recruiting
The better your relationships with the Bain support network, the easier your job will be
People Resources - Support Network
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Look at the Bain community beyond your caseteam as a resource for personal and professional growth.
Meeting and interacting with people outside your caseteam (in addition to other first-year ACs) is valuable
gives you a broader perspective on Bain (in and outside your office)
gives you a chance to learn what other caseteams are working on
teaches you about the success/problems that they experienced
helps tremendously with informal staffing process
people to talk to about pending cases
gives you an additional source of advice and information
sometimes issues arise on your case and it's useful to have someone else to talk to with you whom feel comfortable
There are lots of opportunities to meet people at Bain:
bay parties
office parties/functions
recruiting functions
caseteam events
training
volunteer activities
People Resources - Informal Relationships
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Proactively managing life balance is a way to sustain your Bain career.
Determine what’s important to you
Communicate your needs to your team
set expectations up front
okay to push back, depending on situation
be reasonable and responsible
Take vacations and breaks
Don’t be afraid to follow your passions (besides adding value to your clients)
Paul AC acted in a play
Kay Consultant took four months off to swim competitively
Sue AC signed up with colleagues for Thursday night wine tasting course
Karen SAC took weekly kickboxing lessons
Life Balance
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Working 80 hours a week makes you a star
Myth:
Truth:
Getting your work done and done well makes you a star
if you have no life, you will not like this job
if you do not like the job, you will not do good work
if you do not do good work, you will not be a star
Someone is monitoring your hours
Myth:
Truth:
If you get your work done, no one cares
If I never do a cash flow/complicated model/RCP, I'll never be a good AC
Myth:
Truth:
You are evaluated on how well you perform the work you need to do, not on all the types of tools you didn't use
Debunking Some Myths
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Getting the job done
Managing up
The perfect client meeting
Developing personal style
Building a rewarding career
Key takeaways
Agenda
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
“New ACs need to pay attention to the details. It is absolutely essential that they put their decimals in the right place, label their axes, use the right units, and avoid careless errors in calculations. One or two careless errors can really affect our credibility.”
“To be an exceptional AC, you need to ‘be at cause.’ That is, you need to take the initiative and assume complete responsibility for understanding an area and its issues.”
“ACs need to be creative. Look at issues from a different perspective. Be thoughtful about how to use data and analysis. Break the mold and look for new paradigms.”
“Plan before doing any work. Stop. Plan. Execute.”
“There is a direct correlation between zero defect and time management/planning.”
“Get done what you’ve been asked to do, first. Listen. Execute. Add.”
“Communicate the timeliness required to get the job done. You know the work better than anyone else, and no one wants you working all the time.”
“Always ask, ‘Why am I doing this?”
“If you can’t picture the output, ask.”
“Reality checking should be a way of life.”
On execution:
On planning:
On stepping back:
Takeaways: Insights from Your Predecessors (1 of 2)
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GreatAC
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Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
“Keep your manager/CTL updated on roadblocks.”
“Don’t just communicate problems. Always suggest alternatives.”
“If you don’t understand, ask.”
“You need to overstructure your communications. And overcommunicate.”
“Observe voicemail etiquette:
On communication:
On life balance:
Keep it brief
Communicate degree of urgency (FYI vs. need for immediate attention)
Use the ‘urgent’ delivery option judiciously. Remember who you are sending the voicemail to.
Default to Answer-First. Say what you need to say up front. Outline and organize your thoughts before picking up the telephone.”
“Remember - it’s a marathon, not a sprint.”
“Have fun.”
“Get a life once in awhile.”
“Work on the interest. Don’t exhaust your capital.”
Takeaways: Insights from Your Predecessors (2 of 2)
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