"Tell me about a time when you failed. What did you learn from the experience?

"
The common trope of an answer is: "Candidate X screws up, but with no major or
irreparable harm done. The situation doesn't unveil some kind of fatal flaw, but rather an
easily explained mistake. And in fact an important lesson was learned that paves the way
to a brighter future."
My story? To paraphrase Game of Thrones, "If you're looking for a happy ending, you've
come to the wrong place."
Sort of.
Flashback to winter 2009. I was three-and-a-half years into my time at McKinsey. I'd had
a pretty traditional path at the Firm: from b-school summer, to full-time associate, to junior
engagement manager (EM), to experienced EM building client and functional homes.
While every project presented its unique challenges, I had the general approach down
through dozens of client engagements. I had a good track record. My spikes were in
problem-solving and running through brick walls to get things done.
I was preparing to take on a new project which would require spending a good chunk of
time spent overseas. I knew the client and quite a bit about the specific focus of the study,
for which I had a lot of passion. I also had worked with one of the lead partners on the
engagement.
The international aspect was new for me, and being away from my family for long
stretches would be a challenge. But, I figured that a) it would be a good test to see
whether I was in this consulting game for the long haul, and b) I could handle it.
After all, it was just one project, and this was far from my first rodeo.
A mere three weeks later, life was hell. The team was working until all hours of the night
and throughout the weekend. We were churning out powerpoint decks that the main
clients were figuratively crapping all over (possibly literally as well). Unhappy clients lead
to stressed out partners, which in turn lead to constant calls that make the team crank
even harder... although not necessarily more effectively.
We were spiraling out of control in the vicious cycle of a failing team.
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Chris Louie, CFA
What It's Like To Fail at McKinsey
July 06, 2014 22,886 417 82

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Staggering back into the upscale hotel that had become a virtual jail cell for me one
evening, I looked at my reflection in the elevator doors and wondered how it all could have
gone so horribly wrong.
There were a lot of potential excuses. The client was way behind in the market, both in
share and in years- lack of satisfaction with our "strategy recommendations" was
inevitable. I also had learned a week or so in, that we had actually done a similar study not
once, but TWICE before for the same client (albeit for different people at the client) over
the last 18 months. The team setup was also not ideal, with multiple Partners involved,
giving wildly different direction at times. The scope was expansive.
But I couldn't shake the fact that there was one simple root cause of our struggles and
mistakes: the problem was me.
In the thick of the battle, I couldn't figure out how to break us out of the death spiral and
get us back on track. It was a disaster. Eventually, the team took evasive action in order to
salvage the engagement and actually deliver some value for the client:
The associate principal was anointed lead Partner, stepped up and provided clear
direction for the entire team
They brought on another engagement manager. Although I stayed on the project
until the end, I effectively stepped back into a senior associate role again and
owned a set of workstreams, no longer the entire study
The actual associates on the team pulled things together on their workstreams
In the end, as a team we delivered on what we committed to at the beginning of the
engagement. Check the box.
However, it took us longer than planned, with significantly more resources than expected.
And the team really suffered during that time, top-to-bottom.
Even more importantly, I believe the impact our engagement had for the client was
hurt by the sub-par way in which the study proceeded. Looking back on it, our
recommendations were sound and would have set them up to be in much better shape
today... if they had followed them. BUT they didn't.
Is it fair to put that on the hired guns... the people that write decks but don't have the
ownership to execute? Maybe not. But as consultants, we pride ourselves on our ability to
influence. We spend countless hours on clear thinking and communication, developing
actionable recommendations, and establishing relationships. So as I see it, if the brilliant
answer doesn't get executed, it's on us. I can't see how a self-respecting consultant could
think otherwise and abdicate responsibility.
To this day, over four years later, I still put the sub-par nature of the study, which may have
contributed to their lack of faith in the findings and subsequent lack of follow-through, on
my shoulders. As the engagement manager, you're QB1. The team goes largely as you
go.
And on this particular study, I failed.
What could I have done differently? I've thought about that a lot. There were a number
of tactical things that contributed to the team's struggles... decisions around how much
time to allocate to different activities, who to include in different discussions, how to tell the
story around our findings. Going back, I would change a lot of those things. A lot of little
things.
However, having given it some time, I now realize that there was one fundamental thing
that I needed to do that I didn't: I needed to lead.
And with the benefit of hindsight, I now see that what I was doing was not leading.
I WAS driving against a gantt chart workplan we developed at the beginning of the
engagement. I had the team making powerpoint pages to populate the sections of a
deck, against a story I had constructed with the partners early on. I was deferring to
more senior people from my Firm and from the client. I was scheduling and
conducting meetings. I was being an administrator.
I WAS NOT actively questioning whether we were doing the right thing by taking on
this engagement for arguably a third time. I was not pushing back on the senior
client aggressively and "speaking truth to power." I was not helping the team cut
through the BS in order to get to the right answer. I was not evangelizing that
answer and being a force for change with the key clients. I was not being a leader.
I realize now that for all the great skills I had developed during my formative years in
consulting (structured problem-solving, story-telling, managing projects), I had developed
some really bad habits too (conformity, deference, conservatism). I had fallen into traps
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 2 / 10
that take good consultants and suck the value-add right out of them.
And on this particular engagement, these things contributed mightily to my struggles and
my ultimate downfall as an EM.
It's hard to come back from a misstep at McKinsey.People do it, of course. Noteworthy
was the Director Emeritus I met early on, who claimed to have been "counseled to leave"
on three different occasions before being elected to senior partner.
However, screwing up an engagement is a little like having an off-year in the Big Leagues
where you hit .220. Yes, you could come back from that, especially if you had a decent
track record before. But you'll need someone to take a chance on you. And even then, it's
going to be a ton of work rebuilding your reputation.
I stuck around the Firm for another couple months. I benefited from having an extremely
supportive group surrounding me on that international engagement, allowing me to finish
out my tour of duty with some degree of satisfaction and pride intact. I then had a few
more engagements that were relatively more successful- happier clients, happier teams.
But in the end, like many before me, I left the Firm. What led me to leave wasn't the hard
work it would take to get my McK rep back in shape. Rather, it was two critical realizations:
1. I want to make decisions more than I want to influence decision-makers. When you
hit this point, you know consulting is no longer for you at a very fundamental level
2. I care about my family. This big international engagement caused me to make
personal sacrifices that make it all seem not worth it, no matter how hard or easy
the study
I look back fondly at my time at McK and credit it for making me into a professional, I refer
to what I learned from the place. I go to the occasional reunion.
But I don't have any regrets about leaving the Firm and take pride in what I was able to
accomplish when I was there.
Still, even today, I think back on this particular experience often. You might forget
some of your successes and accolades, but you never forget your failures.
I remind myself to continually seek out ways to lead, and to keep from going through the
motions. I actively engage. I push my team members to find the high-impact path, even if
it's not necessarily the one we'd originally set out on.
I call bullshit on things.
I also force myself to step back from whatever firedrill my team or others might be
engaged in and think about whether we're doing the right things or if we have our collective
heads up our... you get the idea.
It's served me well so far and made work a lot more fulfilling. (note: this is that "paves the
way to a brighter future" part for me)
It's also made me feel like I can be myself at work much more than I did as a member of
the Firm.
Perhaps it was the thing about representing a collective partnership, serving a particular
client paying a pretty penny, or just the overwhelming legacy of the place. Clients were just
as likely to refer to me as "McKinsey" as they were by my first name.
I know many still at the Firm that have been able to maintain a distinct style and sense of
individuality throughout... I just couldn't do it myself while I was there.
For those thousands of fresh recruits about to start with McK or other professional
services firms, I'd leave you with the advice Columbia B-School professor (and former
McK EM), Hitendra Wadhwa, gave to me before I signed on full-time:
"Always remember that you're smart."
Each one of you will be challenged on a daily basis- by your clients, and even more
fiercely by your own teams.
And each of you will stumble, if not fall, at some point.
Remembering that you're "smart," and the confidence that comes with that- the confidence
to pick yourself up and to continually lead- is what will sustain you and help you to
ultimately succeed.
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
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Stephen Carlotti Stephen Carlotti

Executive Vice President Marketing at Michaels Stores, Inc. Executive Vice President Marketing at Michaels Stores, Inc.
Chris, Chris,
Great post. Great post. The only thing I'd question is your conclusion that you failed. The only thing I'd question is your conclusion that you failed. I think high achieving I think high achieving
people (and you are one) invest the world failure with the notion of being tested and found people (and you are one) invest the world failure with the notion of being tested and found
somehow wanting. somehow wanting.
There's a difference between being evaluated and being tested (at least there is for me) and There's a difference between being evaluated and being tested (at least there is for me) and
there's a difference between your failure and our failure. there's a difference between your failure and our failure. You made mistakes and you learned You made mistakes and you learned
from them...to me, that's the only sustainable definition of success. from them...to me, that's the only sustainable definition of success.
Like Like(13) (13) Reply Reply(1) (1) 3 days ago 3 days ago
Jonathan Stern Jonathan Stern
Well written, like many professions I have found that in consulting we often spend time on the Well written, like many professions I have found that in consulting we often spend time on the
things that don't matter. But I don't think an engagement manager, or anyone else, on a team things that don't matter. But I don't think an engagement manager, or anyone else, on a team
can fail. The team can fail, but not one individual -- and anyone on that team can provide can fail. The team can fail, but not one individual -- and anyone on that team can provide
leadership. I think the spiral comes when we put too much of the burden on ourselves at any leadership. I think the spiral comes when we put too much of the burden on ourselves at any
level. level.
As a Partner, I view my number one job is to remove stress from my team -- more important As a Partner, I view my number one job is to remove stress from my team -- more important
than anything else that I do. A team that feels energized and de-stressed will do more, be more than anything else that I do. A team that feels energized and de-stressed will do more, be more
motivated and care more than one that doesn't, and that kind of team won't let itself fail. Yes, I motivated and care more than one that doesn't, and that kind of team won't let itself fail. Yes, I
have to deliver value to clients, find the right solutions, make the odd Power Point slide, coach, have to deliver value to clients, find the right solutions, make the odd Power Point slide, coach,
sell etc, but if I can keep a team de-stressed, motivated, having fun, the rest is easy. sell etc, but if I can keep a team de-stressed, motivated, having fun, the rest is easy.
Like Like(7) (7) Reply Reply(1) (1) 2 days ago 2 days ago
Eric Martin Eric Martin
Senior Technical Communicator Insight Global Senior Technical Communicator Insight Global
The article is a failure The article is a failure
Like Like Reply Reply(1) (1) 1 day ago 1 day ago
Daniel Price Daniel Price
Chris, Chris,
This is one of the few things I have read on LinkedIn that falls solidly in the "must read" This is one of the few things I have read on LinkedIn that falls solidly in the "must read"
category. It is insightful, intelligent, tactically useful and well written. category. It is insightful, intelligent, tactically useful and well written. Thank you. Thank you.
Dan Dan
Like Like(5) (5) Reply Reply 2 days ago 2 days ago
Tom O'Brien Tom O'Brien
Vice President, Northwest Plan Services, Inc. Vice President, Northwest Plan Services, Inc.
Chris - thanks for sharing this. Chris - thanks for sharing this. Real success always takes a little bit of breaking the mold of how Real success always takes a little bit of breaking the mold of how
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 4 / 10
things are done. things are done. Not just doing the same thing harder and smarter. Not just doing the same thing harder and smarter.
Also good advice on the realization that your family life could not necessarily withstand the Also good advice on the realization that your family life could not necessarily withstand the
constant travel. constant travel. Something important to ID. Something important to ID.
Finally, waiting for the post on changing large org from within! Finally, waiting for the post on changing large org from within!
Like Like(4) (4) Reply Reply(1) (1) 3 days ago 3 days ago
Aaron Gregory Aaron Gregory
Senior Director: Information Technology Senior Director: Information Technology
Brilliant post; "I want to make decisions more than I want to influence decision-makers. When Brilliant post; "I want to make decisions more than I want to influence decision-makers. When
you hit this point, you know consulting is no longer for you at a very fundamental level". This you hit this point, you know consulting is no longer for you at a very fundamental level". This
statement brought me to a critical analysis of where I want to be. Very thought-provoking! statement brought me to a critical analysis of where I want to be. Very thought-provoking!
Thanks for sharing your experiences. Thanks for sharing your experiences.
Like Like(4) (4) Reply Reply 4 days ago 4 days ago
Ziming (Jimmy) Ye Ziming (Jimmy) Ye
Senior Manager at NTT Data China Senior Manager at NTT Data China
More articles like this and less generic, "10-things-you-should-do-if-you-want-to-succeed" tripe More articles like this and less generic, "10-things-you-should-do-if-you-want-to-succeed" tripe
please! please!
Like Like(3) (3) Reply Reply 1 day ago 1 day ago
Jonathan Ouellette Jonathan Ouellette
Director at Inex Advisors Director at Inex Advisors
Leadership goes much further than project management. Great post! Leadership goes much further than project management. Great post!
Like Like(2) (2) Reply Reply 2 days ago 2 days ago
Adam Hansmann Adam Hansmann
Finance at Strava, Inc. Finance at Strava, Inc.
Chris, if you are able to take the bad study and learn from it, good for you (and if your audience Chris, if you are able to take the bad study and learn from it, good for you (and if your audience
is able to learn vicariously through you, all the better). You are certainly right that failure is is able to learn vicariously through you, all the better). You are certainly right that failure is
always more memorable than success (at least this is true amongst intelligent, self-aware always more memorable than success (at least this is true amongst intelligent, self-aware
people). people).
I hope, though, beyond the purpose of the article here, that you are not suffering from McKinsey I hope, though, beyond the purpose of the article here, that you are not suffering from McKinsey
'scruples' as it relates to the events in your story. In my experience at the F-I-R-M, there are a 'scruples' as it relates to the events in your story. In my experience at the F-I-R-M, there are a
multitude of factors that determine whether a project is a success or a failure: individual multitude of factors that determine whether a project is a success or a failure: individual
strengths of team members from BA's up to partners; client idiosyncracies (and this is huge); strengths of team members from BA's up to partners; client idiosyncracies (and this is huge);
project scope and timing (or lack thereof); collective Firm expertise and/or resources available project scope and timing (or lack thereof); collective Firm expertise and/or resources available
on a particular subject or industry; and, last, exogenous factors like luck. on a particular subject or industry; and, last, exogenous factors like luck.
The EM at his/her best is capable of moving the needle towards 'success', but it is extremely The EM at his/her best is capable of moving the needle towards 'success', but it is extremely
unlikely, if the project is not 'set up for success', that the EM alone will be able to make it one. unlikely, if the project is not 'set up for success', that the EM alone will be able to make it one.
My own advice to prospective (McK) consultants --- you will not regret the experience you have, My own advice to prospective (McK) consultants --- you will not regret the experience you have,
but you definitely won't regret the day you decide to leave either. but you definitely won't regret the day you decide to leave either.
Like Like(2) (2) Reply Reply 1 day ago 1 day ago
Paul Walsh Paul Walsh
What a great post. What a great post. Having gone from client-side into consulting, I found this incredibly insightful. Having gone from client-side into consulting, I found this incredibly insightful.
Thank you for sharing. Thank you for sharing.
Like Like(1) (1) Reply Reply 3 days ago 3 days ago
Vijay Goel, MD Vijay Goel, MD
Entrepreneur Developing Tools to Improve Decision-making (Yielding Growth, Entrepreneur Developing Tools to Improve Decision-making (Yielding Growth,
Efficiency, Effectiveness) Efficiency, Effectiveness)
Great story. Great story. However, would tweak your conclusion. However, would tweak your conclusion. It's not the "smarts" that save you when It's not the "smarts" that save you when
things are down (they can actually be counterproductive by rationalizing shortcuts). things are down (they can actually be counterproductive by rationalizing shortcuts). It's the grit It's the grit
to hang in and do the unpleasant things that are necessary for the vision to actually succeed. to hang in and do the unpleasant things that are necessary for the vision to actually succeed.
Like Like(1) (1) Reply Reply(1) (1) 3 days ago 3 days ago
Alan Molloy Alan Molloy
Wonderful post. I'd say most of the post resonates with most alumni. Certainly for me. Thanks! Wonderful post. I'd say most of the post resonates with most alumni. Certainly for me. Thanks!
Like Like(1) (1) Reply Reply 3 days ago 3 days ago
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 5 / 10
Riccardo Bua Riccardo Bua
Global | UCC/Collaboration | Services | Technical | Leader | PMI | ITIL | Business | Global | UCC/Collaboration | Services | Technical | Leader | PMI | ITIL | Business |
Customer | Analyst or Mr Fix it all Customer | Analyst or Mr Fix it all
Chris Louie, CFA Chris Louie, CFA I'd question as well you failed, the team ultimately delivered and you saw you I'd question as well you failed, the team ultimately delivered and you saw you
weren't the right person to deal with it at that time, it takes courage to swallow your pride and let weren't the right person to deal with it at that time, it takes courage to swallow your pride and let
other help you fix it, the overall end result and a "happy" customer should be what you other help you fix it, the overall end result and a "happy" customer should be what you
eventually look at the overall success, it is the team, not the individual!:-) eventually look at the overall success, it is the team, not the individual!:-)
Like Like(1) (1) Reply Reply 1 day ago 1 day ago
Andrew Ross Andrew Ross
Great piece, and not just about consulting. Great piece, and not just about consulting.
Like Like(1) (1) Reply Reply 4 days ago 4 days ago
Asit Goel Asit Goel
Director Strategic Marketing at United Rentals Director Strategic Marketing at United Rentals
Chris, Chris,
Great post. "Failure" is not about a bad business decision, rather it is about the inability of one Great post. "Failure" is not about a bad business decision, rather it is about the inability of one
to learn from it. If I were to throw up my hands and walk away, I have failed. However, if I am to learn from it. If I were to throw up my hands and walk away, I have failed. However, if I am
able to learn from what went wrong, and apply those lessons down the road, it was a good to able to learn from what went wrong, and apply those lessons down the road, it was a good to
have failed as it made me self aware. have failed as it made me self aware.
Like Like(1) (1) Reply Reply 3 days ago 3 days ago
Satyamurti Balasubramanian Satyamurti Balasubramanian
Practising Chartered Accountant at Krishnan&Balasubramanian Practising Chartered Accountant at Krishnan&Balasubramanian
Good introspection . Good introspection .
Like Like(1) (1) Reply Reply 2 days ago 2 days ago
Prasanna Raghavan , Prasanna Raghavan ,
Consumer & B2B verticals ,Organisational Transformation,Industry alliances Consumer & B2B verticals ,Organisational Transformation,Industry alliances
Cant be said any better Chris, honest and engaging . Leaves a strong throught :) Cant be said any better Chris, honest and engaging . Leaves a strong throught :)
Like Like Reply Reply(1) (1) 4 days ago 4 days ago
Kiran Rao Kiran Rao
Experienced Operator & Turnaround Leader For PE Portfolio Companies. Experienced Operator & Turnaround Leader For PE Portfolio Companies.
Well done, Chris! Really good. Well done, Chris! Really good.
Like Like Reply Reply(1) (1) 4 days ago 4 days ago
Mohamed Karim A. M. El Sawy Mohamed Karim A. M. El Sawy
Project Manager at Quick-Wins Project Manager at Quick-Wins
Brilliant food for thought Brilliant food for thought
Like Like Reply Reply 3 days ago 3 days ago
Todd LeBlanc Todd LeBlanc
Vice President & General Manager - Aseptic Products at TreeHouse Foods Vice President & General Manager - Aseptic Products at TreeHouse Foods
Great post - really appreciate you sharing. Great post - really appreciate you sharing. Think this will resonate for both alums and current Think this will resonate for both alums and current
consultants. consultants.
Like Like Reply Reply 3 days ago 3 days ago
Jen Randle Jen Randle
Capability Director at ?What If! Capability Director at ?What If!
awesome perspective chris. thanks for sharing awesome perspective chris. thanks for sharing
Like Like Reply Reply 2 days ago 2 days ago
Ian Wasti Ian Wasti
Chris, Chris,
Soul-baring, honesty is hard, but this is a lesson that relates to all of us. Soul-baring, honesty is hard, but this is a lesson that relates to all of us. Especially those of us Especially those of us
who are consultants too. who are consultants too. Thank you. Thank you. I wrote a book about the pursuit of successes that may not I wrote a book about the pursuit of successes that may not
derive meaning to us in the end after all. derive meaning to us in the end after all. It's called The "Perfect" Antidote - Why Greatness is It's called The "Perfect" Antidote - Why Greatness is
Overrated. Overrated. Check it out! Check it out! Thanks, Thanks,
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 6 / 10
http://ayudos.com/kickstarter/support-ian-wasti-kickstarter-find-perfect-antidote/ http://ayudos.com/kickstarter/support-ian-wasti-kickstarter-find-perfect-antidote/
Like Like Reply Reply 2 days ago 2 days ago
Theron DePaulo, CPHIMS Theron DePaulo, CPHIMS
IT Director at Providence Health & Services IT Director at Providence Health & Services
Outstanding post Chris, thanks. Outstanding post Chris, thanks.
Like Like Reply Reply 2 days ago 2 days ago
Paul Plotczyk Paul Plotczyk
Chief Learning Officer at Best Practice Institute Chief Learning Officer at Best Practice Institute
I agree with Aaron Gregory that is is a terrific post - especially your comment about wanting to I agree with Aaron Gregory that is is a terrific post - especially your comment about wanting to
make decisions versus influence decision-makers. That nuance is a critical distinction between make decisions versus influence decision-makers. That nuance is a critical distinction between
a consultant and a manager. a consultant and a manager.
I remember some years ago I worked with a very successful serial entrepreneur, the kind that is I remember some years ago I worked with a very successful serial entrepreneur, the kind that is
a multimillionaire before his 25th birthday! He was finishing up with a company & asked my a multimillionaire before his 25th birthday! He was finishing up with a company & asked my
advice on next steps: consulting or doing another deal. My comment was that he liked being in advice on next steps: consulting or doing another deal. My comment was that he liked being in
charge - making decisions - versus influencing way too much to be a consultant. He went on to charge - making decisions - versus influencing way too much to be a consultant. He went on to
work for venture firms as an interim Guy in Charge - Kind of a joining of both arenas. Worked work for venture firms as an interim Guy in Charge - Kind of a joining of both arenas. Worked
out very well for him. Plus, once he became a parent, his priorities shifted, much like yours. out very well for him. Plus, once he became a parent, his priorities shifted, much like yours.
Thanks for sharing. Thanks for sharing.
Like Like Reply Reply 2 days ago 2 days ago
Thorsten Baumheinrich Thorsten Baumheinrich
"Remembering that you're "smart," and the confidence that comes with that- the confidence to "Remembering that you're "smart," and the confidence that comes with that- the confidence to
pick yourself up and to continually lead- is what will sustain you and help you to ultimately pick yourself up and to continually lead- is what will sustain you and help you to ultimately
succeed." succeed."
Quite valuable advice applicable in many professional environments of all leagues. Quite valuable advice applicable in many professional environments of all leagues.
Good luck to all those currently marching through the valley ! Good luck to all those currently marching through the valley !
(we've been there, we'll get there again) (we've been there, we'll get there again)
Like Like Reply Reply 2 days ago 2 days ago
H Gathers H Gathers
Student at Xavier University Student at Xavier University
Very refreshing and insightful reflection on what worked/didn't work. Very refreshing and insightful reflection on what worked/didn't work. Not often do we find Not often do we find
leaders accepting responsibilities and found this adds authenticity that bring life to the key leaders accepting responsibilities and found this adds authenticity that bring life to the key
takeaways. takeaways. Love the notion of deciding whether one wants to make decisions and/or influence Love the notion of deciding whether one wants to make decisions and/or influence
as grass would seem to be greener on the other side. Thanks Chris as grass would seem to be greener on the other side. Thanks Chris
Like Like Reply Reply 2 days ago 2 days ago
Mark C. Munion Mark C. Munion
Management Consultant | Resolving the Kinks in Your Supply Chain Management Consultant | Resolving the Kinks in Your Supply Chain
Great post, Chris! Thanks for sharing your "must read" experience! Great post, Chris! Thanks for sharing your "must read" experience!
Like Like Reply Reply 2 days ago 2 days ago
Karissa Johnson Karissa Johnson
Administrative Assistant at McCue & Associates, Inc. Administrative Assistant at McCue & Associates, Inc.
Many others have and will say it much better, but the ability to openly, honestly admit failure, Many others have and will say it much better, but the ability to openly, honestly admit failure,
wrongdoing or misguided decisions, *take responsibility!!* for them and then move on with wrongdoing or misguided decisions, *take responsibility!!* for them and then move on with
grace having learned something is a good indicator you are capable of being, if not already, a grace having learned something is a good indicator you are capable of being, if not already, a
great leader. great leader. Far too few times have I seen this quality expressed from those I must follow in Far too few times have I seen this quality expressed from those I must follow in
companies, and this was a great, thought-provoking read. companies, and this was a great, thought-provoking read.
Like Like Reply Reply 2 days ago 2 days ago
Brandy Sloatermen Brandy Sloatermen
Thank you for being bold and confident enough to share a failure. Thank you for being bold and confident enough to share a failure. Quite inspiring!! Quite inspiring!! I'm sure that I'm sure that
you have turned it into a personal success. Congratulations!! you have turned it into a personal success. Congratulations!!
Like Like Reply Reply 1 day ago 1 day ago
Kevin Chan Kevin Chan
Integrated Marketing Coordinator | DEFY Media Integrated Marketing Coordinator | DEFY Media
This was an amazing article and reflection (with some great references, QB1!). This was an amazing article and reflection (with some great references, QB1!). Thanks for Thanks for
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 7 / 10
writing, I'm very happy that I clicked on this one writing, I'm very happy that I clicked on this one
Like Like Reply Reply 1 day ago 1 day ago
Ann T Ho Ann T Ho
Principal Consultant at West Monroe Partners Principal Consultant at West Monroe Partners
Love the humility and the ownership of what it means to be a consultant. Love the humility and the ownership of what it means to be a consultant. "I can't see how a self- "I can't see how a self-
respecting consultant could think otherwise and abdicate responsibility." respecting consultant could think otherwise and abdicate responsibility."
Like Like Reply Reply 1 day ago 1 day ago
Michael Mao Michael Mao
Product Strategy at Infoblox Product Strategy at Infoblox
Excellent post! I had nearly the same experience and reading this took me back. Thanks for Excellent post! I had nearly the same experience and reading this took me back. Thanks for
sharing your lessons! sharing your lessons!
Like Like Reply Reply 1 day ago 1 day ago
Dane D'Alessandro Dane D'Alessandro
Section Chief, Investigations at Consumer Financial Protection Bureau Section Chief, Investigations at Consumer Financial Protection Bureau
Very insightful (and humble) reflection, Chris. Very insightful (and humble) reflection, Chris. These are useful lessons for any leader. These are useful lessons for any leader. A helpful A helpful
assessment question I stumbled onto late into my consulting career was, "What actions have assessment question I stumbled onto late into my consulting career was, "What actions have
you taken so far to address this problem, and what result did you get?" you taken so far to address this problem, and what result did you get?" Sometimes, the Sometimes, the
responses were eye-opening. responses were eye-opening. Also, my own experience is that 'challenging the process' and Also, my own experience is that 'challenging the process' and
calling time out on ill-considered approaches works sometimes, but not always. Organizations calling time out on ill-considered approaches works sometimes, but not always. Organizations
and consulting relationships are complex systems, not always driven by logic alone. and consulting relationships are complex systems, not always driven by logic alone. As you say, As you say,
sometimes you will stumble even in the face of credible efforts. sometimes you will stumble even in the face of credible efforts. Thanks for sharing this. Thanks for sharing this.
Like Like Reply Reply 1 day ago 1 day ago
Prasenjit Choudhury Prasenjit Choudhury
Senior Associate Consultant (CRM) at Infosys Limited Senior Associate Consultant (CRM) at Infosys Limited
Very well written - working in same consulting field (although not as an EM) I can relate to a lot Very well written - working in same consulting field (although not as an EM) I can relate to a lot
of of 'bowing down to the client's wishes'. 'bowing down to the client's wishes'.
Like Like Reply Reply 1 day ago 1 day ago
James Hootman, CPP, SPHR James Hootman, CPP, SPHR
Payroll, Tax and Compliance Manager at Ceridian Payroll, Tax and Compliance Manager at Ceridian
Great post Chris! What might be categorized as a failure at that point in time surely helped fuel Great post Chris! What might be categorized as a failure at that point in time surely helped fuel
your future success. Thanks for some very pointed and timely reminders! your future success. Thanks for some very pointed and timely reminders!
Like Like Reply Reply 1 day ago 1 day ago
Tony Luke Tony Luke
Broker at Re/Max Ultimate Broker at Re/Max Ultimate
Excellent. Real, Expensive, Valuable. Excellent. Real, Expensive, Valuable.
Like Like Reply Reply 1 day ago 1 day ago
Kelli Higgs, Esq. Kelli Higgs, Esq.
Consulting Counsel at Commercial Chemical Company Consulting Counsel at Commercial Chemical Company
Thoughtful post! Thoughtful post! The sentence, "I want to make decisions more than I want to influence The sentence, "I want to make decisions more than I want to influence
decision-makers", could be helpful to people facing a career crossroad. decision-makers", could be helpful to people facing a career crossroad.
Like Like Reply Reply 1 day ago 1 day ago
Rahul Shariff Rahul Shariff
-- --
Failure is often the stepping stone to success. You learn a lot more from failure than from Failure is often the stepping stone to success. You learn a lot more from failure than from
success. All great success stories have amazing tales of failure and determination. Never give success. All great success stories have amazing tales of failure and determination. Never give
up as you may just be a step away from success. up as you may just be a step away from success.
Like Like Reply Reply 1 day ago 1 day ago
Jennifer R. Jackson Jennifer R. Jackson
Senior Director at Capital One Senior Director at Capital One
Great post, Chris. Wonderful reminder of what's important in and out of consulting. Hope you Great post, Chris. Wonderful reminder of what's important in and out of consulting. Hope you
and your family are well. and your family are well.
Like Like Reply Reply(1) (1) 3 days ago 3 days ago
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 8 / 10
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Alan Murray Alan Murray
Managing Director at Access 24 Managing Director at Access 24
Am I alone in not really understanding a word of that? Am I alone in not really understanding a word of that?
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What It's Like To Fail at McKinsey | LinkedIn 7/10/2014

http://www.linkedin.com/today/post/article/20140706134831-6348055-what-it-s-like-to-fail-at-mckinsey?fb_action_ids=10203565318188979&fb_action_types=og.likes 9 / 10
What It's Like To Fail at McKinsey | LinkedIn 7/10/2014
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